gender diversity and breaking through the glass ceiling september 2015

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