Before the A.C.A., 85 percent of health insurance plans at large companies offered contraceptive coverage, but most required at least a co-payment. Individual women paid about $250 a year. Now the president has given insurance companies a way out of taking on that burden.
.. The Trump administration has tried to reassure women that they can still get inexpensive birth control, asserting that “many forms of contraception are available for around $50 a month.” Even if that’s the case, $50 a month — $600 a year — is no small item in many people’s budgets, particularly for the women who make up a majority of low-wage workers. As the Supreme Court justice Ruth Bader Ginsburg has pointed out, the cost of an intrauterine device, one of the most effective forms of contraception, is about the same as a month’s minimum-wage pay.
.. On the other hand, a raft of evidence has definitively found that when women gained greater access to the pill in the late 1960s and early ’70s, they were able to delay marriage and childbirth and invest in careers through education, job training and staying in paid work.
Legal access to the pill transformed the economy in that era. It increased young women’s labor force participation by 7 percent. Those who were able to get it the earliest because of relaxed state laws worked significantly more hours than those who couldn’t get it until later. In fact, about a third of the increase in how many women attained careers in fields like law and business was due to birth control.
.. About half of women who use it say they do so to complete education or to get and keep a job. Contraception is still increasing the share of women who get educated and get paid work, particularly prestigious jobs... The high growth rates during the Reagan years were linkedin part to women continuing to enter the workplace. But women are already trickling out of the work force, and it could get worse with more unexpected pregnancies.
Stack Overflow: Reasons Programmers Leave [closed]
I am interested in finding out why programmers leave their jobs and if the reasons for leaving have resurfaced in your now job?
Is the reason for leaving simply down to remuneration, location, I hate my boss / coworker, lack of recognition or retirement / new career path.
This Is Why Your Best Developers Keep Quitting
YOU WAITED UNTIL THE EXIT INTERVIEW TO ASK WHAT’S WRONG
The fun of solving problems and the joy of seeing something they’ve built come to life is what drives many software developers. Companies need to leave room for the best of them to keep conceiving of–and then executing–new ideas. “If someone who’s been coming to you with their ideas suddenly stops, it’s a huge sign they’re on the way out the door,”
.. “If you have someone saying, ‘I’m bored’ and you don’t do something about it, expect them to leave for a place where they won’t be bored.”
.. That’s why tech leaders should consider holding “stay interviews” with their most valued developers. When the ideas stop flowing or productivity sinks, it’s usually a sign you need to have this type of proactive sit-down.
.. When talking with team members, she probes for a longing to work on newer technologies and listens for any mentions of friends at other companies working on different projects. Even if these remarks are only made off-handedly, she knows they can be red flags. “Don’t be afraid to ask people questions,” she advises: “Are you happy? What’s making you stay? What would make you leave?”
She adds, “Asking ‘Are you okay?’ isn’t illegal.”
.. YOU’RE CONFUSING TEACHING WITH MANAGING
The traditional career path is linear, which often means pushing top talent down a management track, supervising others. Leaders may notice that one of their people enjoys teaching others, and then assume that they’d enjoy managing others.
Mentoring and managing might seem similar, but they’re entirely different skills. Management is really about getting work done through others, which makes it highly people-focused. Mentoring or instructing–especially when it comes to software development–is more about a knowledge-transfer of technical skills.
Be careful not to mistake a technical expert who enjoys teaching for one who enjoys managing. Instead, offer your best senior engineers more than just one kind of leadership opportunity; carve out a separate path for technical experts to advance up the ranks based on how well they help their junior colleagues “skill up”–even if that doesn’t involve managing their work.
.. “the number-one reason technical people quit is because they don’t have the option to advance without going into management.”
Szczepanski would likely agree; in his view, developers often get frustrated having to report to leaders who don’t have tech backgrounds themselves.
The Case for Letting Your Best People Go
A study finds a link between employees leaving for prestigious jobs and improved company status
.. it is plausible such departures—and subsequent boost in prestige—could help companies attract new, junior talent at lower wages.. nearly a dozen executives who had worked closely with Mr. Ellison at Oracle went on to become a chief executive, board chief or other high-ranking executive at another company—helping to seal Mr. Ellison’s reputation as a talent magnet... More people are managing their careers as a series of steppingstones at different companies, Prof. Finkelstein said. “As a boss, are you going to accept that reality and do something about it, or are you going to fight it?” he said. “Those who fight it are going to have a more difficult time finding good people.”