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Woman Up Conference Good prac0ces in gender egality in the workplace
18 October 2012
By Isabella Lenarduzzi
JUMP
• JUMP offers women prac0cal tools to help them realise their professional and personal aspira0ons
• JUMP supports companies and organisa0ons that wish to promote beIer gender diversity within their management.
www.jump.eu.com
Building a whole gender-‐diversity ecosystem
© McKinsey & Company
Developing women as leaders…
Mentoring
Training and coaching
Networks and role models
CEO and executive team's visible monitoring of progress in gender-diversity programs
CEO commitment
HR processes and policies
Gender-diversity indicators Infrastructure
… supported by collective enablers
GENDER DIVERSITY ON TOP OF THE STRATEGIC AGENDA
The gender Diversity Ecosystem by McKinsey and the correspondent JUMP ini0a0ves
How do we use the biggest talents pool?
Ac0ons promoted by governments
“The quota law has opened boardrooms to an extent that we’ve never seen before,” Mari Teigen, research director, Norwegian Ins0tute for Social Research
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
1. Make it strategic. Make it a business issue, not a women’s issue or a diversity issue.
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
2. Make it balanced. Focus on the ra@o of women AND men, not just the percentage of women in all metrics and KPIs.
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
3. Make targets neutral. Aim for an acceptable ra@o for both genders, not just women, e.g. a minimum of 40 percent of EITHER gender across ALL func@ons.
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
4. Make managers gender bilingual. Train ALL managers, men and women, to be skilled in managing across genders (just as you equip them to be competent across cultures).
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
5. Make managers accountable. ShiV accountability for progress on gender balancing to managers of teams, rather than on individuals
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
6. Celebrate “bilingual” competence. Most companies make a lot of noise about the women they promote. Also celebrate the managers who iden@fied, developed and promoted them — that’s where the skills are lacking today.
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
7. Embed flexibility. Measure output, not input. Let high performers work where and when they want, as long as they deliver. Forget work/ life for women; create flexibility for all and help managers manage flexible, virtual teams.
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
8. Make careers flexible, too. Adapt linear, unbroken, up or out career paaerns to recognize mul@ple career paths. If you iden@fy all your high-‐poten@al talent between 30 and 35, you are likely excluding women and a growing number of men.
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
9. Never say the word “women.” dump the old language and become truly bilingual and inclusive of both men and women. Replace the common “women in leadership,” “asser@veness training for women,” “coaching and mentoring for women” with a focus on balance, talent or customers — and ensure that all your development programs are balanced within your target range now.
The 10 Commandments of Gender Balancing by Avivah WiIenberg-‐Cox
10. Stop accusing men. Stop running workshops called “unconscious bias,” “discrimina@on” or “stereotyping.” Posi@on gender balancing as a business opportunity; you’ll find both men and women enthusias@cally geeng on board.
Good prac0ce
• Hierarchical structure
• Work is a place you go to
• Separation of career and life
• Linear, vertical career paths
• Individual contributor driven
• Tasks define the job
• Many workers are similar
The Corporate Ladder is splintering and the Corporate Lattice is emerging. The differences are...
• Flatter, matrixed structure
• Work is what you do
• Integration of career and life
• Multi-directional career paths
• Team and community driven
• Competencies define the job
• Many workers are different
18 Mass Career Customization
19 Mass Career Customization © 2010 Deloitte Touche Tohmatsu
Mass Career Customization (MCC) provides a structured approach and framework to identify, discuss and agree on choices that work for the business and the employee
Pace Op0ons rela0ng to the rate of career progression Workload Choices rela0ng to the to the quan0ty of work output Loca@on/Schedule Op0ons for when and where work is performed Role Choices in posi0on and responsibili0es
MCC recognizes that career-life choices change over time…creating a sine wave of sorts
20 Mass Career Customization
European figures
S0ll a long way to go!
Implementa0on of gender-‐diversity measures remains low, and even lower for small-‐size companies
© McKinsey & Company Percent, 2010, n=1,5341, mid-level and up respondents only
32 37 3620
3839 40
36
No specific measures
1-3 measures
4-5 measures
6 measures or more
More than 20,000 employees (n=429)
9
Less than 500 employees (n=583)
17 7
Total (n=1,534)
17
13
20
24
Between 500 and 20,000 employees (n=522)
15
2.5 2.0 2.2 3.5
Average number of measures implemented
Number of measures undertaken in the past five years to recruit, retain, promote and develop women
1 Does not include the respondents who did not know which measures were implemented in their companies
Isabella Lenarduzzi Founder and Managing Director of JUMP [email protected] +32 3 346 32 00 [email protected] jump.eu.com
