women at work and the glass ceiling june 2011

Women at work and the glass ceiling

by Toronto Training and HR

June 2011

Contents3-4 Introduction to Toronto

Training and HR5-6 Definitions7-8 Reasons for having greater

gender diversity on boards9-10 Off-ramps and on-ramps11-12Level of first position13-23Four stages of contribution24-28Rising to the top29-35Quotas36-41What should organizations do? 42-43Drill44-49Case studies50-51Conclusion and questions

Introduction

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• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definitions

DefinitionsGlass ceilingGlass cliff

Reasons for having greater gender

diversity on boards

Reasons for having greater gender diversity on boards

The talent poolUnderstanding customersTackling group-thinkFamily-friendly labour marketWomen’s rights

Off-ramps and on-ramps

CEO/senior positionMid-manager or equivalent on professional/technical trackFirst-level manager or equivalent on professional/technical trackEntry-level or individual contributor

Level of first position

Level of first positionCEO/senior positionMid-manager or equivalent on professional/technical trackFirst-level manager or equivalent on professional/technical trackEntry-level or individual contributor

Four stages of contribution

Four stages of contribution 1 of 10

STAGE 1. Contributing dependentlySTAGE 2. Contributing independentlySTAGE 3. Contributing through othersSTAGE 4. Contributing strategically


DIFFERENCES BETWEEN STAGE 3 AND STAGE 4 Transition areaStage 3 focusStage 4 focus


POWER-TO EARN AND MAINTAIN THE ABILITY TO EXERCISETake strong positions on critical issues.Fight for key resources, programs, or people.Form alliances to gain support.Accept dependence on trust and support of others.


CRITICAL BEHAVIOURS OF STAGE 4 CONTRIBUTION Ability to articulate a clear vision and develop a strategy to implement the vision.Ability to anticipate long-term opportunities and threats and mobilize the organization to respond.Ability to recognize trade-offs and to make and defend tough decisions.


CRITICAL BEHAVIOURS OF STAGE 4 CONTRIBUTION Ability to gain visibility for objectives, actions, and results.Achievement of business results (at P&L level).Demonstrated holistic understanding oforganization, industry, and markets.Ability to recognize and leverage sources of power and influence appropriately.


DEVELOPING STAGE 4 COMPETENCE Becoming recognized as competent in Stage 4 may be the biggest challenge.Women need to acknowledge and promote their accomplishments.Anyone seeking to develop themselves in an organization must push themselves, but this is especially true for those seeking to be recognized Stage 4 contributors.Women need to find good coaches who model the Stage 4 characteristics they wish to develop—and these coachesdo not need to be women.


DEVELOPING STAGE 4 COMPETENCE Women fortunate enough to have a mentor and/or sponsor relationship should make the most of these relationships.Seeking feedback from trusted and valued people is also of utmost importance, as is accepting and acknowledging the other person’s point of view.An organization’s affinity or resource group can help women practice developing Stage 4 skills and buildinfluence within these groups.


WHAT CAN LEADERS DO TO HELP WOMEN ACHIEVE RECOGNIZED STAGE 4 COMPETENCESenior leaders can be intentional about the types of assignments and developmental opportunities that women are provided to help ensure women are stretching in newand different ways.Being open and accepting different ways to accomplish work will help senior leaders recognize that gender can play a role in how information is processed, how work is accomplished, and how results are achieved.Senior leaders need to focus on the outcome or deliverables.


WHAT CAN LEADERS DO TO HELP WOMEN ACHIEVE RECOGNIZED STAGE 4 COMPETENCESenior leaders can be intentional about the types of assignments and developmental opportunities that women are provided to help ensure women are stretching in new and different ways.Being open and accepting different ways to accomplish work will help senior leaders recognize that gender can play a role in how information is processed, how workis accomplished, and how results are achieved.


WHAT CAN LEADERS DO TO HELP WOMEN ACHIEVE RECOGNIZED STAGE 4 COMPETENCEAs a senior leader, ask yourself how you are “positioning” your team members.Seeking feedback on the culture that is being perpetuated at senior levels will help senior leaders to know if barriers (some more obvious than others) exist that make it difficult for women to build relationships, gain visibility, and gain credibility at senior levels.

Rising to the top

Rising to the top 1 of 4KEY SKILLSDecisivenessAssertive communicationPolitical and organization savvyInspire performanceWork-life balance

Rising to the top 2 of 4BUILDING A GOOD RELATIONSHIPWith the CEOWith your peersWith your direct reportsWith customers and clientsWith analysts and shareholdersWith the board

Rising to the top 3 of 4WHY CEO SUCCESSION CANDIDATES DON’T GET THE JOBThe potential successor and the CEO miscommunicateThe CEO and the board miscommunicateThe CEO decides to stay putThe board falls in love with an outsiderA board member takes the jobCompany performance tanks

Rising to the top 4 of 4LEARNING FROM OTHER NATIONS

Quotas

Quotas 1 of 6ADVANTAGES OF THEM EXISTINGQuotas would be a way of counteracting the gender discrimination women face in the workplace such as penalties for motherhood and inferior pay for same / similar work. It would be some way of getting suitable women in the top positions.

Quotas 2 of 6DISADVANTAGES OF THEM EXISTINGBut, if you try to label this, it is simply another form of discrimination.It is not putting the best person in the job. It is inequality.

2

Quotas 3 of 6ADVANTAGES FOR WOMENConsidering that the usual barriers to promotion are gone, women would be encouraged to better themselves in order to achieve the top positions.

Quotas 4 of 6DISADVANTAGES FOR WOMENBeing ‘gifted’ such positions might well lead to negative feelings from male colleagues who have not been given a chance. The women themselves could hardly feel great at being in a position they have not got through merit.

Quotas 5 of 6ADVANTAGES FOR ORGANIZATIONSQuotas would lead to fewer positions on boards for men, which would lead to them becoming more competitive, leading to higher standards and output of performance. Women have different skill sets to men, being better at selecting varied approaches to tasks and having superior communication skills, and being more circumspect in difficult times-this would lead to more balanced and effective boards.

Quotas 6 of 6DISADVANTAGES FOR ORGANIZATIONSWomen will wonder if they have been promoted for their gender, not their ability. Men may start to under-perform as they feel they are unlikely to be promoted in place of a woman. Companies should simply be free to promote the best people of either gender-surely that’s what companies now do, they want the best.

What should organizations do?

What should organizations do? 1 of 5

ACTIONS TO TAKEConduct a self-assessmentIncrease disclosure of corporate diversity practicesSupport public policy and community efforts


REMOVE NEGATIVE STEREOTYPES WHEN COMPARING WOMEN TO MEN Work-life balancePerson-organization fitPerson-job fitNomination for promotionIn-role performanceCaring responsibilities


GENERATE FEMALE EMPOWERMENTAccelerate women’s leadership within the organizationBring more women-owned concerns into the supply chain Stay committed to sustainability initiatives


MAKE WOMEN HAPPIER AT WORKOffer flexible schedulesPartner with your Employee Assistance ProgramProvide or enhance work-life programsProvide concierge perksConduct training and seminarsProvide access to online support groupsOffer mentorship programsEnhance time off policiesOffer wellness programs


INTERVENTIONSNon-tokenistic affirmative action policies Active mentoring programs Group-based consciousness-raising

Case study A

Case study B

Case study C

Case study A

Conclusion & Questions

Conclusion

SummaryQuestions

women at work and the glass ceiling june 2011

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