identifying and fast tracking high potential women

Identifying and fast trackinghigh potential women

Adelaide Women

adelaide.edu.au

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Identifying and fast tracking team

Project team• Anita Berry, Senior Marketing Manger, Marketing and

Communications• Sue Hampstead, Manager Employee Services, Human

Resources• Caroline Laurence, Associate Professor, Postdoctoral Fellow,

Discipline of General Practice, School of Population Health• Jane Mathias, Professor, School of Psychology• Susan Oakley, Associate Professor, Head Gender Studies and

Social Analysis, School of Social Sciences

Project sponsor Kent Anderson, Pro Vice-Chancellor (International)

Project coach Sophie Hampel, Inkling Women

University of Adelaide

3University of Adelaide

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Agenda

• Why promote women from within the University? Project purpose

• Where are we now? Current landscape and background

• What did we do? Project approach and methodology

• What did we discover? Project findings

• How can we improve? Project recommendations


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27.5%University of Adelaide


Retain talented women


Improve organisational performance

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Where are we at now?


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Identification: finding high performers


Academic women

Level A = 45% Senior = 22%

Professional womenHEO2 = 66% Senior = 28%


Internal

External


The horizon: moving forward

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What did we do?



Literature review

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Interviews

with senior University staff

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The interview• Key attributes of high potential leaders• Approaches they currently use in their area• Suggestions on how the University might

identify high potential leaders• How high potential females can be fast tracked

into leadership opportunities


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Findings

x


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Findings: Attributes of high potential leaders


Strategic

Broad-based & long-term perspective

Able to identify important issues & foresee consequences

Innovative & responsive

Initiative

Drive & integrity

Enthusiastic & motivated

Willingness to take on new

roles & responsibilities

Integrity, commitment &

ethics

Effective communicatio

n

Interpersonal skills

Articulate & communicate

key issues

Engaging

Teamwork

Optimise group outcomes

Respectful

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Findings: Identifying and fast tracking


PDRs

Line managers

Acting/deputy positions

Secondments/roles at a higher level

Continuing mentoring/coaching during transition to leadership roles

Development of a ‘talent’ pool

Identification

Fast tracking

Support system


Findings: Barriers and concerns

PDRs not performedSqueaky

wheel

‘Masculine’ management

style

Male culture

Resources

Equity and transparency

Multiple procedures

Feudal system

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Recommendations


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Key recommendations


What: Simplify the seven leadership capabilities

How: Align with terminology used by senior management to the four capabilities

What: Establish defined pathways for succession planning

How: Utilise secondments, committee positions, deputy/acting/ associate roles and/or special projects for career & skill development

Establish a database of high potential female leaders

Provide discretionary budgetsShort-term <12 months

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Key recommendations


Medium-term 1-2 years

What: Expand the current leadership programs

How: Add on module that incorporates coaching, mentoring

What: Broaden PDR

How: Incorporate leadership

What: Use the PDR

How: Formalise training

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Key recommendations


Long-term >2 years

What: Develop a culture that recognises and celebrates the unique talent of existing female staff and that promotes women from within the University

How: Understand the current culture at the University

Use the Adelaide Women Programs to provide direction on changing the culture

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Sponsor: Kent Anderson Coach: Sophie Hampel Interviewees: Senior University staff


Thank you

identifying and fast tracking high potential women

Documents