Conyers presses Federal Reserve for more diversity
Conyers presses Federal Reserve for more diversity
Washington — Rep. John Conyers, the longest serving member of Congress, is leading a group of 127 lawmakers who are urging the Federal Reserve System to add more diversity to its...
Washington — Rep. John Conyers, the longest serving member of Congress, is leading a group of 127 lawmakers who are urging the Federal Reserve System to add more diversity to its leadership ranks and become more attuned to economic problems in minority communities.
The lawmakers complained that all but one of the 12 Federal Reserve Bank presidents across the nation are white and 10 of them are men. In addition, they said none of the current Federal Reserve presidents are African-American or Latino, and the system has never had a regional president who is black.
“Far too often, the voices of minorities are silenced because they aren’t sitting at the table,” Conyers, the longtime Democrat and African-American Detroiter, said in a statement. “The Federal Reserve needs leadership that models the diversity that exists in this Nation.”
The Federal Reserve has banks in Boston, New York, Philadelphia, Cleveland, Richmond, Atlanta, Chicago, St. Louis, Minneapolis, Kansas City, Dallas and San Francisco. Detroit is part of the Chicago bank.
Conyers said the diversity of the bank’s regional presidents is important to Detroit and other urban cities, however.
“Detroit and cities across the country with high minority populations have the highest unemployment rates and will be harmed if the Federal Reserve does not consider our needs when they make key policy decisions,” he said. “Increasing diversity at the Federal Reserve will help ensure that the needs of people of color, women, labor, and consumers are part of the crucial conversation in our nation’s central bank.”
A spokesman for the Federal Reserve’s Board of Governors said the system has been committed to bolstering diversity and continues to aim for increasing ethnic and gender diversity.
“Minority representation on Reserve Bank and Branch boards has increased from 16 percent in 2010 to 24 percent in 2016,” spokesman Dave Skidmore said in a Thursday statement. “The proportion of women directors has risen from 23 percent to 30 percent over the same period. Currently, 46 percent of all directors are diverse in terms of race and/or gender (with a director who is both female and a minority counted only one time).
“We are striving to continue that progress.”
The letter, which is signed by 116 House members and 11 Senate members, is being spearheaded by Conyers and Sen. Elizabeth Warren, D-Massachusetts.
Other Michigan representatives who signed the letter were Brenda Lawerence, D-Southfield; Sander Levin, D-Royal Oak; Dan Kildee, D-Flint Township; and Debbie Dingell, D-Dearborn. Democratic presidential candidate and U.S. Sen. Bernie Sanders of Vermont was also a signatory.
By Keith Laing
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Support the Farmworkers Fasting to End Sexual Assault in Wendy’s Supply Chain
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“This year marks a decade since the 2008 financial crisis—and many of those affected have...
“This year marks a decade since the 2008 financial crisis—and many of those affected have yet to recover. As part of its campaign to demand that the New York Federal Reserve pick a president that will stand up to Wall Street, the Center for Popular Democracy is collecting stories from those affected by the crash. Watch and share some of those stories, then submit your own.”
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Republican Sen. Jeff Flake of Arizona announced Friday morning that he would vote to confirm President Donald Trump's Supreme Court nominee Brett Kavanaugh.
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How the Labor Movement is Thinking Ahead to a Post-Trump World
The American labor movement, over the past four decades, has had two golden opportunities to shift the balance of power between workers and bosses — first in 1978, with unified Democratic control...
The American labor movement, over the past four decades, has had two golden opportunities to shift the balance of power between workers and bosses — first in 1978, with unified Democratic control of Washington, and again in 2009. Both times, the unions came close and fell short, leading, in no small part, to the precarious situation labor finds itself in today.
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After A Wave Of Bad Press, This Controversial Software Company Is Making Changes
In April, the New York attorney general’s office launched an investigation...
In April, the New York attorney general’s office launched an investigation into the scheduling practices of 13 national retail chains, distributing a letter to the Gap, Target, J.C. Penney, and 10 other companies. The letter asked, among other things, whether these companies’ store managers use software manufactured by a company called Kronos to algorithmically generate schedules.
A few months later, Kronos was also featured prominently in an article published by the New York Times about the ill effects of erratic scheduling on Starbucks employees, especially one particular family. In a follow-up piece, the author, Jodi Kantor, points directly to Kronos’ scheduling software as the root of the problem. “I saw that her life was coming apart and that the Starbucks software had contributed to the crisis,” Kantor wrote of one of the story’s subjects.
The piece’s argument centered around the financial and scheduling unpredictability engendered by platforms like Kronos. When you don’t know if your shift might be canceled, if or when you’ll be called in, or what your hours will look like next week or the week after, it becomes very difficult to make even the most basic plans for your future. This can have devastating long-term financial and emotional impacts on workers. According to a recent study by the Economic Policy Institute, a left-leaning think tank in Washington, D.C., 17 percent of the American workforce is negatively affected by unstable schedules.
For their part, Kronos representatives argue that the algorithm is far from the root of the problem. “The populist view is that scheduling is evil, in that it’s causing erratic schedules for employees, and so forth,” Charlie DeWitt, vice president of business development for Kronos, told BuzzFeed News. “The fact of the matter is it’s an algorithm. It does whatever you want it to do.”
And you don’t necessarily need to work for Kronos to believe that in a competitive retail climate, the problem is more complicated than technology alone. Lonnie Golden, a Penn State economist who has extensively studied the impact of erratic scheduling, acknowledges that Kronos’ product itself is less to blame than the managers who make staffing decisions based on the data it provides. “It’s not necessarily the technology that’s responsible for minimum to no advance notice,” he said. “It’s the way in which it’s applied.”
But, he added, “where there’s a technology problem, there’s usually a technology solution.” And while Kronos maintains that managers, and not the software, are responsible for early dismissals and last-minute shift cancellations, the company is nonetheless pursuing some technological solutions.
Kronos wants to help managers better understand how scheduling adjustments affect workers and, ultimately, the bottom line. Though the company maintains that its software doesn’t produce the kind of erratic schedules that hurt wage workers, DeWitt said there was nonetheless an interest in figuring out why that perception existed — and, if possible, fixing it.
To that end, earlier this month at a retail conference in Philadelphia, the company announced that it’s working on a new plug-in that will give managers better insight into workers’ schedule stability, equity of hours worked among employees, and the consistency of schedules from week to week. In addition, Kronos is improving a feature meant to help give employees more control over their schedules: Though the software already incorporates employee availability and preferences into its scheduling calculations, improvements to a shift-swapping feature on its employee-facing web and mobile apps will theoretically allow employees to work around conflicts among themselves.
Golden said increased employee input and control would be a good thing. But some retailers, DeWitt pointed out, are uncomfortable making workers use an app outside of work hours; indeed, the practice could be seen as a shift of management responsibilities onto lower-paid individuals.
Part of the idea behind the new Kronos plug-in is to help companies tie fairer scheduling practices to reduction in absenteeism and turnover, which can be enormously costly. In other words, if Kronos can help executives see the connection between treating workers fairly and a store’s ability to increase revenue, DeWitt said, managers will have an impetus to create more predictable, stable schedules.
And just because companies are looking at this kind of data doesn’t mean they have to use it. “Companies like Kronos and Workplace Systems are starting to integrate some of these principles into their software,” said Carrie Gleason, director of the Fair Workweek Initiative at the Center for Popular Democracy, “but it’s all optional, so companies can decide not to do it.” While 12 states are currently considering legislation that would create new labor standards around the workweek, Gleason said the technology alone lacks a mechanism for enforcement.
Given market pressures and standard management practices, it’s unlikely that any change to Kronos’ technology would give workers more power — especially because, given the competitive retail climate at the moment, the bottom line tends to be the priority. “It’s not just bad managers. They have extreme pressure to increase productivity on an ever-shrinking labor budget,” Gleason said.
With these changes, Kronos has taken logical steps toward both repairing its reputation and making sure its software creates sustainable work environments. But while the company cannot control exactly how the algorithm that forecasts schedules and optimizes workforces is deployed inside different workplaces, the Kronos engineers who designed the product are nonetheless the partial architects of work environments that have been proven to be untenable for low-wage workers. The Kronos scheduling algorithm isn’t designed to serve those people; it’s designed to be sold to their bosses, and as such, will ultimately be shaped to serve the needs of management — until regulations exist that compel them to change how it’s used.
Source: Buzzfeed
The Retail Industry is Marginalizing Women and People of Color. This Has to Change.
The Retail Industry is Marginalizing Women and People of Color. This Has to Change.
Source: In These Times
The National Retail Federation is fond of pointing out that “...
Source: In These Times
The National Retail Federation is fond of pointing out that “retail means jobs.” And it’s true: the retail industry today provides one in ten private-sector jobs in the U.S., a number set to grow in the next decade.
Yet new findings show those jobs may be keeping retail workers and their families from rising up the career ladder, exacerbating our country’s growing inequality. The findings from the Center for Popular Democracy demonstrate that, for women and people of color especially, working in retail often means instability and low pay. Both groups make up the lion’s share of cashiers, movers, and other poorly paid positions and barely figure in the upper ranks of management. In general merchandise—including big-box stores such as Target and Wal-Mart—women hold more than 80 percent of cashier jobs, the lowest-paid position. And in the food and beverage industry, women make up approximately half of the workforce but less than a fifth of managers.
People of color in the retail industry are often relegated to the least lucrative jobs as well. In home and garden stores like Home Depot and Lowes, for example, employees of color account for 24 percent of the total workforce—but 36 percent of jobs that pay least.
The findings are especially disappointing given the opportunities available for those who succeed. Certain areas of retail, such as home and garden stores and car dealers, offer living wages to workers—but both women and people of color are largely shut out of these sub-sectors. And management jobs across the industry provide wages and benefits that can allow workers to support themselves and their families—but they are closed off to many.
Reducing these disparities will take more than a bigger paycheck. Retailers must make a concerted effort to establish policies that ensure women and people of color are equally represented in management positions and develop more robust training programs for workers just starting out that give them the chance to advance.
Many retailers have training policies in place, but they can be far from meaningful. Wal-Mart, for example, recently announced it was raising wages to $10, dependent on completion of a six-month training program—an onerous requirement to earn a pitifully low wage that lags well behind the retail sector average. Real training can introduce employees to a range of job duties and responsibilities, incentivizing them to learn specialized skills that allow workers to pick up shifts, advance to higher-paying positions, and bring home a full-time paycheck. Sectors like finance long ago recognized internal barriers to promotion and created programs to promote equal opportunity. Why do we not expect the same of retail?
Retailers that lack such programs, from Walmart to Gristedes, have faced multi-million-dollar class-action lawsuits from women harmed by policies that prevented them from moving upward. Companies that fail to enact real advancement policies can expect similar pushback.
Moreover, workers at the lowest levels are doubly punished with erratic, last-minute scheduling that wreaks havoc on their lives. These schedules are particularly difficult for women. Unable to find childcare at the last minute or unwilling to miss bedtime every night, moms in retail are often deemed ineligible for promotion. Ironically, climbing up the job ladder is the only way to obtain stable hours that let working women and their families thrive.
As these practices have grown worse, many workers have started fighting back, demanding schedules that let them plan their lives, be there for their families and pursue education.
Facing outside pressure, policymakers have also stepped in and accelerated the pace of change. Retailers demonstrated how fast they could change last year when they received a letter from New York’s Attorney General into their use of on-call scheduling. Within months, major retailers like The Gap agreed to significant reforms—and a quarter of a million workers no longer had to put their life on hold for a shift.
State and city policymakers are also leading the way to raise workplace standards, pursuing policies to raise wages to $15 per hour, secure improved work schedules, and guarantee earned sick time. Creating higher-paying, more secure retail jobs will boost the economy, as the low-income retail workforce will likely use any additional earnings to cover basic expenses.
Yet if industry leaders want retail to mean good jobs, they must step up to the plate. Retail workers are the neighbors who shop in our local small businesses; parents trying to help their kids with homework; students working their way through college. It’s clear that retail jobs are holding too many women and people of color back. Rather than superficial fixes, we need bold solutions that move all retail workers forward and allow their families to thrive.
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Shawn Sebastian, Fed Up Campaign co-director, and Marshall Steinbaum, Roosevelt Institute research director, discuss agreeing with Trump about the Fed raising interest rates and why wages haven't...
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