1. Glass ceiling

2. The Definition
- An to opportunities within an organization or company which is perceived to prevent protected classes of workers, particularly women, from advancing to higher positions.

3. Originality…
The term Glass Ceiling was originally used by Carol Hymowitz and Timothy Schellhardt in a March 24,1986 Wall Street Journal article.
The term glass ceiling applied to women as a group, not just individuals.

4. The causes…
Many challengers say that it exists mostly because women choose to focus more on their time on family and in the end cannot dedicate as much time to their career.
The term “brass ceiling” is also used to describe the difficulties women have when they try to rise up in the ranks.

5. THE CAUSES
The misconceptions in relation to women and careers in management still remains until now.
Discriminations, negative attitudes and stereotypes of women as leaders prevail, which leads to fewer opportunities and slow career progress.
Negative attitude is created by women in seeking for advancement in the organization.

6. Family supports and encouragement is critical to women’s career.
The beliefs and perception that women must be able to play role of wife, mother and worker simultaneously makes them struggle in a work-family conflict. (Marvin 2001)

7. WHAT CAN WE(WOMEN) DO?
If you feel like you are being discriminated against, speak up!
Bring it to the attention of your human resources manager!
Be specific about your complaints and not just say that you feel like you are being treated differently.
The better you lay out your facts, the more attention your case will get.

9. Talent Management

10. What is Talent? According to McKinsey; talent is the sum of
a person’s abilities,
his or her intrinsic gifts,
skills, knowledge, experience ,
intelligence,
judgment, attitude, character, drive,
his or her ability to learn and grow.

11. Talent Management
It is a continuous process that involves sourcing, hiring, developing, retaining and promoting them while meeting the organization’s requirements simultaneously. 

13. Process
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14. Emphasis on TM
Demonstrated relationship between better talent and better business performance.
Rapidly increasing source of value creation.
Helps in creativity, innovation and value creation in the dynamic and complex environment.
Changes of Employee Expectation.
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15. Seven Best Practices Start with the end in mind.
 You must know what you’re looking for—the role of Success Profiles.
 The talent pipeline is only as strong as its weakest link.
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16. Strategic Importance
Consideration to the revenue, innovation and organization effectiveness.
Cost of lost opportunities, downtime and the replacement costs of losing critical talent must be analyzed.
Consequences of wrong kind of managers in the leaders top management position.
Investment in talent management is not short term.
Talent Management is strategic and holistic approach to both HR and business planning.
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