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All you wanted to know about gender diversity and breaking through
the glass ceiling
by Toronto Training and HR
September 2015
CONTENTS3-4 Introduction5-6 Definitions7-9 The business case for gender diversity10-12 Myths and reality13-14 Second-generation gender bias15-16 Patterns of gender bias17-20 Strategies for overcoming bias19-20 Dimensions of job satisfaction in call centres21-22 Igniting gender equality in the world of work23-24 Development payoffs of gender-specific jobs strategies25-26 How to be more effective and feel more comfortable27-28 Gendered characteristics29-31 Leadership characteristics; how men compare to women32-33 Adopting a more gender intelligent approach34-35 Explanations generated for the glass cliff36-37 Reasons why the class ceiling exists38-39 How women rationalize working under a glass ceiling 40-44 Sponsorship and the glass ceiling45-46 The glass ceiling in France and Turkey47-48 Female labour force participation around the world49-50 Conclusion, summary and questions
Page 2
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR are:
Training event design
Training event delivery
HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale
Services for job seekers
Page 5
Definitions
Definitions • Gender diversity
• Glass ceiling
• Glass cliff
• Marzipan layer
• Gender fatigue
• Some global facts…
Page 6
Page 7
The business case for gender diversity
The business case for gender diversity 1 of 2
• Economic benefits including strong financial performance
• Improved governance
• Ability to retain and attract talent
• More innovation
• Enhanced client insight
• Strong performance on non-financial indicators
• Improved board effectiveness
Page 8
The business case for gender diversity 2 of 2
Specific initiatives
• Female-friendly work policies have been shown to boost profitability
• Gender diversity in senior leadership has been associated with higher profits
• Kenyan and Vietnamese examples
Page 9
Page 10
Myths and reality
Myths and reality 1 of 2
• Women don’t aspire to senior leadership roles
• Women don’t stick it out to make it to the very top
• Childrearing stops women getting to the top
• Women don’t get to the top because they lack confidence
• Women lack the leadership qualities needed at the top
Page 11
Myths and reality 2 of 2
• Women don’t have the networks that open doors
• Senior women pull up the career ladder behind them
• High potential programs are fast tracking women
• Formal flexible working arrangements ease women’s route to the top
• The business case for gender diversity is working
Page 12
Page 13
Second-generation gender bias
Second-generation gender bias
• Definition
• Supporting women’s access to leadership positions
• Educating women
• Educating women and men
• Types of barrier
Page 14
Page 15
Patterns of gender bias
Patterns of gender bias
• Prove it again
• The tightrope
• Maternal wall
• Tug of war
Page 16
Page 17
Strategies for overcoming bias
Strategies for overcoming bias 1 of 3
• Form a posse
• Gender judo
• Strategic “No”
• Ask for help
• Be explicit
• Make an enemy into an ally
Page 18
Strategies for overcoming bias 2 of 3
Specific initiatives to employ
• Stereotype awareness training
• Outdated views need to be changed
• More sponsorship for women, especially high-potential
• Change of culture
• Focus on competencies
• Ensure leadership commitment
Page 19
Strategies for overcoming bias 3 of 3
Specific initiatives to employ
• Hire outside the C-suite
• Recruit beyond traditional networks
• Increase the number of women in the pipeline
• Adopt formal board policies
• Ensure there is an impartial nominating committee
Page 20
Page 21
Igniting gender equality in the world of work
Igniting gender equality in the world of work
• Integrate gender into jobs diagnostics
• Level the playing field through government actions across the lifecycle
• Proactive private sector leadership and innovation for gender inequality
• Global action is needed to fill knowledge gapsPage 22
Page 23
Development payoffs of gender-specific jobs
strategies
Development payoffs of gender-specific jobs strategies
• Living standards
• Productivity
• Social cohesion
Page 24
Page 25
How to be more effective and feel more comfortable
How to be more effective and feel more comfortable
• Master the ‘pre-meeting’
• Prepare to speak
• Make your language more muscular
• Keep an even keel
Page 26
Page 27
Gendered characteristics
Gendered characteristics
• Female
• Male
• Neutral
Page 28
Page 29
Leadership competencies; how men compare to
women
Leadership competencies; how men compare to women 1 of 2
• Takes initiative
• Practices self-development
• Displays high integrity and honesty
• Drives for results
• Develops others
• Inspires and motivates others
• Builds relationships
• Collaboration and teamwork
• Establishes stretch goals
Page 30
Leadership competencies; how men compare to women 2 of 2
• Champions change
• Solves problems and analyzes issues
• Communicates powerfully and prolifically
• Connects the group to the outside world
• Innovates
• Technical or professional expertise
• Develops strategic perspective
Page 32
Adopting a more gender intelligent approach
Adopting a more gender intelligent approach
• Unlock the power of data
• High quality authentic leadership
• Responsibility and accountability
Page 33
Page 34
Explanations generated for the glass cliff
Explanations generated for the glass cliff
• Sexism
• Group dynamics/ in-group bias
• Social-company factors
• Stereotypes
• Scientific error
Page 35
Page 36
Reasons why the glass ceiling exists
Reasons why the glass ceiling exists
• Social role and identity theory
• Gender stereotyping and unconscious discrimination
• Double bind hypothesis
• Family-work conflict and women’s confidence
• Mentoring and networking within the ‘old boys network’
• Gender differences in leadership stylePage 37
Page 38
How women rationalize working under a glass
ceiling
How women rationalize working under a glass ceiling
• Denial
• Gender-role socialization
• Historical precedent
• Women turning against other women
• Corporate culture
Page 39
Page 40
Sponsorship and the glass ceiling
Sponsorship and the glass ceiling 1 of 4
• Definition
• The hallmark of sponsorship
• Mentoring
• Relationships
• What does a sponsor actually do?
• Male sponsors
• Benefits of being a sponsor
• Recent changes
Page 41
Sponsorship and the glass ceiling 2 of 4
What are the best employers doing?
• Make sponsorship robust
• Lead from the top
• Pay attention to the pipeline
• Make sponsorship safe
Page 42
Sponsorship and the glass ceiling 3 of 4
Examples of best practice
• Bristol Myers Squibb
• Cisco
• Citi
• Deloitte
• Deutsche Bank
• Ernst & Young
• Intel
Page 43
Sponsorship and the glass ceiling 4 of 4
Examples of best practice (cont.)
• Morgan Stanley
• Novartis
• Pepsico
• Time Warner
• Turner Broadcasting
• Unilever
Page 44
Page 45
The glass ceiling in France and in Turkey
The glass ceiling in France and in Turkey
• Criteria to be met for a glass ceiling to exist
• Descriptive statistics
• Barriers for female executives
• Personal compromises
• Career encouragers
• Corporate culture
Page 46
Page 47
Female labour force participation around the
world
Female labour force participation around the world
Page 48
Page 49
Conclusion, summary and questions
Page 50
Conclusion, summary and questions
Conclusion
Summary
Videos
Questions