Jump hr workshop marc timmerman_final version_2014-04-01

Axiom Consulting Partners Europe Marc Timmerman Managing Partner

JUMP FORUM April 1st 2014

HR Seminar How does a Gender Equality prac8ce impact HR and Talent Management ? and vice versa ?

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Gender Equality

Human Resources Management

Diversity & Inclusion

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The Dilemma of the Mosquito and the Nudist Camp

Report on Equality between women and men, European Commission, 2009

“An equal par8cipa8on of women and men in decision-‐making processes is a democra8c and economic necessity. In the current economic situa8on it is all the more important to mobilize all talents. This is not the 8me to waste skills and produc8on poten8al because of outdated percep8ons of women’s and men’s roles and leadership abili8es.”

JUMP, HR Seminar, 2014, Marc Timmerman 4

We need to Change the Way we develop, retain and promote Female Talent

1978

Women university graduates

2010

Women in exec

committees

2008

Women university graduates

2040

Women in exec

committees

Sweden 61% 17% 64% 18%

France 41% 7% 55% 9%

Spain 32% 6% 60% 11%

Germany 32% 2% 55% 4%

Data Source : McKinsey’s Women Matter 2010

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Why change will happen

Old Boys Club Thinking

The Path to Gender Equality

Equality Regulations

Lack of Leaders

Economic Impact of Gender Balance

Female Leadership Qualities

Keep it AS IS

The Dominant Coalition

My Legacy as a Leader

New Generational Thinking

Women have Buying Power

Value Based Leadership

Attractiveness as Employer

Downsizing

New inhibitors

WHEN WILL IT

CHANGE ?

Male Leaders will need more Pain !

The only human being looking forward to be changed

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The “baby boomer” Desire to Clone oneself

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High level of Commitment

Shows willpower Makes sharp remarks

Phenomenal Energy

Strives for con8nuous

improvement

Vibrant sense of crea8vity Broad thinker

Very 8me conscious

Puts the job before all

High Intelligence

Sources: OrganizaEonal Dynamics (1986), Human Resource Management, (1998), NaEonal ProducEvity Review (1989), Journal of Management Development (2003)

Published in “High Poten8als : The Compe88ve Edge within Your Organiza8on”, Marc Timmerman & CharloXe Sabbe, 2007

Part of the Dominant Coali8on

Most used criteria how execu8ves choose their successor

Initiative Introspection Problem solving

Derailment is often caused by:

•  Cold heartedness

•  Arrogance

•  Self-glorification

Negotiation skills Sensitivity to others

Team builder Strong relationships Interpersonal skills

Good reputation

EQ

Assertiveness Thoughtfulness Energy Early

Career

characteristics

High performance & IQ

Mid

Career

characteristics

Avoid Crea8ng your own Louis XIV

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Leadership EmoEonal Intelligence

Logic Experience ExperEse

Cultural Intelligence

Available Role

Models & Context

Your Learning Agility

Leadership = IQ + EQ + LQ + CQ

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HR Leader

Diversity & Inclusion Leader

Main D&I Council with Business

Leaders

CEO or Execu8ve Sponsor

Local D&I Councils

with Business Leaders

•  Talent Acquisi8on •  Talent Development •  High Poten8al Programs •  Succession Planning •  Comp & Ben •  Performance Reviews •  HR Policies •  HR Business Partners

Comm’s Leader

•  Corporate Buy-In •  Leadership Alignment •  Corporate Budget ??

•  Local Buy-In •  Alignment •  Localization

•  EVP •  Technical

alignment •  HR Budget •  Synergies •  Conflicts

•  CSR

JUMP, HR Seminar, 2014, copyright of Marc Timmerman

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Gender Equality

Changing Role PaXerns

Promo8ng Women

Work-‐Life Harmony

Equal Reward & Condi8ons

Focus in Best Practices

Axiom CP Europe Research : Based on the analysis of 150 best practice organizations in the European Union and 70 best practice initiatives in Belgium (2013-2014)

Risk of stereotyping without changing the role paXerns and making it available to all

•  Risk of retaliaEon of the male populaEon : lower buy-‐in, taking over the network, …

•  Slowdown due to new reErement policies

Trap of conEnued Male-‐Female PolarizaEon: •  Lower Talent availability •  DisconnecEon with the

Millennial generaEon EssenEal to fundamental change

Equal opportuniEes is no guarantee for an equal outcome

High

Low

A negative impact of “Working Longer”

Quote based on the impact of the change in Retirement Age “The waiting room for hipo’s becomes longer... and if the pension age further increases, to an unmanageable level of a waiting period for top people” “In this case for the next 5 years every promotion to senior management should be a woman in order to establish a better gender balance.”

Organization with 10000 people, Belgium

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Gender Battle

amongst HiPo’s Reduced

Male Buy-in

Slowdown of change

@ top level

Striving for Gender Equality Examples of Positive & Negative HR Influencers

Increase Re8rement Age versus Promo8ng Women Resistance of Men to quota/targets

Lack of Development Budget Elderly Care vs slow changing role paXerns Kiss of Death on selec8ng High Poten8als

HR decisions based on Gender KPI’s No Age limita8ons on Talent detec8on

Competency-‐based HR decisions Fact-‐based Talent Review CommiXees

New Way of Working for ALL Equal Reward & Condi8ons

Formalized Mentoring Programs

Flexibility in Work & Career

Gender Biases

Equal Pay

Key Drivers to Improving Gender Balance & Equality

Raising Awareness Cultural

Consistency

Management Objectives &

Targets

Gender Representation

Indicators in Recruitment, Promotion,

Development

Attrition Rates by Gender

Maternity Leave

Transitions

Leadership Development

Networking Mentoring &

Coaching Programs

Working Towards Improved

Gender Balance

Cultural Change

Gender Diversity Indicators

Women’s Development

Programs HR Processes

& Policies

Sustained C-level

Commitment

ManagementAlignment & Participation

Cultural Change Blue = Key Drivers for Effec8ve Change Networking Green = Key Ini8a8ves / Ac8on Elements

Some Best Practices in Cultural Change on Gender Balance

  Gender Indicator measurement tools and audit tools   Ensuring that each locaEon has a focus on gender balance related issues   Diversity strategy included in BU People Plan and included in the KPI’s   Make it a regular point on the BU Management MeeEngs   Gender Balance & Inclusion as integral part of the Employee Survey   Awareness trainings for all   Specific Awareness trainings for all leaders   Specific Awareness and Bias trainings for all hiring managers   Yearly conferences to monthly keynotes : keeping the topic alive

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C-‐Level Commitment


JUMP, HR Seminar, Marc Timmerman

Some Best Practices on Talent Attraction

  Hiring Managers need to be role models   Involve Female role models in the hiring process   Building External Talent Pools   Social Media differen8a8on :

•  Specific segmenEng •  Diverse Employee Value ProposiEons •  Female Leaders as Role Models and ConversaEon Managers

  Other Important Guidelines :  MoEvaEng girls to choose for male dominated studies  Mandatory Gender Mix in the recruitment  MulE-‐channel Sourcing  ExperEse of recruiters and awareness of diversity issues  Monitoring of recruitment data  Monitoring the reasons for women joining and not-‐joining  Targeted graduate recruitment  “Equal Pay” underlined !

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HR Processes & Policies


Cultural Consistency

JUMP, HR Seminar, 2014, Marc Timmerman

Management Objec8ves &

Targets

Amazon.com: an Example of ‘Best In Class’ in Using Social Media

Integrates various forms of social media and offers several ways to get special deals

Amazon posts deals, product informa8on, sweepstakes informa8on and daily ques8ons to users Easy to apply to Amazon

jobs without leaving the Facebook site


Amazon.com: An example on how to differen2ate your recruitment targets.

Amazon’s Facebook page demonstrates a way to actively target ex-military candidates


Best Practices in Talent Development

  Introduc8on of Formalized Mentoring Programs  Separate Mentoring Programs for Female Leaders and HiPo’s  Formalized Trainings for Mentors

  In-‐company Women Networks including Male Leaders   Inter-‐Company Women Networks   Inter-‐Company Mentoring Programs for Female Leaders   Specific Leadership Training & Coaching Programs for Female Leaders   Cultural Sensi8vity and Awareness workshops for X-‐border Leaders   Securing a good gender mix in visible stretch assignments

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Women’s Development Programs


Women don’t take enough 8me for their boss

With their leaders

With direct reports

With colleagues

Men 30% 45% 25% Women 15% 70% 15%

Source : Trends June 9TH 2011, Vlerick Research, prof.dr. Katleen De Stobbeleir

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The Func8ons Of Mentoring

Career Func8ons

Sponsorship

Coaching

ProtecEon

Challenging Assignments

Exposure and visibility

Psycho-‐Social Func8ons

Role modeling

Counseling

Acceptance and ConfirmaEon

Friendship

“The most conspicuous difference between star and nonstar women is access to a supporEve mentor.” prof. Boris Groysberg, Harvard

Source: Mentoring at Work, prof dr Kathy Kram

Some Best practices on Career Management

  No age differen8a8on in iden8fying Talents with growth poten8al   Define a specific competency profile for high poten8als   Challenge nomina8ons and non-‐nomina8ons through a Talent

Review CommiXee, using the competency profiles for Growing Talent

  Offer Flexible Career Speeds with easy re-‐entry   Customized Career Paths   Long term Career Planning   Increased visibility of Female role models   Respect for Flexibility

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Women’s Development Programs


Some Best Practices in Work-Life Balance

  Awareness Trainings  Management Considera8on for 8ming of mee8ngs  Maternity-‐Leave Programs

–  PreparaEon Workshops –  Keep-‐in-‐Contact –  Re-‐entry programs –  Even BeXer : Paternity-‐Leave Programs

  Time Flexibility for ALL : NWOW –  Work at Home –  Home at Work –  Extra holidays during Summer period

  Logis8cal Services –  Baby Care centers (own or rented) –  “Flying Nannies”

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HR Processes & Policies

Cultural Consistency


Seek Out a Mentor

Participate in Coaching

Network Plan your

Career Path

Make a long-term

Plan

Talk about your

ambitions Discuss the unwritten

rules

Make your results known

Make sure you get the

credits

Advice from Top Women to HiPo Women

HR & Talent Management should include the Diversity & Inclusion reflex in all its consideraEons and decisions.

Diversity & Inclusion benefits from a strong integraEon inside HRM but needs to keep its independency and works best in a matrix-‐mode.

Gender Equality has a major posiEve impact on Talent Management. The posiEve impact of Talent Management on Gender Equality is

extremely important, but not a given.

Diversity & Inclusion will have to analyze and learn how to deal with opposing interests between its target groups.

Short Work Session 15 minutes in smaller groups

•  One thing that 8ckled your brain ? •  One burning ques8on or remark

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Marc Timmerman My coordinates : Email: [email protected] TwiXer: @marcEmmerman Mobile: +32 496 291383 Website: www.axiomcp.com

Leadership & Management

Jump hr workshop marc timmerman_final version_2014-04-01