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1 INSPIRING WOMEN: CORPORATE BEST PRACTICE IN EUROPE ELISABETH KELAN LEHMAN BROTHERS CENTRE FOR WOMEN IN BUSINESS. LONDON BUSINESS SCHOOL

2 ELISABETH KELAN Forma parte del equipo de investigación del centro internacional Lehman Brothers Centre for Women in Business de la London Business School. Este centro desarrolla programas dirigidos a mejorar y potenciar el liderazgo de las mujeres directivas. Entre las empresas a las que se ofrecen estos servicios encontramos compañías internacionales como Nortel, Kraft, Philips, Hewlett Packard o Unilever. También es coautora, junto con Lynda Gratton, de documentos como Innovative Potencial Men and Women in Teams o Inspiring Women: Corporate Best Practice in Europe. Por último, cabe destacar que posee su propia consultaría -Athena associates- que asesora en temas de género y management

3 Inspiring Women: Corporate Best Practice in Europe

4 Corporate Best Practice in Europe / The Experience of 61 Organisations The organisations we studied By industry Industry Sector Automotive B2B Biotech Consulting Education Energy Financial Services Financial Services (Audit) FMCG Insurance Media Creative Law Manufacturing Not for Profit Property Public Sector Publishing Retail Technology Telco Transport Utility Companies Daimler Chrysler; Volkswagen; Volvo Cars Cargill GSK Biologicals Accenture; PA Consulting London Business School Shell; TOTAL AIB; Barclays; DSM; Fortis Bank; Lehman Brothers; Lloyds; London Stock Exchange; Merrill Lynch; Nomura; Société Générale; Standard Chartered Bank BDO Stoy Hayward; Ernst & Young; KPMG; PwC Coca Cola; L Oréal; Sara Lee AXA PPP; AXA Ireland; Swiss Re Reuters; Royal Opera House;?What if!; WPP Allen & Overy; Denton Wilde Sapte; White & Case Corning Dyslexia Action; International Trade Centre Jones Lang Lasalle CAA; Govt: GCHQ, GSI; Police: Met (London) Transport Economist; Pearson; Penguin Tesco Fujitsu; Hewlett Packard; IBM; Microsoft; Symantec BT; Nortel; Orange; Swisscom Prologis; Transport for London Royal Mail

5 Corporate Best Practice in Europe / The Experience of 61 Organisations What is it these organisations focus on with regard to women? The Four Waves of Intervention Measurement & Reporting Enabling women to be wives, mothers & carers Creating supportive networks Preparing women to be leaders

6 Corporate Best Practice in Europe / The Experience of 61 Organisations The Four Waves Wave 1 Measurement & Reporting Representation at different levels of management Targets and accountability Uptake of flexible work options Wave 2 Enabling women to be wives, Work-family responsiveness mothers & carers Flexible work options Leave programmes Re-entry programmes Wave 3 Creating supportive networks Mentoring Coaching Formal networking programmes Wave 4 Preparing women to be leaders Training Talent management Stretch assignments Lead important projects Lead business critical projects Overseas assignments

7 Corporate Best Practice in Europe / The Experience of 61 Organisations Wave 1 Measurement & Reporting Examples of current activity Recruitment, induction and progression Demographics on women in managerial roles Targets and accountability of senior managers Reporting 23% Targets: Shortlist women for senior roles 16% Targets: Senior Executive gender ratios 59% Women turnover rates Experience Actuals 66% Measuring salary differences between men and women 72% Measuring proportion of women at key job levels

8 Corporate Best Practice in Europe / The Experience of 61 Organisations Wave 2 Enabling women to be wives, mothers & carers Examples of current activity Work-family responsiveness Flexible work options Leave programmes Re-entry programmes Reporting Having access 89% Flexible working Experience Actuals 0-10% Flexible working Manager (43%) 95% Part time working Less than 20% Part time Manager & Senior Executive (80%) 77% Job share 0-10% Job share Manager (65%)

9 Corporate Best Practice in Europe / The Experience of 61 Organisations Wave 3 Creating supportive networks Examples of current activity Induction networking Formal networks Reporting Having access 66% Support network within company Experience Actuals 78% Within: Induction networking Men & Women 64% Support network outside company 76% Within & outside: Women s networks

10 Corporate Best Practice in Europe / The Experience of 61 Organisations Wave 4 Preparing women to be leaders Examples of current activity Stretch assignments Involved in / leading important or business critical projects Overseas assignments Reporting Having access 36% Policy Women leading business critical projects Experience Actuals Less than 20% Women: Leading business critical projects (43%) 7% Targets Number of women on business critical projects Less than 20% Women: Leading important projects (52%) 2% Targets Number of women on overseas assignments Less than 10% On overseas assignments (52%)

11 Corporate Best Practice in Europe / The Experience of 61 Organisations What are organisations measuring and targeting? 30% 27% 25% 23% 22% 20% 18% 15% 16% 10% 10% 7% 5% 3% 2% 2% 0 Senior Exec roles Shortlists for senior roles Rep on Exec board Graduate recruitment Gender ratios Perf targets for Senior Exec Participating in internal training Leading important projects In business critical projects On overseas assignments Participating in external training

12 Innovative Potential: Men and Women in Teams

13 Innovative Potential: Men and Women in Teams / Bi-annual Forum Profile: Participating organisations Our study comprises 21 cross-sector organisations ranging in size and maturity, featuring: More than 100 teams surveyed 60+ teams complete responses Over 850 survey respondents 17 countries spanned globally Specifications for teams were: i. Knowledge-based workers ii. Either virtual or centrally located iii. Worked together for minimum 3 months iv. Under direction of project leader

14 Innovative Potential: Men and Women in Teams / Bi-annual Forum Participating companies By industry Industry Sector Automotive B2B Biotech Consulting Education Financial Services Financial Services (Audit) FMCG Insurance Manufacturing Media Technology Telco Companies Volvo Cars Cargill GSK Biologicals Accenture; IBM Consulting London Business School AIB; Fortis Bank; Lehman Brothers; Lloyds; Société Générale BDO Stoy Hayward; KPMG L Oréal AXA PPP; AXA Ireland Corning Reuters Symantec Nortel; Orange

15 Innovative Potential: Men and Women in Teams / Bi-annual Forum Are Men from Mars and Women from Venus? We looked at possible differences in a wide variety of individual criteria at work NO significant differences between industry sectors NO significant differences between Men and Women The Individual Criteria we studied: Self-confidence Personal initiative Sensitivity to others views Positive mood Negative mood Inclusiveness Life satisfaction Career satisfaction Perceptions of task significance Organisational commitment Intention to leave

16 Innovative Potential: Men and Women in Teams / Bi-annual Forum Planet Earth 1 We did find differences in what happens out of work Key Findings Team Members: At Home Women Men Men Team Members earn more than their Partners Income More than my Partner 33% 69% Income Less than my Partner 31% 11% Women Team Members carry most of the domestic burden at home Most domestic labour By me 47% 14% Most domestic labour By my partner 6% 44%

17 Innovative Potential: Men and Women in Teams / Bi-annual Forum Planet Earth 2 Men and Women Team Leaders showed differences in our sample, in their Life Experiences at Home Key Findings Team Leaders: Life Experience Women Men Women Team Leaders are less likely to have children Without Children 52% 4% Men Team Leaders are more likely to have younger children Youngest Child in Pre-School 23% 46% Women Team Leaders are six times more likely to carry the domestic burden Most domestic labour By me 31% 5% Men Team Leaders earn more than their Partners Income More than my Partner 65% 96%

18 Innovative Potential: Men and Women in Teams / Bi-annual Forum Innovative Potential What Drives Innovation? Boundary Spanning Psychological Safety Self-Confidence Knowledge Transfer Experimentation Task Performance Innovation

19 Innovative Potential: Men and Women in Teams / Bi-annual Forum We Studied Teams with Different Proportions of Men and Women 100 Teams with Different proportions of Men and Women Percentage of Women in Teams Percentage of Men in Teams

20 Innovative Potential: Men and Women in Teams / Bi-annual Forum Proportions of Men and Women in Teams Psychological Safety Psychological safety is optimal with 50:50 proportions of Men and Women 4,50 Member Psychologically Safe Comm. Climate 4,00 3,50 3,00 2,50 R Sq Quadratic = 0,042 0,000 0,200 0,400 0,600 0,800 1,000 Proportion of Women

21 Innovative Potential: Men and Women in Teams / Bi-annual Forum Proportions of Men and Women in Teams Self-confidence Self-confidence of team members is optimal with 60:40 proportions of Women and Men 4,75 4,50 Member Mean Self Confidence 4,25 4,00 3,75 3,50 R Sq Quadratic = 0,111 0,000 0,200 0,400 0,600 0,800 1,000 Proportion of Women

22 Innovative Potential: Men and Women in Teams / Bi-annual Forum Proportions of Men and Women in Teams Experimentation Experimentation is optimal with 50:50 proportions of Men and Women 5,00 4,50 Leader Team Experimentation 4,00 3,50 3,00 2,50 2,00 R Sq Quadratic = 0,114 0,000 0,200 0,400 0,600 0,800 1,000 Proportion of Women

23 Innovative Potential: Men and Women in Teams / Bi-annual Forum Proportions of Men and Women in Teams Efficiency Efficiency is optimal with 50:50 proportions of Men and Women 5,00 Leader Value Appropriation 4,00 3,00 2,00 1,00 R Sq Quadratic = 0,088 0,000 0,200 0,400 0,600 0,800 1,000 Proportion of Women

24 Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you? Jebens Design and London Business School Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you?

25 Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you? Pink Mobile Phones Emergence of pinked up technology Lady Geek research shows that only 9% of women like pink mobile phones By not creating consumer technology which women would buy, 600 million are lost per year in the UK alone Saatchi & Saatchi and Ladygeek.org.uk

26 Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you? Organisational Pitfalls Assumption: women want flexible working Our research found that only 48% of female leaders have children 96% of the male leaders are fathers and they experience a higher spill over from work to life and vice versa Many - not just working mothers - would like to use flexible working options Assumption: women do not want a career Women narrate their careers as being a result of coincidence, serendipity and luck Men narrate their careers as rationally planned action Double bind when it comes to negotiation and promotion

27 Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you? What are Gender Stereotypes? Gender stereotypes are commonly held beliefs about men and women as mutually exclusive groups Descriptive (how men and women are) and prescriptive (how men and women are supposed to be) Conscious and unconscious categorisation of people to simplify complex reality Strong beliefs in gender difference BUT few differences hold up under analysis (e.g. throwing objects)

28 Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you? Why are Gender Stereotypes Problematic? Stereotype threat The risk of proving the stereotype right This has detrimental affects on performance Stereotypes construct reality and leave alternative explanations out of sight Mompreneurs instead of changing organisations

29 Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you? The Iceberg Stereotypes are like an iceberg Gender stereotypes are often invisible and unconscious The importance of turning the unconscious conscious

30 Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you? Changing Gender Stereotypes Make gender stereotypes visible Bring stereotypes from the unconscious to conscious level Stereotype reactance: performing better when the stereotype is flagged up Reprogram stereotypes Attach different meanings Role models Question assumptions Focus on aspects you can change Change takes time

31 Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women and men. Do you? Contact Details Dr Elisabeth Kelan Website and Newsletter: