women in leadership working group · blc bank (lebanon) qnb al ahli bank egypt) brac (banglaesh)...

WOMEN IN LEADERSHIP WORKING GROUP

Session 4: Enabling Women’s Career Ambitions

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Participating institutions Access Bank (Nigeria) Central Bank of Egypt (Egypt)

Banco BHD Leon (Dominican Republic) Ficohsa (Honduras)

Banco Estado (Chile) FMO (Netherlands)

Banco Galicia (Argentina) HBL (Pakistan)

BNCR (Costa Rica) KCB Bank (Kenya)

Banco Regional (Paraguay) Mastercard (Global)

Bank al Etihad (Jordan) NMB (Tanzania)

Bank of Palestine (Palestine) RAWBANK (Democratic Republic of Congo)

Bank of Zambia (Zambia) Royal Bank of Scotland (UK)

Banque Misr (Egypt) Stanbic Bank (Zambia)

Banistmo (Panama) TEB (Turkey)

BLC Bank (Lebanon) QNB Al Ahli Bank Egypt)

BRAC (Banglaesh) Vietnam Prosperity Bank (Vietnam)

Centenary Bank (Uganda) Zanaco (Zambia)

Working Group Members

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WIL Working Group Learning Journey

Session Month1 Making the Business Case: Increasing Women in Leadership Apr

2 Assessing Your Organization May

3 Engaging in Building Gender Balance Jun

4 Take Action: Enabling Women’s Career Ambitions Jul5 Take Action: Building Programs & Policies that Boost WIL Aug

6 Take Action: Responding to Women’s Financial, Health, Career Needs Sept

7 Measuring Progress Oct

8 Revisiting the Business Case Nov9 Best Practices & What’s Next Dec

When Women Thrive Survey

Today is our first ‘Take Action’ session of the Working Group, which supports you to tackle key challenges to WIL

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Welcome and Introduction

Enabling Women’s Career Ambitions

Case: Mastercard

Questions & Answers

Wrap-Up

5 min

50 min

15 min

15 min

5 min

Today’s Agenda

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Lisa Lyons

Lisa LyonsLeadership and Assessment Lead,

Mercer Career UK

• From Northern Ireland, United Kingdom

• Worked with Capgemini, Deloitte Consulting in the UN and Australia

• Currently the Leadership & Assessment Lead, at Mercer based in London. Work with clients on global leadership challenges, talent management and diversity and inclusion needs

• Completed an MBA in IE Business School, Spain and current a member of the International Womens Board for the Business School

• Fascinated by future of work topics including: agility in the workforce, empowered leadership, flexible working and inclusion at scale

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What Happened to Deutsche Bank?

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How Does Redundancy affect the Genders?

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Financial Services: Internal Labor Market Map Recap

LOWER promotion rates

Hiring females at LOWER rates here

Women leaving at HIGHER rates than men

Source: Mercer, When Women Thrive Research 8

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What are the barriers to career progression?

What are the barriers to career progression of women in your organization?

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Dig-Deeper into the AnalysisAnalyses such as ILM Analysis® or drivers analysis help us understand the true drivers of pay equity risks, factors influencing pay and career opportunities for example, to further understand the impact on women, ultimately supporting the gender pay gap more broadly.

In this Financial Services firm, how you fare depends on the role you’re in, who you report to and what team you are part of…all of which worked to disadvantage women!!!

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How can we Approach Career Ambition of Women?

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Visible vs. Invisible

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What are the barriers to career progression?

What is the role of culture in career progression of women?

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Higher cultural masculinity typically comes along with lower female representations on ExCos

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Deep-seated Gender Roles

Traditional expectations about the roles played by men andwomen seem to have proved more tenacious in Germany andSwitzerland than in most other Western countries.

“Men are still a large part of the problem. It is a pity how manycapable women are married to men who do not support their wivesin their career”Klaus-Peter Müller, Chairman of the Supervisory Board, Commerzbank

“In Germany, it is still the case that working mothers who return tooquickly to work get frowned upon. In many other countries this ismore of a normal case. […] Flexible work is generally offered bycompanies, but frequently not properly implemented.[…]Susanne Klöß, Member of the Executive Board, Deutsche Postbank AG

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Women in China FinTech. “The Internet has become a main driver of the growth, and there is a shortage of good talent. This has created more opportunities for women to move forward in their careers, not because they are women but because they are good managers” Pan Jing, CMO of Dianrong.com

“Following the end of the one-child policy, there will likely be bigger families in China. We will probably find that more women want to be full-time mothers rather than remain in the workforce. This could pose a challenge to the progress made on gender diversity”Pan Jing, CMO of Dianrong.com

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QUESTIONWhat examples of gender roles

do you have from your organization?

Write your answers in the chat

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Shifting Perspectives on Leadership

Leadership 4.0 …

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QUESTIONWhat is the one thing that has worked in your organization to

enhance womens’ careers ?


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Top Six Recommendations to Support Women’s Careers

Meaningful work and inspiring purpose. Before pay comes purpose. For millennial women, doing work they care about is of utmost importance.

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Flexibility and work-life balance. In a recent survey of 80,000+ students, nearly two-thirds of respondents chose work-life balance as a top career goal. Younger generations expect employers to offer flexible hours, work from home options, and parental leave.

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Competitive rewards and benefits. What was once the backbone of the employee value proposition is now just one piece of the puzzle. Women want good pay and benefits, but it’s not their top priority in choosing a position.

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Job stability. Stable hours and pay are critical for those who do not have a financial fall back. Whether it’s recent college graduates or working mothers, women in particular are looking for careers that will pay the bills.

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A re-entry path. According to a recent survey of MBA alumni by the Graduate Management Admission Council, 41% of women and only 12% of men report leaving the workforce at some time to take care of children.

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Culture that values diversity and inclusion. Organizations must do more than talk about the importance of diversity – they must work to foster a workplace where everyone can share opinions and work together to solve problems.

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Source: https://www.mercer.com/our-thinking/career/attracting-more-millennial-women-into-financial-services.html20

https://www.mercer.com/our-thinking/career/attracting-more-millennial-women-into-financial-services.html

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Changes in Business Requirements canBenefit Women…

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Performance Management

• Leaders have been frustrated that the energy they put into performance management has not motivated employees or increased business results

• Only 2% of companies believe their existing performance management system delivers exceptional value

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Next Generation Performance Management

METRICSMeasuring outcomes that matter?

MANAGER CAPABILITYHigh or low?

TRAINING / RESOURCESSelf-serve or high touch?

D E S I G N

EXPECTATIONSWhat performance matters?

� DIALOGUEWhat conversations will drive desired outcomes?

� OUTCOMESWhat outcomes exist for strong

and poor performance?

� GOVERNANCEWho is accountable for what and when?

�

E X E C U T I O N

SegmentationConsistent or Differentiated

Goal CascadeFormal/informal (yes/no),

To what level, process flow

Performance DefinitionGoals, Competencies, etc.

Career Ambitions

Delivery FormatFormal/informal; Upward/Across

Feedback ProvidersSelf, Manager, Colleagues,

Customers

FrequencyOngoing, Quarterly, Annual

Career & DevelopmentOn the job, Special Projects,

Training, PIP, etc.

Method of DifferentiationRating/Ranking (yes/no), Distribution, Calibration

PayMerit, STI, LTI

TechnologyFormal/Informal, process flow,

system integration

AccountabilitiesSenior leaders, next level

leaders, managers, employees, HR

CalendarFormal meetings, activities,

accountability deadlines

B U S I N E S S O U T C O M E S What will be the impact on strategy and culture if executed well?

Removing bias to support womens’ careers

Ask women about their career ambitions in the performance management cycles & challenge career

ambitions/beliefsTargeted interventions

Senior sponsors

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Millennial Career Ambitions

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Change in Work to Benefit Women…

45% of today’s

jobs are

automatable…

55%

45%

90%

55%

35%

~2025Today

10%

100%

AUTOMATION IMPACT ON THE WORKFORCENUMBER OF JOBS, %

..AND THE NATURE OF WORK AND COMPOSITION

… but only

up to 10%of jobs are

actually

threatened

…

… and 35% of the

remaining jobs will

see their core tasks

change significantly

The changing

nature of work

…and of the

workforce

composition

Relational

Transact.

Expertise

~2025

Expertise

Relational

Transact.

Today

External

External

External

Internal

Internal

~2025

NATURE OF WORK COMPOSITION

Change in skillset

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Change in size

2

Change in cognitive maturity

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Change in composition

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Modern Career Management1. What roles are available?

2. What are the career pathways?

3. Which skills do I need to build for the next role?

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QUESTIONHow are women’s ambitions

changing in the future?


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Thank you

You can find me on…

[email protected]

https://www.linkedin.com/in/lisamarylyons/

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mailto:[email protected]

https://www.linkedin.com/in/lisamarylyons/

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Case: Mastercard

Questions & Answers

Wrap-Up

5 min

50 min

15 min

15 min

5 min

Today’s Agenda

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Case: Women in Leadership at Mastercard

Simone Lietz-GresensVice President of Human Resources,

Consumer Products & Processing, Mastercard

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@ Mastercard

Women in Leadership

Simone Lietz- Gresens, VP HR Product & Innovation

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Winning with Women

$73Tof global wealth will be

controlled by women by 2020

(vs. $39.6T in 2016)1.

80%of household purchases

are controlled or

influenced by women1.

98Mwomen around the world

are running established

businesses2.

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1.BCG

2.GEM

Women make up about half of the population worldwide.

In many developed markets, they are more likely to earn

college degrees than men. And in emerging markets, their

income is growing faster than that of men.

Their influence and spending power represents a sizeable

market opportunity for Mastercard.

Women are a force too big to ignore.

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Our business focuses on 4 key audiences to drive preference, access and spend.

Underserved Millennials Affluent Entrepreneurs (SMEs)

‘Provide me access; help me better manage and protect my wages’

‘Help me organize my finances”

‘Help me grow my business”

‘Reward me for my loyalty; help me maximize value”

Business background

Who we are

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Women at mastercard

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- Internship- for students pursuing Bachelor's degrees, Master's degrees or MBA's.

- Mastercard Graduate Development Program - lasts 18 months and provides emerging professionals with enhanced

work experience. Become part of a global company that is transforming the payments industry while accelerating your #PricelessCareer

- Mastercard’s Management Associate Program - is a Global General Management Program accelerating successful

MBA graduates into fast track careers. The program is rotational with three placement opportunities for six months each across businesses and regions

- Return to Work Program

Female talent at all career levels

How do we recruit

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Join the industry’s most passionate, motivated and engaged global team - our employees are encouraged to drive innovation every day in support of a more connected world. Talent beyond measure for a World Beyond Cash®.

Return to Work with Mastercard

Relaunch your Career is for people who:

• Have taken a career break of two years or more• Are interested in returning to work on a permanent

basis• Have previous experience at mid-career level

What we offer to help you find your way:

• A 16-week program based on location• A wealth of learning resources to help you settle in and

grow – from learning about our business, to workshops on presentation and networking, online learning and coaching from managers

• A structured orientation program• An engaging and stimulating project to work on• A buddy from day one• A manager who will assist you in your transition back to

work, with regular check-in sessions• Upon completion of the program, based on performance,

participants will be eligible for full-time employment

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- Leadership Program starting at all level

- Mentoring Programs (internal and external)

- Women Who Lead

- Women Leadership Network

- Women in Technology

- BRG’s

- Partnering with….

Female talent at all career levels

How do we develop

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Women Who Lead

- Program initially targeted to senior/ executive female in the organisation- Specific programs and off-site including external speakers/ partners- 2018 piloted an experience with some of our Mastercard senior women

that focused on the amplification of voice, how credibility works, how to have your authority and opinion heard and to make your knowledge count. **

**We are delighted to see that one of our Executive Sponsors and some of our participants from last year are being highlighted in the news.

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From the aspiration gap, to the pay gap, to the lack of women in STEM fields, it’s important we advance the dialogue around critical issues facing women in business today.

WLN has 37 chapters and 3,527 members globally.

Women’s Leadership Network

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Impact Highlights from the First 5 Years

• To date, Girls4Tech has reached over 400,000 girls, with events in 25 countries and 6 continents.

• The program has engaged more than 3,500 employee mentors worldwide.

• Mastercard partnered with Scholastic, Be Better China, UN Women in Singapore, Major League Baseball, R&A, and Network for Teaching Entrepreneurship (NFTE) to further scale the program and offer STEM skills in unique ways to girls ages 8-12.

• The program has achieved global reach with the curriculum translated into 12 languages.

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Partnering with…

Mastercard’s involvement with WIP started in San Francisco and New York. This effort by the Products & Innovation organization helps provide the sponsorship and mentorship that empowers all employees to reach their full potential.

WIP stands for Women in Product, the Silicon Valley-based nonprofit organization working to build a strong community of women product managers in the tech industry through online collaboration platforms and in-person events to help them network, mentor and learn.

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Global policies in place*

• Flex working• Employee & Family Resource Program (EFRP)• Healthcare Coverage• Medical Check• Flexible working• Maternity, Parental and Paternity leave• Life events• and more…

* Guiding principles in line with regional/ local legislation

Policies

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Winning with Women

Questions?

Thank you

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Case: Mastercard

Questions & Answers

Wrap-Up

5 min

50 min

15 min

15 min

5 min

Today’s Agenda

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Our next call will be on August 15th at the same time

WIL Working Group Learning Journey

Session Month1 Making the Business Case: Increasing Women in Leadership Apr

2 Assessing Your Organization May

3 Engaging in Building Gender Balance Jun4 Take Action: Enabling Women’s Career Ambitions Jul5 Take Action: Building Programs & Policies that Boost WIL Aug6 Take Action: Responding to Women’s Financial, Health, Career Needs Sept7 Measuring Progress Oct

8 Revisiting the Business Case Nov9 Best Practices & What’s Next Dec

When Women Thrive Survey

We’ll continue on our learning journey…

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THANK YOUAll communications and resources will be shared by Hilary.

Please do not hesitate to reach out with any questions, feedback and/or suggestions!

Hilary [email protected]

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Appendix

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Geert Hofstede’s Cultural Dimensions

The best-known framework for cultural differences is Geert Hofstede’s Cultural Dimensions. Over the years, his study led to six cultural dimensions on which countries can be ranked: Power Distance, Individualism/Collectivism, Masculinity/Femininity, Uncertainty Avoidance, Long-term/Short-term Orientation and Restraint/Indulgence. Each dimension will be elaborated on below:

About the researchProfessor Geert Hofstede conducted one of the most comprehensive studies of how values in the workplace are influenced by culture. He analysed a large database of employee value scores collected within IBM between 1967 and 1973.

The data covered more than 70 countries, from which Hofstede first used the 40 countries with the largest groups of respondents and afterwards extended the analysis to 50 countries and 3 regions.

Subsequent studies validating the earlier results include such respondent groups as commercial airline pilots and students in 23 countries, civil service managers in 14 countries, ‘up-market’ consumers in 15 countries, and ‘elites’ in 19 countries.

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Masculinity Scale (1/2)

MasculinityThe Masculinity/Femininity dimension is about what values are considered more important in a society. The Masculine side of this dimension represents a preference in society for achievement, heroism, assertiveness and material rewards for success. Society at large is more competitive. Its opposite, femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented. In the business context Masculinity versus Femininity is sometimes also related to as “tough versus tender” cultures. Japan is considered to be a very masculine country, whereas Scandinavian countries such as Norway and Sweden are considered highly feminine.

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Masculinity Scale (2/2)

High Masculine Low Masculine (Feminine)social norms ego oriented relationship oriented

money and things are important quality of life and people are important

live in order to work work in order to live

politics and economics economic growth high priority environment protection high priority

conflict solved through force conflict solved through negotiation

religion most important in life less important in life

only men can be priests both men and women as priests

work larger gender wage gap smaller gender wage gap

fewer women in management more women in management

preference for higher pay preference for fewer working hours

family and school traditional family structure flexible family structure

girls cry, boys don’t; boys fight, girls don’t both boys and girls cry; neither fight

failing is a disaster failing a minor accident

women in leadership working group · blc bank (lebanon) qnb al ahli bank egypt) brac (banglaesh)...

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