Indian women on-ramp after taking a career break with much greater ease than their counterparts in the U.S., Germany and Japan, but Indian women find it more difficult to regain their career momentum (up-ramp). Building on the Center’s widely covered global work on “Off-Ramps and On-Ramps,” this study adds new fire to the ongoing debate about why highly qualified female talent take career breaks and the challenges they encounter when they try to accelerate their professional ambitions.

Sponsorship can be a game changer. Our research (The Sponsor Effect, Harvard Business Review Research Report, December 2010) shows that men and women who have powerful advocates tend to get the stretch assignments and ask for the raises that translate into career mobility. Sponsors lever qualified women and people of color out of the marzipan layer into top leadership roles, while protégés confer on their advocates a host of benefits, extending their capacity to deliver and burnishing their brand in the C-suite. To win sponsorship, however, one must know how the game is played. Synthesizing our key learnings from four surveys, dozens of focus groups, and scores of interviews, Sponsorship 2.0 comprises two “road maps,” one for the junior party intent on cultivating advocacy, the other for the leader who recognizes he/she will need a powerful posse to fulfill his/her own mission and vision.

Corporations and individuals are increasingly embracing LGBT status as an emerging career asset. Yet, despite advances in workplace acceptance, 41 percent of American lesbian, gay, bisexual and transgender (LGBT) workers remain closeted at the office. Given the increased productivity and lower turnover rates of “out” workers, multinational organizations have a bottomline incentive to create a workplace where LGBT workers feel accepted,valued and comfortable being who they are.This latest CTI research quantifies the benefits of a truly inclusive workplace to both employers and employees. Being open about their sexual orientation or gender identity gives LGBT professionals access to unique business opportunities and platforms on which to exercise their leadership. In addition, out employees are better able to gain the attention and advocacy from their superiors and leverage their LGBT status internally to obtain sponsorship. Those with sponsorship have a significantly higher rate of work satisfaction and are less likely to feel stalled in their career. Finally, being out magnifies the visibility of LGBT professionals to clients and consumers specifically seeking the outlook and expertise of a company that values diversity.

Performance, hard work, and sponsors get top talent recognized and promoted. But “leadership potential” isn’t enough to lever men and women into the executive suite. Leadership roles are given to those who also look and act the part. Center for Talent Innovation research reveals that the top jobs often elude women and professionals of color because they lack “executive presence” (EP), or underestimate its importance. And they’re simply not getting the guidance they need to acquire it.

An era of vibrant diversity is rewriting our culture, schools, workplaces and history. But more than a decade into the twenty-first century, talent of color are not breaking into the top executive ranks in numbers proportionate to their achievements and demographic mass. To move past lingering bias and subtle exclusion, people of color need the powerful advocacy of sponsorship. This robust relationship capital drives engagement and retention, fostering workplaces of inclusion, authenticity and innovation. Sponsorship levers talent of color and syncs progressive organizations with a rapidly diversifying world.

The Battle for Female Talent in Brazil - Key Facts

Women enter the white-collar workforce in the UK in far greater numbers than men: 57 females for every 43 males. Yet as employees in large corporations move from entry-level to middle management, and from mid- to senior-level positions, men advance disproportionately. Women comprise almost a quarter (24 percent) of the “marzipan layer,” that talent-rich level right below the icing on the corporate cake. And there they stall out. For all their qualifications, women represent only 4 percent of CEOs and 6.6 percent of executive directors of the FTSE 100. In addition, women currently hold only 22 percent of seats in Parliament, putting the UK 54th among 189 countries with national parliaments.

Why? Our research reveals a surprisingly simple answer: To break through to the top, well-qualified women need sponsors, powerful leaders who are willing to advocate for their next key role or promotion and propel and protect them through the perilous straits of upper management. Furthermore, in order to attract, win and retain such career-boosting backers, women must do their part to ensure the alliance remains mutually beneficial.

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As multinational corporations and local companies look to the developing market dynamo of Brazil to power them out of the recession and debt crisis, women will comprise one of the main engines of growth. Educated women are pouring into the professional workforce. They have a solid foothold in the high-echelon talent pool; they are enormously ambitious and passionate about their work; and they are playing an ever-larger role in the economic progress of their countries. An important component of this country-specific report—which follows the release of our larger study, Winning the War for Talent in Emerging Markets: Why Women Are the Solution (Harvard Business Review Press)—is an exploration of best practice in the private sector; cutting-edge initiatives that leverage the newly-rich pool of female talent.

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In 2005, our groundbreaking study “Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success,” found that 37% of highly-qualified women in the U.S. take an off-ramp—voluntarily quitting their jobs for a period of time. To explore the global dimension of off-ramps and on-ramps, we conducted a “deep dive” into the Japan context. How many professional Japanese women leave their careers, and for how long? What are the main reasons for off-ramping? Are women “pulled” by their family responsibilities or “pushed” by male-dominated workplace cultures?

In this report we investigate the challenges and opportunities faced by Japanese women, delve into the forces that impede women’s career progress, and lay out what can be done to help this highly qualified but under-leveraged talent pool thrive in a nation that faces severe skill shortages going forward.

Press Release

2005年にセンター・フォー・ワークライフ・ポリシーが発表した調査レポート “Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success” によって、米国の高い学歴をもつ女性の37%がoff-ramp、つまり自分の意志によって一時期仕事を辞めていることが明らかになりました。このoff-rampとon-ramp（仕事を続けていくこと）の傾向について世界的規模で分析を行うために、この度日本での実態を調べる本格的な調査を実施いたしました。本調査を通じて、仕事をもつ日本人女性の何割ぐらいが一時的に仕事を辞めているのか、離職している期間はどのくらいか、自分の意志によって仕事を辞める場合の主な理由は何か、女性は家族に対する責任によって、もしくは男性優位の職場文化によってキャリアを諦めているのかなど、現状についてより深い分析を行っています。
本リポートでは日本の女性が直面している課題や可能性について調査することで、女性の出世を妨げているものを掘り下げて研究し、この先深刻な労働力不足が懸念されている中で、高い能力をもちながら十分に活かされていない人材をいかに活用していくかという提言を行っています。

本イベントでは、この調査結果をご紹介するとともに、有能な日本人女性をキャリア形成の過程で「成功への道のり」から離脱させないための戦略をご紹介いたします。皆様のご参加をお待ちしております。

With rolling debt crises blasting Western economies already weakened by the recession, hopes are resting on the BRICs—the emerging market dynamos of Brazil, Russia, India and China—to power countries and corporations back to growth. Keeping those engines humming is increasingly dependent on women. In the BRICs (which have accounted for 45% of global growth since 2007), female earnings are growing twice as fast as male earnings and women now control two-thirds of consumer spending. Most significantly, the majority of tertiary degrees in these countries now go to women. From Shanghai to Sao Paolo highly qualified, ambitious women are pouring into the labor market bringing urgency to the challenge of managing a more diverse high-echelon workforce. This study emphasizes solutions, exploring best practice in the private sector across these geographies, showcasing 30 cutting-edge initiatives that leverage the newly-rich pool of female talent.

Winning the War for Talent in Emerging Markets: Why Women Are the Solution by economist Sylvia Ann Hewlett and management consultant Ripa Rashid is a richly nuanced analysis of female talent in the developing world. The book shows how this highly qualified workforce can help companies win in these critical markets. Increasingly emerging markets women have better credentials, higher ambitions, and greater company loyalty than their male peers. Yet their talents remain underleveraged.

The catch? Attracting and retaining these educated and ambitious women requires different strategies than those used in mature markets. In this powerful new book, the authors present strategies for leveraging the impressive reserves of female talent available in BRIC nations of Brazil, Russia, India, China and the UAE. They include 30 case studies from lead companies ranging from Pfizer and Siemens to Wipro and Google which have developed innovative programs to retain and accelerate female talent.

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The Baby Boomers and Millennials are demographic darlings but for companies throughout the United States and the European Union, Generation X may be the most important generation of all. At just 46 million in the U.S., Generation X is small compared to the 78 million Boomers and 70 million Gen Ys but they wield a disproportionate amount of influence. Born between 1965 and 1978, they are the bench strength for leadership, the skill bearers and knowledge experts corporations will rely on to gain competitive advantage in the coming decades. Approaching or already in the prime of their lives and careers, they are prepared and poised for leadership. Yet their career progress has been blocked by Boomers—who are postponing retirement—and threatened by leapfrogging Gen Ys. At the same time, they are working harder than ever. In this study we examine Generation X’s attitudes and experiences around work. Companies that acknowledge the issues affecting Gen X have the opportunity to establish programs and practices that will retain and sustain this impressive talent pool, and allow these key men and women to realize their potential.

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Asians in the United States have long been viewed as a "model minority," lauded for their hard work, ambition and impressive qualifications. At the same time, this highly credentialed talent pool seems to come up against a “bamboo ceiling” that prevents them from breaking into upper management positions. Why are so few Asians reaching the top? In this study we explore the dynamics that keep Asians from fully realizing their potential.

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Until now, the direct line has not been clearly drawn between the corporate closet and the revolving door. New research from the Center for Work-Life Policy quantifies the loss to U.S. companies that fail to create a workplace hospitable to their lesbian, gay, bisexual and transgender employees. Our data show the consequences of LGBT employees forced to keep their lives and loved ones a secret from colleagues. Also included in the report are cutting-edge initiatives employed by a range of companies to break down barriers for their LGBT employees.

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Just as China is feeling the talent squeeze of rapid growth, Chinese women are emerging as a deeply qualified and ambitious talent pool, rivaling not only Chinese men but also their US counterparts. The study reveals the extent to which Chinese women are surpassing their peers, but also how they’re impacted by cultural traditions and demographic trends that are quite different from their female counterparts in other nations. They have a solid foothold in the high-echelon talent pool; they are enormously ambitious and passionate about their work; and they are playing an ever-larger role in the economic progress of their countries. Yet little attention has been paid to understanding this talent pool that is undoubtedly essential to the success of any player in the Chinese economy. An important component of this study is an exploration of best practice in the private sector—cutting-edge initiatives that leverage the newly-rich pool of female talent.

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Women aren't making it to the top. Despite gains in middle and senior management, they hold just 3 percent of Fortune 500 CEO positions. In the C-suite, they're outnumbered four to one. What's keeping women under the glass ceiling? High-performing women simply don't have the sponsorship they need to reach the top. Spearheaded by American Express, Deloitte, Intel, and Morgan Stanley, the Hidden Brain Drain Task Force launched a study in 2009 to determine the impact of sponsorship and why women fail to make better use of it. The study found that women underestimate the role sponsorship plays in their advancement. And those who do grasp its importance fail to cultivate it. It's also a classic catch-22: a woman's personal choices, whatever they may be, brand her as not quite leadership material. What will it take to promote sponsorship? In 2010, leading-edge companies are making relationships between sponsors and protegees safe and transparent. Much work remains. But companies that foster sponsorship of their standout women will gain a competitive advantage in talent markets the world over.

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As multinational corporations look to the developing market dynamo of India to power them out of the recession and debt crisis, women will comprise one of the main engines of growth. Educated women are pouring into the professional workforce. They have a solid foothold in the high-echelon talent pool; they are enormously ambitious and passionate about their work; and they are playing an ever-larger role in the economic progress of their countries. An important component of this study is an exploration of best practice in the private sector—cutting-edge initiatives that leverage the newly-rich pool of female talent.

With rolling debt crises blasting Western economies already weakened by the recession, hopes are resting on the BRICs—the emerging market dynamos of Brazil, Russia, India and China—to power countries and corporations back to growth. Keeping those engines humming is increasingly dependent on women. In the BRICs (which have accounted for 45% of global growth since 2007), female earnings are growing twice as fast as male earnings and women now control two-thirds of consumer spending. Most significantly, the majority of tertiary degrees in these countries now go to women. From Shanghai to Sao Paolo highly qualified, ambitious women are pouring into the labor market bringing urgency to the challenge of managing diversity. An important component of this study is an exploration of best practice in the private sector—12 cutting-edge initiatives that leverage the newly-rich pool of female talent.

Five years ago our groundbreaking study “Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success,” (see Harvard Business Review, March 2005) found that 37 percent of highly-qualified women take an off ramp--voluntarily leaving their jobs for a period of time. In addition, fully 66 percent take a scenic route--working flextime or part time for a number of years. All in all, nearly three-quarters of the accomplished women in this 2004 survey failed to conjure up the linear lock-step progression of a successful male career. For this they paid a huge price in terms of both earning power and long run promotional prospects.

In the fall of 2009 we conducted a new survey--using the same questionnaire and sampling a similar pool of women--indeed, we were able to capture some of the same respondents. We discovered that the ground had shifted in some interesting ways.

Five years ago our groundbreaking study “Off -Ramps and On-Ramps: Keeping Talented Women on the Road to Success” (see Harvard Business Review, March 2005), found that 37 percent of highly qualified women in the U.S. took an off-ramp—voluntarily leaving their jobs for a period of time. In addition, a large percentage took a scenic route—working part-time, reduced hours or flex-time for a number of years. All in all, more than two-thirds of the accomplished women who participated in this study failed to conjure up the linear lock-step progressions of a successful male career. For this they paid a huge price in terms of earning power and long-run promotional prospects.

This research had tremendous impact. It was featured in hundreds of news articles around the world—coverage ran the gamut from the Financial Times and Wall Street Journal to the Hindustan Times and the South China Morning Post—and found its way into several high-profile books. “Off-ramps and on-ramps” entered the zeitgeist. If you Google this term these days, you’ll get over 1,280,000 hits.

In response to this high level of interest, five years later we went into the field again to update the U.S. study (see “Off-Ramps and On-Ramps Revisited,” Harvard Business Review, June 2010). We also decided to go global, taking the off-ramps and on-ramps research to key economies around the world. We started with Germany in 2009 and have plans to take the research to Japan in 2010. Other country studies will follow.

Vor fünf Jahren erschien unsere bahnbrechende Studie Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success (deutsch in etwa: "Ausstieg und Wiedereinstieg: Wie qualifizierte Frauen auf dem Erfolgsweg bleiben"; Harvard Business Review, März 2005). Sie zeigte, dass 37 Prozent aller hochqualifizierten Frauen in den USA vorübergehend den Beruf verlassen; ein weiterer hoher Anteil von ihnen entscheidet sich für "Nebenstrecken" – meist einige Jahre Teilzeit¬ oder flexible Arbeitszeit. Vom erfolgreichen männlichen Karriereweg nach typischem Muster wichen insgesamt über zwei Drittel der Teilnehmerinnen an unserer Umfrage ab. Sie mussten bei Gehältern und langfristigen Aufstiegschancen teuer dafür bezahlen.

Diese Forschungsarbeit fand ein enormes Echo. Sie wurde in Hunderten von Zeitungen und Zeitschriften vorgestellt – von der Financial Times und dem Wall Street Journal bis hin zur Hindustan Times und der South China Morning Post – und in mehreren wichtigen Fachbüchern zitiert. "Off-Ramps and On-Ramps" wurde zum Zeitgeistbegriff. Wer ihn heute bei Google eingibt, erzielt über 1.280.000 Treffer.

Aufgrund des hohen Interesses nahmen wir fünf Jahre später die Forschung wieder auf und aktualisierten die US-Studie (vgl. Off-Ramps and On-Ramps Revisited, Harvard Business Review, Juni 2010). Dieses Mal entschieden wir uns auch, die Forschungsreihe auf weitere bedeutende Wirtschaftsräume weltweit auszudehnen. Wir begannen 2009 mit Deutschland und haben vor, unsere Forschungen in 2010 in Japan fortzusetzen. Weitere Länder werden folgen.

During tough economic times it's more vital than ever to hold on to and leverage your top performers: They've got the outsize smarts and dedication your firm needs to survive recession and emerge stronger. Yet in 2009 many employers are failing to support and sustain their best people. Loyalty and trust are out the window. Engagement is through the floor. Flight risk is at an all time high.

In Top Talent, a volume in the Memo to the CEO series, Sylvia Ann Hewlett presents new data detailing what has happened to top talent in this brutal down cycle. She then explains how companies can re-engage and re-energize their stars.

Right now, a battle for survival has eclipsed the war for talent. Business leaders are slashing headcounts and budgets, and focusing with laser vision on what it takes to succeed in a deep global recession. But when the economy recovers, companies will return swiftly to the crucial work of recruiting and retaining top performers. Renewal and growth cannot be rekindled without high-octane brain power.

Yet the value proposition is changing dramatically in a new era of talent management. Two dominant demographic cohorts—Gen Y and Baby Boomers—are redefining what it takes for a company to be an "employer of choice." The 78 million Boomers and 70 million Gen Ys crave flexibility, personal growth, connection, and opportunities to "give back." The Bookend Generations are remapping old ideals of success as they pursue a "Rewards Remix" that prizes meaning and choice over money.

Women play a key role in the technology platform that drives international finance. They are outstanding communicators and crack problem-solvers whose core ability to create synergies between finance and technology is enormously important in these highly collaborative work environments. Women in tech love their jobs and feel rewarded for their efforts, yet all too often their career ambitions become stalled. They identify three on-going challenges as a set of problem areas: opaque career paths, a 24/7 workplace culture, and a dearth of mentors and sponsors. Coming through with additional support on these fronts could make all the difference, enabling women in tech on Wall Street to build on their impressive strengths and assets.

Leaders in the financial sector increasingly recognize that they can’t afford a female brain drain in technology as world economies go through wrenching changes. As showcased in this study, a number of cutting-edge Wall Street firms are developing an exciting array of initiatives to advance promising women technologists whose talents can help fuel a new era of recovery in the world’s capital markets.

Viewed from Wall Street the current credit crunch and market downturn is exceptionally difficult to deal with. The cascading losses, the scale of the layoffs (100,000 and counting) and the fear that generous profit margins are a thing of the past—that new restrictions on leverage and risk will limit profitability going forward—make this the toughest down cycle in a generation.

So how is top talent dealing with this onslaught? In a word--badly. In focus groups conducted for this study, senior executives talked about being angry, anxious and deeply stressed. Troubled firms are finding that precisely the wrong people (top performers with other job options) are heading for the door.

Forty-one percent of highly qualified scientists, engineers, and technologists on the lower rungs of corporate career ladders are female. But more than half (52%) drop out. Why? To better understand the scope and shape of female talent, the Athena Factor research project studied the career trajectories of women with SET credentials in the private sector. It found 5 powerful "antigens" in corporate cultures. Women in SET are marginalized by hostile macho cultures. Being the sole woman on a team or at a site can create isolation. Many women report mysterious career paths: fully 40% feel stalled. Systems of risk and reward in SET cultures can disadvantage women, who tend to be risk averse. Finally, SET jobs include extreme work pressures: they are unusually time intensive. Moreover, female attrition rates spike 10 years into a career. Women experience a perfect storm in their mid- to late thirties: They hit serious career hurdles precisely when family pressures intensify. Companies that step in with targeted support before this "fight or flight moment" may be able to lower the female attrition rate significantly. This study features 13 company initiatives that address this female brain drain. Some, for example, are designed to break down female isolation; others create on-ramps for women who want to return to work. These initiatives are likely to be "game changers": They will allow many more women to stay on track in SET careers.

This study showcases the strengths of Latina executives. Drawing upon a heritage that is rich in transferable skill sets – work ethic, collaborative leadership, cultural fluency – Latinas have extraordinary potential in the executive suite.

Potential is the key word here. The fact is, many of the rich assets Latinas bring to the workplace are either ignored or denied by employers. Negative stereotypes are alive and well – impeding progress, undermining trust and increasing “flight risk” among Latinas. (CWLP October 2007)

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Most professional women step off the career fast track at some point. With children to raise, elderly parents to care for, and other pulls on their time, these women are confronted with one off-ramp after another. When they feel pushed at the same time by long hours and unsatisfying work, the decision to leave becomes even easier. But woe to the woman who intends for that exit to be temporary. The on-ramps for professional women to get back on track are few and far between, the authors confirm. Their new survey research reveals for the first time the extent of the problem--what percentage of highly qualified women leave work and for how long, what obstacles they face coming back, and what price they pay for their time-outs. And what are the implications for corporate America? Off-Ramps and On-Ramps provides a proven road map to help companies stop the female brain drain, and to help women achieve their full potential with rewarding and balanced lives.

For more information visit
Sylvia Hewlett's website

Detailed findings of the research underlying in "Extreme Jobs: Dangerous Allure of the 70-Hour Work Week" are the basis of the Center for Work-Life Policy Report. (CWLP, 2007)

Across the economy, there are high-earning professionals whose work has become all consuming. Do these professionals constitute a new breed? Not entirely. Highly demanding and important jobs have always been around - along with the workaholics who created them where they didn't need to exist. Yet there is a difference. No longer the pitiable drones and graspers of society, today's overachieving professionals are recast as road warriors and masters of the universe. What emerges from our two large surveys is a complex picture of the all-consuming career - rewarding in many ways, but not without danger to individuals and society. (Harvard Business Review, December 2006)

In recent months violence and turmoil in different parts of the world-from race riots in France's ethnic ghettos to protests after the publication of cartoons of Muhammad, to American outrage at botched relief efforts for Hurricane Katrina that left mostly black victims to fend for themselves-have highlighted the ongoing challenge posed by difference and discrimination. These events capture not only the impact of prejudice, but also the need to look closely at what is going on in the labor force and talent pool- where lack of opportunity is felt by non-whites and women from the very bottom on up to the very top rungs of power. The data showcased in this study describe an enormous opportunity: multicultural executives rich in human and cultural capital. But they also describe serious challenges: how to realize this new stream of talent with its enormous leadership potential. This is a wake up call for global corporations.

Detailed findings of the research underlying in "Leadership in Your Midst" are the basis of the Center for Work-Life Policy Special Report. (CWLP, November 2005)

Minority professionals often hold leadership roles outside work, serving as pillars of their communities and churches and doing more than their share of mentoring. It’s time their employers took notice of these invisible lives and saw them as sources of strength. Our new research underscores that the lives of minority professionals are rich with experience that goes unleveraged by their employers. But they also reveal a startling fact: These lives remain invisible largely by choice. For many reasons, minority professionals are reluctant to speak of their outside pursuits and accomplishments to colleagues and managers. We are left with a dual challenge: Companies can’t leverage what they don’t see – and they can’t see what is purposely concealed. Case studies reveal innovative solution sets. (Harvard Business Review, November 2005)

For professional women, it's hard not to step off the career fast track at some point along the way. With children to raise, elderly parents to care for, and all manner of other pulls on their time, they are confronted with one "off-ramp" after another. The "on ramps" for professional women to get back on track are few and far between. New survey research (unveiled for the first time in this article) reveals the extent of the problem - what percentage of highly qualified women leave work and for how long, what obstacles they face coming back, and what price they pay for their time out. Case examples reveal some promising solutions. (Harvard Business Review, March 2005).

Detailed findings of the research are the basis of this HBR Special Report. (Harvard Business Review, March 2005)

Professional women have a much more difficult time balancing work and family than is commonly supposed. This report releases the findings of a CWLP/NPA nationwide survey, conducted with Harris Interactive, which explored the private and professional lives of high-achieving men and women. The survey focused on employment histories, workplace experiences, spousal relationships and children, the management of household chores and responsibilities, and attitudes and preferences concerning work, marriage and children. The report includes 40 charts and tables. Read more about our findings. (CWLP/NPA, 2002, 64 pages)

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With compelling portraits of women's lives and a wealth of new data, this powerful and moving book tackles one of the most significant challenges for women today creating rich multidimensional lives that contain both career and children. It details the difficulties of professional women who find it challenging to combine high-flying careers with motherhood. The book was named one of the ten best of 2002 by Business Week. (Miramax Books, 2002; Paperback with new preface, 2004).

When it comes to having a high-powered career and a family, the painful truth is that women in the United States don't "have it all." In general, Hewlett's data show that, for too many women, the demands of ambitious careers, the asymmetries of male-female relationships, and the difficulties of conceiving later in life undermine the possibility of combining high-level work with family. Hewlett urges lawmakers and corporations to establish policies that support working parents. But recognizing that changes won't happen overnight, she exhorts young women to be more deliberate about their career and family choices. (Harvard Business Review, April 2002)

The book calls for a new investment - both personal and public - into the work of raising children. Essays by prominent academics, policy experts and business leaders - from progressive to conservative - look at the state of parenting at the close of the twentieth century. They examine the evidence that social and economic forces have significantly undermined parenting. The authors offer new data and fresh insights on familiar problems of work-family tensions, the time crunch, and the impact of public policy on families. They propose strategies for building public will and political power to help mothers and fathers succeed in the unpaid work of raising the next generation. Read more about it. (Rowman & Littlefield, 2002, 320 pages)

Purchase: $32.95 list price. To order, visit or call Rowman & Littlefield at 1-800-462 6420.
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A 2001 poll by the Center for Work-Life Policy/National Parenting Association found that, across a broad range of issues and policies, New York parents share a great deal of common ground regardless of gender, race, income and political party. Issues that could galvanize New York parents include improving public education, making schools and neighborhoods safer, and easing work-family pressures.

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A 2000 poll by the Center for Work-Life Policy/National Parenting Association found that when parents step into the voting booth, they think of themselves as parents significantly more than any other traditional political interest group. This underscores the potential for the emergence of parents as a voting bloc. Parents - both mothers and fathers - say that "being a parent" has more influence on their choice of a candidate than any of the other conventional voter categories - including region, religion, income, gender and race - that get so much attention from pollsters, press and politicians. It's not just "soccer moms" - the new issue today is parenthood.

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Soccer moms make room. There is a much larger group that could well swing elections - Parents. That's the message of a 2000 nationwide survey conducted by Charney Research for the Center for Work-Life Policy/National Parenting Association. The findings reveal that mothers and fathers are remarkably unified in opinions that cut across the usual divisions of gender, race, income and party. Issues that could galvanize parents include easing work-family time pressures, stemming the violence threatening their kids, and improving public education. (CWLP/NPA, 2000, 8 pages)

 Summary and Analysis (138K PDF)
 For complete findings and the survey questions, go to the Charney Research Report. (219K PDF)
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This Guide provides an overview of the issues parents say concern them the most including time pressures, financial security, quality schools and safety. It proposes a set of programmatic and well-reasoned steps businesses, government and parents themselves could take to help mothers and fathers succeed in giving their kids - and all of us - a strong future. Facts and figures included to backup the analysis. (CWLP/NPA, October 1998, 24 pages)

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"This book tackles one of the most important challenges facing America today - how to help children and the parents who raise them. The authors detail some sobering facts about how difficult it is to be a parent today and the obstacles presented by the workplace, popular culture, and laws. The book concludes with a plan of action - a Parents' Bill of Rights that seeks to unite parents behind an agenda that spans the usual divides of race, class, and gender. If you care about your kids, or if you do not have kids but care about America's future, read this book" - Senator Bill Bradley. (Houghton Mifflin, Hard cover, 1998, 320 pages)

This report releases the findings from the CWLP/NPA's first nationwide poll of parents' political priorities. In our survey, conducted by independent pollsters Penn + Schoen, we explored the reality behind the rhetoric of "family values" and "soccer moms" to find out what issues parents really care about. (CWLP/NPA, 1996, 25 pages)

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