The International Monetary Fund on Monday released a new report on women in the workplace, which suggested that closing the gender equality gap and leveling the employment playing field would benefit not just women, but the global economy as a whole.
Christine Lagarde, the first-ever woman to serve as managing director of the IMF, joined Huffington Post Editor-In-Chief Arianna Huffington on HuffPost Live Monday to discuss how gender equality is an economic principle, not just a concept of female empowerment.
So why is it so hard for companies and governments to promote gender equality?
"It's change in process, and change is always painful," Lagarde said. "It's much more comfortable to stay within your comfort zone, to do things the way they were done."
Lagarde said we need to "accept that innovation can actually be profitable as a whole."
To hear more about the new report, watch the full HuffPost Live clip in the video above.
Walmart said Thursday that it will give about 500,000 workers a pay bump.
Minimum hourly wages will increase in April to about $9, a $1.75 increase above the federal minimum wage, the retail behemoth said in an earnings release. By February 2016, current employees will earn at least $10 an hour, it said.
More from the release:
Approximately 500,000 full-time and part-time associates at Walmart U.S. stores and Sam's Clubs will receive pay raises in the first half of the current fiscal year. Current and future associates will benefit from this initiative, which ensures that Walmart hourly associates earn at least $1.75 above today's federal minimum wage, or $9.00 per hour, in April. The following year, by Feb. 1, 2016, current associates will earn at least $10.00 per hour.
It's rare to get a company-wide email from your boss reminding you to sleep. But that’s exactly what happened last week to the employees at Lightspan Digital, a Chicago-based digital marketing agency.
Mana Ionescu, the president of the company, is a big fan of shut-eye and a devotee of celebrity fitness trainer Jillian Michaels. So when Michaels sent a message to her followers extolling the benefits of a good night’s sleep, Ionescu, 37, forwarded it along to her staff.
“I’m a huge advocate for sleep, and I prioritize it the same way I would prioritize going to the gym and seeing my friends,” said Ionescu, who aims for eight hours a night but estimates she gets closer to seven. “It’s so hard because it’s the thing that seems the easiest to sacrifice.”
Ionescu said she’s even been called lazy and weak after expressing her views about sleep. It’s easy to see why -- the American work culture seems to give more value to people who grind away at their jobs at the expense of sleep.
The business leaders who say they get by on very little sleep, such as Fiat Chrysler CEO Sergio Marchionne and Pepsi CEO Indra Nooyi, seem to get a lot more airtime than those who say the opposite. Everywhere are headlines about “19 Successful People Who Barely Sleep,” “Do history's greatest figures owe their success to sleeping LESS?” and “The secret of success: Needing less sleep?”
But sacrificing sleep could be hurting more than just the executives in need of a good night’s rest. When people don’t sleep, they don’t function at their highest levels, research shows. In a work context, that means missing opportunities to make money. American companies are losing $63.2 billion a year due to sleep deprivation, according to a 2013 study from Harvard Medical School.
That may be why a growing number of bosses, like Ionescu, are waking up (pun intended) to this reality and extolling the virtues of a decent night’s sleep. In the most prominent recent example, Microsoft CEO Satya Nadella told ABC News earlier this month that he sleeps on average eight hours a night. Other renowned business leaders including Instagram co-founder Kevin Systrom, Microsoft co-founder Bill Gates and Facebook Chief Operating Officer Sheryl Sandberg have told interviewers in recent years they’ve realized the value in getting a good night’s sleep if they want to operate at their highest levels.
These leaders follow in the footsteps of Amazon CEO Jeff Bezos and venture capitalist Marc Andreessen, who have been bragging about their eight hours of rest a night at least since 1999, when they discussed their sleep habits with a Wall Street Journal reporter.
More and more research indicates that they’re taking the correct approach. Bosses can get mean and workers less productive when they don’t get a good night's sleep, according to one recent study. Sleep is such an important predictor of the ability to get our jobs done well that getting one extra hour a night can increase wages by 16 percent a year on average, according to a study by economics graduate students at the University of California at San Diego. That’s more than the boost from an extra year of education.
“Sleep is as important as water and food,” said Pat Byrne, the founder of Fatigue Science, a company that works with athletes and companies to help them use sleep to increase performance. But many people struggle to prioritize it.
It’s hard for people who sleep very little each night to detect the consequences, Byrne said, because after a while their bodies “re-norm” so they can continue to go through the motions during the day, even while they’re getting just four or five hours of sleep a night. But that doesn't mean the sleep-deprived person is functioning as well as he or she could be.
“It’s very insidious in that it creeps up on you,” Byrne said of the effects of a prolonged lack of sleep. That dynamic may explain why executives and others think they’re operating just fine on a prolonged lack of sleep.
Of course not everyone has the luxury of a good night’s sleep. Parents of young children and people scraping by on multiple jobs may find it difficult to get eight hours a night. But why is it so common for some of the most powerful people in the world to deprive themselves?
“One common approach to sleep is ‘I’m too dedicated to my job and too important to spend my time sleeping,’” said Christopher Barnes, a management professor at University of Washington’s Foster School of Business. Barnes’ research finds that when bosses get less sleep, they’re meaner to their employees, who end up disengaging from their work as a result.
“They might be partially correct, they might be doing really important stuff, but they might not be appreciating the fact that if they’re not getting enough sleep,” they’re probably not at their highest level, Barnes said.
Sabrina Parsons, the CEO of Palo Alto software, has a more blunt term for business leaders’ tendency to claim they survive on just a few hours of sleep a night: “Bravado bragging.” Parsons’ experience raising three young children taught her that functioning normally on a few hours of sleep a night is nearly impossible.
Now, Parsons tries to get seven or eight hours every night. She encourages her 55 employees to do the same, and to take breaks during the day to exercise or do other activities if they’re feeling sluggish.
She does this to keep workers from getting burned out -- and also to “call bullshit on everybody else” who claims to do their job well despite being sleep-deprived.
“I don’t think you really have someone who sleeps four hours every night for months and months and years and years, who is a functional person,” she said. “You’re not doing that, and if you are, then you’re not being productive.”
Amy Mitchum loves the way her daughter’s kindergarten classmates’ eyes light up when she tells them she works with robots.
The 38-year-old Volkswagen factory worker is a graduate of the automaker’s experimental apprenticeship program, modeled on the vocational training used to educate workers in Germany. In 2012 she left an unfulfilling career in real estate office management and enrolled in the Chattanooga, Tennessee-based Volkswagen Academy's three-year course.
She completed her training in August and now spends her workday overseeing an assembly line of spindly robots coating glossy paint onto the tempered-steel shells of what will ultimately become Passat sedans.
“When I tell the little kids I work on robots, they think that’s the coolest thing in the world,” Mitchum told The Huffington Post. “I go in the classroom once a month to and spend the day, and I wear my Volkswagen shirt.”
Mitchum is among the first wave of U.S. workers to graduate from Volkswagen's five-year-old, learn-on-the-job program, which operates in partnership with Chattanooga State Community College. Hoping its experiment can serve as a new paradigm for American workers, the German automaker pays a wage throughout the education -- starting at $10 an hour and increasing $1 for each completed semester -- and offers jobs to graduates.
Of the 25 who have completed the program so far, all but two now work at the Chattanooga plant: One opted for a job elsewhere; the other has a position reserved for him when he finishes the classes he is taking outside Volkswagen’s program.
Apprentices spend a portion of their education in classrooms, and the rest getting hands-on training on the factory floor.
Apprenticeship programs in the United States dropped 40 percent from 2003 to 2013, in part because of their blue-collar image and fear among businesses that workers will leave company-sponsored programs after getting their education, according to the National Center for Policy Analysis.
But the skills learned during such programs are crucial, and the demand for adequately trained workers is real. The U.S. manufacturing sector couldn't fill 600,000 jobs in 2012 due to a lack of skilled workers, according to a study by consulting firm Deloitte LLP.
Volkswagen is now ramping up marketing for its apprenticeship program and proselytizing the benefits of this approach to learning. Company executives crisscross the U.S., calling on leaders to advocate for apprenticeships as a means of educating more American youths, whose unemployment rate stood last month at 12.2 percent, more than double the national average.
“Right now we’re in a situation where, on the one hand, we have these high levels of youth unemployment and on the other hand, we have employers saying we can’t hire the people we need to hire,” Sarah Ayres-Steinberg, a senior policy analyst at the nonprofit Center for American Progress. “Clearly there’s some friction in the labor market -- and apprenticeship eliminates that friction.”
In Germany -- a country known for worker-friendly practices -- apprenticeships are part of the school system. Between the ages of 12 and 14, students choose between two educational paths: One is a vocational apprenticeship, the other leads to university. Labor unions, chambers of commerce and industry groups help determine the learning criteria for apprentices, to make sure they leave school with the skills needed to enter the workforce.
Just this week, JPMorgan Chase CEO Jamie Dimon praised Germany’s apprenticeship programs for training students to get jobs out of school. Last December, the youth unemployment rate in that country was 7.2 percent, though standards for measuring unemployment rates vary from country to to country.
Volkswagen isn’t alone in trying to import Germany’s apprenticeship model. BMW and engineering giant Bosch, both German companies, have started similar programs at plants in South Carolina, where there is a state program encouraging apprenticeship.
But there are challenges to implementing U.S. versions of Germany's programs. Volkswagen has had a particularly tough time convincing parents that an apprenticeship is an adequate alternative to college.
A college degree generally translates to making more money. A recent study found that college grads can earn about $800,000 more than those with just high school degrees. But college isn't for everyone, and in a competitive job market, an apprenticeship may be a decent option.
“There is a negative attitude and a common behavior that everyone has to go to a college or a university instead of running to a vocational training or an apprenticeship,” Sebastian Patta, Volkswagen of Chattanooga’s vice president of human resources, told HuffPost in his thick German accent.
People, Patta said, have misconceptions about Volkswagen's factory floors. “They think it’s dirty, it’s dark, it’s loud, it’s crazy -- it’s a completely wrong picture," he said of the factory in Chattanooga. In reality, he added, the place is pristinely clean.
Apprenticeships could also make workers feel good about themselves. The sense of pride instilled in people paid to learn a trade boosts morale, says Robert Lerman, an American University economics professor who specializes in youth employment and family structure.
“These systems tend to convey a strong sense of occupational pride that too many of our middle-skilled positions don’t,” he told HuffPost. “They don’t have a strong sense that they’re part of a community of practice, and as a result, they don’t get sufficient respect or feel self-respect.”
NEW YORK -- The lobby of the Ace Hotel was bustling on a recent Monday afternoon. Twenty- and 30-somethings in scarves, chunky sweaters and jeans typed at laptops and huddled around French-press coffeepots at communal tables.
Not the typical hangout of a corporate executive. But then Kat Cole -- the former Hooters waitress who in 2011 became president of Cinnabon, Inc. -- is not the typical corporate executive. And that may be the key to her success.
In blue jeans, boots and a black top, Cole, 36, blended so well into the Ace Hotel’s hipster hive that she was difficult to spot. She was in New York promoting Cinnabon’s starring role in the pilot of AMC's eagerly anticipated “Breaking Bad” spinoff, “Better Call Saul.”
Cinnabon gave away mini-bons Monday in honor of the brand's appearance on the show.
A week earlier, after four years running Cinnabon, Cole had been given a bigger job, overseeing licensing, manufacturing and e-commerce at Focus Brands -- the company that owns Cinnabon and other chains.
She’s come a long way in a short time, and took an unusual route to get there. She started her career as a teenage waitress at Hooters. By age 20, she had dropped out of college and at age 26 she became a vice president at the wing chain. Cole eventually earned her MBA at Georgia State University, graduating shortly after she started at Cinnabon as the company's chief operating officer in 2010. But today she’s still a rarity in the highest echelons of corporate America, which are largely populated by middle-aged white men, many of whom have elite degrees.
This atypical career path has not hurt Cole. In a lot of ways, it seems to have helped. Cole thinks her background has made it easier for her to find solutions that somebody with a classic pedigree might have overlooked. And her experience has taught her that any one of her employees is worth consulting -- because, who knows? They too could be corporate-executive material.
Cole at an event in 2013.
“When you’re not used to having doors opened for you," Cole told The Huffington Post, "you will do things and have meetings with people and spend your time in places that maybe someone with a more traditional path would think is too small or not deserving of their time or their energy."
Cole said she has developed a “really tough skin,” a quality that she credits with helping her handle failure more constructively.
“When you have people who question why you are where you are, or who treat you very differently, as if you don’t deserve to be there because you’re young, or female, or in my case, a Hooters girl, it’s really interesting the muscle that that builds,” she said. “You have to develop that over time to not be totally shaken every time you walk into a boardroom, or every time someone is an asshole.”
Research suggests that traditional backgrounds don’t always help corporate leaders succeed. For example, CEOs with Ivy League degrees do no better than other CEOs when it comes to things like stock performance and profitability, according to a study from Brian Bolton, a finance professor at Portland State University’s School of Business.
Still, boards seem to love hiring alums of elite schools. Fifteen percent of CEOs at the nation’s 1,500 largest companies in 2012 had at least one degree from Harvard, according to Bolton’s research. More than one-fourth of the CEOs in the sample with MBAs got them at Harvard. And Bolton estimates that only 3 or 4 percent of CEOs lack a college degree. Less than 2 percent of the CEOs in the sample were women.
“It’s hard for boards or for executives to hire unknowns,” Bolton told HuffPost. “They default to what’s safe, and hiring an MBA from Harvard is safe. It’s going to be accepted by stockholders and employees.”
But if Cole’s success is any indication, the safe option may not always be the best one.
Cole took the reins of Cinnabon four years ago during what she calls a “really shitty” time. The sluggish economy was keeping people away from the malls and airports that are Cinnabon’s typical environs.
Her plan to turn the company around involved reaching out to others for partnerships -- a tactic she believes was heavily influenced by her background. She speculates that leaders with a more typical pedigree might have been less willing to look outside the company for help.
Cole approached it differently. She and her team pitched packaged-good companies and other fast-food chains on the idea of working together to create a line of Cinnabon-branded products, such as Cinnabon-flavored Green Mountain coffee, Cinnabon Air Wick and Cinnabon Vodka. (And in some cases the companies came to Cinnabon as well).
It worked. Sales of those products grew to more than $1 billion by 2013, and now they make up about 75 percent of Cinnabon’s total global product sales.
“We had this serious humility -- we weren’t too good for anything,” Cole said. “I’ve seen other leaders not be that scrappy and take much longer and spend a lot more money trying to turn something around.”
It turned out to be a trendsetting approach. Darren Tristano, executive vice president at the market research firm Technomic, said he expects McDonald’s and other chains to get more branded products into grocery stores down the line.
“That’s something we’re going to see a lot of,” Tristano said.
Cole’s experience has also given her a healthy respect for the rank-and-file worker. When she took over Cinnabon, instead of shelling out for consumer research, she spent 60 days visiting franchises all over the country, meeting with owners and workers, making Cinnabons and ringing up customers to get a feel for what the company needed.
“It hasn’t been that long since I’ve been that hourly employee," Cole told HuffPost. "I remember that people doing the work every day are the ones who really know what the answers are."
Cole’s days as a server are so fresh in her mind that it still hits a nerve when she sees a customer treating one poorly. She recalled an incident a few years ago, in the same Ace Hotel lobby, when a man sitting next to her berated a waitress for not bringing sugar with his coffee.
“As I was watching her and sitting so close, I just remembered it. I remember people yelling at me, I remember people being unnecessarily disrespectful and looking at me -- because I was in orange shorts, serving chicken wings -- like I was the scum of the earth,” Cole said, sipping coffee about a foot away from where the incident took place.
Cole said she scolded the man and gave the waitress “the biggest tip I think I’ve ever given in my life,” in the hope that it would encourage her to stay positive.
As her career advanced, more and more people began asking Cole to speak about her history, which included watching her mother feed her and her siblings on just $10 a week for three years after she divorced Cole's father who was an alcoholic at the time. A year or so ago, Cole, wary of overexposure, briefly considered taking a break from talking to the media. Then a mentor criticized her for not using her platform to inspire others. That mentor died just weeks after giving Cole that piece of advice.
Other executives may want to embrace aspects of their past that don’t fit the CEO stereotype, Cole said. She suggested that her story may not actually be that unique.
“A lot of executives were waitresses and bartenders and hostesses, but they don’t connect those things” to the success they’re having now, said Cole.
Raising her hand slightly above her head, she added, “It’s like they have to stay so up here."
With only a few days remaining in the second-ever Obamacare sign-up season, the White House, insurance companies and enrollment workers expect a big rush as Americans hurry to get health coverage.
“Consumers should consider Feb. 15 as their last opportunity to get coverage,” said Andrew Slavitt, principal deputy administrator of the Centers for Medicare and Medicaid Services, during a conference call with reporters Wednesday. “Interest in signing up for coverage in the final week of open enrollment is beginning to increase,” he noted.
The Centers for Medicare and Medicaid Services is the federal agency that oversees enrollment under Obamacare.
In the weeks leading up to the deadline, federal and state officials, the insurance industry and enrollment workers around the country have stepped up their outreach, marketing and assistance activities. They expect a wave of new sign-ups in the final days, as happened when the first Obamacare enrollment period wound down last April. Traffic to HealthCare.gov was 58 percent higher Wednesday than a week before, and calls to the hotline have increased 37 percent, Slavitt said.
“People are going to perk up and people are going to start paying attention close to those deadlines,” said John Gilbert, national field director for Enroll America, a Washington-based nonprofit that organizes sign-up campaigns.
After this Sunday's deadline, the next open enrollment period for private health insurance sold on the Affordable Care Act’s exchanges won’t begin until October. Anyone who starts an application prior to the Feb. 15 deadline will have time to complete it, Slavitt said. In addition, people can access the insurance exchanges during the year if their life circumstances change -- if they get married, for instance, or have a baby. Plus, there is no deadline for enrolling in Medicaid and the Children’s Health Insurance Program.
The second Obamacare sign-up period has gone considerably more smoothly than the first, which launched with a thud in October 2013 amid confusion and near-catastrophic technological failures of HealthCare.gov and the websites of several state-run exchanges. The websites have been running much better this year, and the numbers of enrollees reflects that and the greater public awareness of the Affordable Care Act.
“In every respect, this is working not just as intended but better than intended,” President Barack Obama said at the White House last week. “I want everybody to get on HealthCare.gov. Find out what options are available to you in your state and in your community.”
The president may be overstating the case for his signature program, but round two of Obamacare is going much better from the perspective of those seeking to enroll people. “Certainly, it is much improved from last year,” said Kurt Kossen, vice president for retail markets at Chicago-based Health Care Service Corp., which operates Blue Cross and Blue Shield health insurance plans in Illinois, Montana, New Mexico, Oklahoma and Texas.
Since this year’s sign-up period began on Nov. 15, almost 10 million people have enrolled in private health insurance plans selected via the exchanges. Those include the 37 sites run by the federal government via HealthCare.gov and the 14 operated by states and the District of Columbia, like Covered California and Your Health Idaho. About 3 million of those customers were new to the online marketplaces, and the remainder were individuals with exchange policies last year who had renewed, the Department of Health and Human Services reported last month.
If the last sign-up period is any guide, those numbers could jump after Feb. 15. Forty-seven percent of the 8 million people who enrolled for 2014 coverage did so during the final month of the campaign. Enrollments for 2015 already surged shortly before Dec. 15, which was the final day to choose a plan that would be in place at the beginning of this year.
More than 1,400 enrollment events are scheduled for the final two weeks of the sign-up period, according to HHS. Officials, workers and volunteers are stressing the availability of both health coverage and financial assistance for low- and moderate-income families.
People wait at the Baltimore Convention Center to enroll in health coverage this past Saturday. (Photo: Jeffrey Young/The Huffington Post)
Enroll America and its partner organizations arranged 1,110 events in 109 cities across 11 states in the three weeks leading up to Feb. 15, Gilbert said. The group’s “Countdown to Get Covered” bus tour will hit Alabama, Florida, Georgia and North Carolina in the final days, he said.
Health insurance companies also are gearing up for the deadline. Health Care Service Corp. ramped up its TV advertising in the middle of January, said Kossen. The company’s on-the-ground outreach includes mobile assistance centers across its home territory, like the “Destination Blue” recreational vehicle visiting numerous towns in Texas.
“We’re just starting to see indications of increased activity starting to come in, especially at our community events over the weekend,” Kossen said. “We anticipate seeing increased activity throughout the remainder of the week.”
An enrollment event in Baltimore on Saturday attracted more than 300 people looking for help. Some waited hours at the city’s convention center for an opportunity to sit down with one of 40-some enrollment counselors from HealthCare Access Maryland, which ran the six-hour event.
“It’s been very quiet and it’s been steadily busy,” Kathleen Westcoat, president and CEO of HealthCare Access Maryland, said of this year’s sign-up campaign. “We are seeing more people towards the end of enrollment period trying to enroll.”
The turnaround in Maryland since the last time may be even more striking than the improvements to HealthCare.gov. The Maryland Health Connection website was worse than HealthCare.gov, leading the state to scrap its system and use technology from Access Health CT, Connecticut’s exchange. As of Feb. 4, almost 101,000 people had signed up for private insurance for 2015 on Maryland’s exchange, 20,000 more than the number who enrolled for 2014 coverage.
Baltimore resident Harold Waters, 56, joined those ranks Saturday, when he spent more than two hours at the convention center getting help in choosing a subsidized insurance policy from Kaiser Permanente. The policy will cost Waters $74 a month because of tax credits that reduced its price from $434.
Melinda Jones and Harold Waters attended a health insurance enrollment event at the Baltimore Convention Center on Saturday. (Photo: Jeffrey Young/The Huffington Post)
Waters has been unemployed and uninsured since he was laid off as a grocery store manager in July. He suffered a minor stroke after that and was fortunate that Kaiser Permanente offered him a deep discount on his medical treatments, charging him only $962 of the more than $3,000 he owed. “I’ll be able to go see a doctor now,” he said.
Without insurance, Waters was afraid to run up medical bills, said his partner, Melinda Jones, 59.
“I have to scream at him to get him to go to the doctor, because he won’t go. ‘I don’t have any insurance. I don’t have any insurance.’ I don’t want to hear it!” Jones said. “If he dies on me, I’m digging him up and killing him again.”
CEO Tim Cook said Tuesday that the company would power its new corporate headquarters with energy from a 2,900-acre solar farm being built by First Solar. Apple committed $848 million to the solar project, which was approved for construction last month.
“We know at Apple that climate change is real,” Cook said at the Goldman Sachs’ 2015 technology conference in San Francisco, according to 9to5Mac. “The time for talk is past and the time for action is now.”
Apple spokesman Chris Gaither confirmed Cook's comments.
Steve Krum, a spokesman for the solar panel maker, also confirmed the partnership, telling The Huffington Post that Apple is "contracted to buy electricity from a plant that we are developing and building to power their new headquarters and data center.”
The iPhone maker is currently building its new, doughnut-shaped home base in Cupertino, California. When construction wraps next year, the headquarters will draw electricity from First Solar's California Flats Solar Project, slated to be complete by the end of 2016. Apple agreed to a 25-year contract with the company, making it the solar industry’s largest-ever commercial power deal, according to First Solar.
A drone video of Apple's new headquarters, currently under construction.
“Apple is leading the way in addressing climate change by showing how large companies can serve their operations with 100 percent clean, renewable energy,” Joe Kishkill, the chief commercial officer at First Solar, said in a statement sent to HuffPost. “Apple’s commitment was instrumental in making this project possible and will significantly increase the supply of solar power in California.”
Apple will use the majority of the Cholame, California, farm's electrical output, and the remaining energy will be sold to the power company Pacific Gas & Electric.
Environmental group Greenpeace praised Apple's move.
"Apple still has a lot of work to do to reduce its environmental footprint, but other Fortune 500 CEOs would be well served to make a study of Tim Cook, whose actions show that he intends to take Apple full-speed ahead toward renewable energy with the urgency that our climate crisis demands," Gary Cook, the group's senior IT sector analyst, said in a statement.
Apple's stock price closed at $122.02 on Tuesday, giving the company a market value of more than $700 billion -- making it the first U.S. company in history to reach that mark.
