锥度螺纹用g76编程:亚裔美国人：高学历为何没有高职位

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份周一发布的调查报告显示，亚裔美国人拥有常春藤盟校学位的比例较大，但当上公司高管的比例低于其他族裔。
纽约非盈利智库工作-生活政策中心(Center for Work-Life Policy)一份报告显示，大约5%的美国居民将自己认定为亚裔，但财富500强公司管理职位中，由亚裔美国人士担任的不到2%。
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只有八位亚裔人士目前为财富500强公司一把手，其中包括花旗集团(Citigroup Inc.)的潘伟迪(Vikram Pandit)和雅芳(Avon Products Inc.)的锺彬娴(Andrea Jung)。但亚裔常常是拿着很多人梦寐以求的文凭进入职场的。据全国教育统计中心(National Center for Education Statistics)数据，亚洲人和亚裔美国人占常春藤盟校本科生的16%，占加州大学伯克林分校(University of California at Berkeley)、麻省理工学院(Massachusetts Institute of Technology)和斯坦福大学(Stanford University)本科生的35%。
工作-生活政策中心这份报告调查了2,952人，涵盖所有族裔，包括亚裔美国人（其中一半出生在美国）。报告还包括对受调查者和几家公司的后续访谈，这几家公司正为亚裔员工建立职业发展规划。
报告显示，四分之一的亚裔受访者说，他们在工作中面临着歧视，同时只有4%的白种人相信亚裔人在工作中受到了不公平对待。
报告显示，迄今为止，还很少有公司因为亚裔被视为“模范少数族裔”而为亚裔员工建立职业发展规划。报告作者之一拉希德(Ripa Rashid)说，这次调查揭示了她常从员工和管理者那里听来的一些东西：在美国公司里常常带来成功的那种高调和自夸，亚裔美国人由于文化上的原因并不擅长。拉希德说，他们只管埋头苦干，以为就这样就能做到高层。
调查还显示，亚裔员工可能不擅长跟同事分享个人生活，所以让更多资深同事成为导师和支持者的可能性也就更小。
制药巨头默克公司(Merck & Co.)启动了一个名为“精通文化之艺术”的计划，来帮助亚裔员工改善他们的软技能，比如怎样做演示报告。默克公司的文化多样性负责人达吉特(Deborah Dagit)说，几年前知道自己需要的是一个大胆计划时，我们恍然大悟。2009年年底，默克公司在美国的员工有6%声称自己为亚裔，但在该公司的高管当中，这个族裔只占4%。
从2010年年初开始，基金管理公司联博(AllianceBernstein)让非盈利演说组织Toastmasters来为其亚裔员工举行每月两次的自愿性学习班。联博目前在纽约、圣安东尼奥、得克萨斯和英国都开有Toastmasters的学习班。该公司负责人才管理和多元文化的瓦利亚(Vicki Walia)说，我们不想把它做成一个培训项目，因为培训项目往往是一刀切。企业顾问、《打破竹子天花板》(Breaking the Bamboo Ceiling)一书作者Jane Hyun说，亚裔美国人在工作中面临着十分微妙但又很强大的文化屏障。她说，亚洲有一种说法是最吵的鸭子挨枪子，而在美国则是会哭的孩子有奶吃；这些事情完全相反，相互矛盾。
Jane Hyun帮助默克公司制定了前述计划。她指出，这个计划是否成功，关键在于20名非亚裔高管是否认可。她说，在美国，我们往往以为我们应该简单地用同样的办法对待所有人，但这不一定是应对迥异文化价值观的最佳方法。
Despite an outsized share of Ivy League degrees, Asian-Americans are underrepresented in executive suites, according to a study expected to be released Monday.
Roughly 5% of U.S. residents identify themselves as Asian, but less than 2% of executive roles at Fortune 500 companies are held by Asian-American professionals, according to the report from the Center for Work-Life Policy, a New York-based nonprofit think tank.
Only eight Asian professionals currently lead Fortune 500 companies, including Vikram Pandit at Citigroup Inc. and Andrea Jung at Avon Products Inc. Yet Asians often hit the work force with highly coveted degrees. Asians and Asian Americans comprise 16% of undergraduates in the Ivy League, according to the National Center for Education Statistics, and 35% of undergraduates at University of California at Berkeley, Massachusetts Institute of Technology and Stanford University.
The Center for Work-Life Policy's report surveyed 2,952 respondents of all ethnicities, including Asian-Americans (half born in the U.S.), and included follow-up interviews with respondents and with a number of companies that are building career development initiatives for Asian employees.
One-quarter of Asian respondents said they face work-place discrimination, while only 4% of Caucasians believe Asians are treated unfairly on the job, according to the report.
To date, few companies have had career development programs for Asian employees because they are seen as a 'model minority,' according to the report. Ripa Rashid, one of the report's co-authors said that the survey reveals something that she hears often from workers and managers: Asian-American employees are culturally uncomfortable with the type of swagger and self-promotion that often spells success in U.S. firms. 'They just put their heads down and work and believe that's all it takes to get to the top,' Ms. Rashid said.
The study also showed that Asian employees may be less comfortable sharing their personal lives with coworkers and less likely to enlist more senior coworkers as mentors or sponsors.
Merck & Co. started a program dubbed 'the Art of Cultural Fluency' to help Asian employees fine-tune soft skills like presentation. 'The ah-ha [moment] came quite a few years ago when we knew we needed a bold plan,' said Deborah Dagit, the pharmaceutical giant's chief diversity officer. At the end of 2009, 6% of the U.S. work force at Merck claimed Asian heritage, but that demographic comprised only 4% of the company's executives and senior managers.
In early 2010, AllianceBernstein started twice monthly voluntary seminars for its Asian employees with Toastmasters, a nonprofit public-speaking organization. The fund management firm now has its own Toastmasters chapters in New York, San Antonio, Texas, and the United Kingdom. 'We didn't want to do a training program, because they tend to be one-size fits all,' said Vicki Walia, director of talent management and diversity at AllianceBernstein.Jane Hyun, a corporate consultant and author of 'Breaking the Bamboo Ceiling,' said Asian-Americans face very subtle but strong cultural barriers at work. 'In Asia, there's a saying that the loudest duck gets shot; in America it's: the squeaky wheel gets the grease,' said Ms. Hyun. 'These things are totally different and at odds with each other.'
Ms. Hyun helped Merck craft its program. Critical to its success, she pointed out, was buy-in from 20 non-Asian senior managers. 'In America, we tend to assume that we should simply treat people the same way,' she said. 'But that's not always the best way to handle very different cultural values.'
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