UNC Leadership Survey 2012: Women in Business

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1 UNC Leadership Survey 2012: Women in Business Quantitative Report UNC Kenan-Flagler Business School Executive Development 2013

2 Table of Contents Introduction 3 How to Read This Report 4 Key Findings 5 Section A: Current Organizational Climate 8 Section B: Development of Women Leaders 14 Section C: Demographics 27 UNC Kenan-Flagler Business School 36 UNC Executive Development 37 Contact Information 38 2

3 Objectives This study was conducted to gain feedback from senior business leaders on: The development, career progress, work/life balance, mentoring, and organizational support for women in the workplace; The current presence of women in leadership roles; The effectiveness of recruiting, retaining, and developing women executives; The importance of key performance metrics and how women leaders perform in these areas; and Perceived barriers to the advancement of women into leadership roles. Introduction Methodology The questionnaire was developed by Percept Research and the University of North Carolina Kenan-Flagler Business School. The survey was administered via a web survey hosted by Percept Research. Percept Research processed all completed questionnaires, tabulated data, and developed graphical presentation of results. Segmentation This report provides comparative analysis of the following segments of interest. All questions displayed in this report were mandatory with the following number (N) of completed interviews. *Response Rate calculation does not take into account s returned as undeliverable or out of office Fielding Overview Fielding Started: 02/07/2012 Fielding Completed: 02/24/2012 3

4 How to Read this Report Bar Charts Overall ratings and data are presented in bar charts as means. Unless otherwise noted, all responses are based on a 0-5 scale. Typically 0-1 is considered a poor rating while 4-5 is considered a high rating based on a 0-5 scale. Response options are displayed in order of decreasing mean rating for easier interpretation in the bar charts. Verbatim Document The Verbatim Document displays all other (specify) questions and openended questions. The qualitative responses are presented without spelling or grammatical correction to preserve original intent. Graphical Report Segmentation is based on results to survey questions: Male vs. Female: categorization based on response to question C1 What is your gender? Talent Development Managers vs. Non Talent Development Managers: categorization based on response to question C5 Are you in a talent development function (e.g., HR, leadership development, human capital) in your organization? Title: categorization based on response to question C4 Which of the following best describes your title in your company? 4

5 Key Findings Respondents perceive a positive trend in the number of women holding senior leadership positions (see slide 9). Approximately half (48%) stated the number has increased over the past five years while believe it has decreased. There is a correlation between level in organization and perception of the increase of women in leadership positions. Sixty percent of C-Suite Executives reported an increase over the last five years compared to 38% of Managers. When asked how the number of women holding senior leadership positions will change in the next five years the answers become less clear. While 4 of respondents believe the number will increase, 28% believe it will stay the same, and 3 don t know if it will decrease, increase, or stay the same (slide 10). Men have a more positive outlook than their female counterparts. Nearly two-thirds (65%) of male respondents believe the number of women in leadership positions has increased over the past 5 years and 57% believe the number will continue to increase over the next 5 years. This is significantly higher than the 44% and 36%, respectively, reported by female respondents. 5

6 Key Findings Only eleven percent of respondents believe their organizations are extremely effective in recruiting women executives while fourteen percent stated their companies were not at all effective (slide 11). The more senior the respondent the more positive the view on their company s recruiting efforts. Over half (53%) of C-Suite Executives selected extremely or moderately effective compared to 28% of Managers. It should be noted that the majority of C-Suite Executives in this study were female (69%), so the gender and title comparisons can be viewed separately. Once women achieve these senior levels, companies are doing an effective job with retention. Fifty-seven percent of respondents believe their companies are extremely effective or moderately effective in retaining women executives (slide 12). Men believe their companies are more effective in retaining woman than women. While 73% of men believe their company is extremely or moderately effective only 52% of women feel similarly. 6

7 Key Findings Companies continue to create an organizational climate that is doing a moderate job in its support of the development of women s leaders. Over one-third (38%) of the respondents indicated the organizational climate at their companies moderately encourage the development of women leaders (slide14). This is similar to the 2010 Study by Mercer that found 43% of their respondents stating the same level of support (from their 2010 Women s Leadership Development Survey ). Slightly more respondents in the current study selected to a small extent (28%) than to a great extent (22%). As with the previous findings, men and C-Suite Executives have a more positive opinion of the support systems available to women executives. Comparative analysis of public to private companies and company size did not yield any actionable statistical differences. 7

8 Section A: Current Organizational Climate How has the number of women holding senior leadership positions in your company changed in the past 5 years? (A1) Males Females Total Talent Dev Non Talent Dev % 7% Decreased 36% 34% 27% Stayed the same 65% 48% 44% Increased 1% 3% 2% Don t know Overall, respondents indicated the number of women holding senior leadership positions within their company has increased over the past five years. Gender: Significantly more men (65%) than women (44%) indicated an increase in the number of women holding leadership positions within a company in the past five years. Title: Slightly more C-Suite Executives (6) felt senior leadership positions held by women has increased over the past five years compared to respondents holding other titles % 14% 17% 17% 13% Decreased 35% 34% Stayed the same 48% 5 Increased 6 52% 48% 48% 39% 34% 37% 38% 29% 32% 3% 2% Don t know C-Suite Exec VP Director Manager Other Decreased Stayed the same Increased Don t know 3% 5% 2%

9 Section A: Current Organizational Climate How will the number of women holding senior leadership positions in your company change in the next 5 years? (A2) 10 Males Females Total 10 Public Private % % 33% 29% 28% 3 22% 1% 2% 2% Decrease Stay the same Increase Don t know 4 41% 4 31% 33% 25% 27% 1% 3% Decrease Stay the same Increase Don t know Overall, respondents predict positive changes with the number of women holding senior leadership positions increasing within the next 5 years. Gender: Men (57%) had a significantly stronger outlook on the future of women holding leadership positions within a company compared to women (36%). Title: Vice Presidents felt the most optimistic in terms of women holding senior leadership positions within their company in the next 5 years. Results are similar for respondents working in publicly owned and privately owned companies % C-Suite Exec VP Director Manager Other 51% 42% 36% 37% 38% 39% 33% 33% 33% 26% 28% 24% 27% 21% 22% 2% 2% 1% Decrease Stay the same Increase Don t know 9

10 Section A: Current Organizational Climate Extremely effective 17% 9% 11% Moderately effective 36% 24% 26% 24% Somewhat effective 26% 26% 11% Males Slightly effective 18% Females Not at all effective 7% 16% 14% Total Don t know 5% 5% 5% How effective is your company in recruiting women executives? (A3) Extremely effective 1 11% Moderately effective Somewhat effective Slightly effective Not at all effective Don t know 5% 5% 27% 24% 25% 26% Talent Dev 18% Non Talent Dev 13% Overall, these findings indicate that there remains a significant need for more effective recruitment strategies for women executives. Gender: Males believe their companies are more effective in recruiting woman than females. While 53% of men believe their company is extremely or moderately effective only 33% of women feel similar. Title: There is a correlation between management level and belief in effectiveness of recruiting. Over half (53%) of C-Suite Executives stated extremely or moderately effective compared to 28% among managers. C-Suite Exec VP Director Manager Other Extremely effective 18% 12% 8% 6% 13% Moderately effective 35% 22% 28% 22% 21% Somewhat effective 23% 26% 28% 27% Slightly effective 11% 22% 24% 23% Not at all effective 6% 14% 16% 22% 8% Don t know 6% 4% 4% 6% 7% 10

11 Section A: Current Organizational Climate How effective is your company in retaining women executives? (A4) Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective Don t know 7% 1% 6% 5% 4% 3% 3% 35% 22% 25% 38% 3 32% 23% 22% 13% Males Females Total Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective Don t know 26% 22% 33% 29% 23% 11% 18% 5% 6% 2% 5% Talent Dev Non Talent Dev Overall, these findings indicate that companies are doing an effective job in retaining women executives. Gender: Males believe their companies are more effective in retaining woman than females. While 73% of men believe their company is extremely or moderately effective only 52% of women feel similar. Title: As with recruiting, there is a correlation between management level and belief in effectiveness of retention. Over two-thirds (68%) of C-Suite Executives stated extremely or moderately effective compared to 44% among managers. C-Suite Exec VP Director Manager Other Extremely effective 39% 3 23% 14% 25% Moderately effective 29% 32% 33% 3 3 Somewhat effective 18% 21% 22% 23% 24% Slightly effective 1 12% 14% 18% 11% Not at all effective 2% 3% 5% 11% 4% Don t know 2% 2% 3% 4% 7% 11

12 Section A: Current Organizational Climate How effective is your company in the development of women executives? (A5) Extremely effective 6% 8% Moderately effective 37% 27% 29% 25% Somewhat effective 24% 24% Males Slightly effective 22% Females Not at all effective 4% 19% 16% Total Don t know 3% 2% 2% Extremely effective 8% 7% Moderately effective 3 27% Somewhat effective 25% 23% Talent Dev Slightly effective 21% 19% Non Talent Dev Not at all effective 14% Don t know 1% 4% Men (52%) and C-Suite Executives (49%) feel their company has been extremely or moderately effective in the development of women executives. Note that Managers (26%), Non Talent Development respondents (), and a significant portion of women (19%) rated their company as not at all effective in developing women executives compared to other groups. C-Suite Exec VP Director Manager Other Extremely effective 11% 7% 7% 7% 8% Moderately effective 38% 31% 27% 23% 31% Somewhat effective 22% 26% 28% 18% 24% Slightly effective 18% 19% 21% 23% Not at all effective 8% 14% 26% 18% Don t know 3% 2% 2% 2% 4% 12

13 Section A: Current Organizational Climate How well does the organizational climate at your company encourage the development of women leaders? (A6) 12% 1 2% Not at all 12% 32% 28% To a small extent Males Females Total 45% 37% 38% To a moderate extent 39% 22% 19% To a great extent Overall, these findings indicate that companies are doing a moderate job at creating an organizational climate that encourages the development of women leaders. Gender: Not surprisingly, women have a more tempered outlook on the development of women executives compared to men. Women are more likely to select to a small extent than to a great extent. Title: Individuals within the higher levels organization are more likely to give their company higher marks in the development of women leaders. 3% 1% 1% Don t know % 11% Not at all C-Suite Talent Dev 27% 31% To a small extent Non Talent Dev 4 34% To a moderate extent 23% 21% To a great extent 1% 3% Don t know Exec VP Director Manager Other Not at all 6% 1 9% 14% 7% To a small extent 17% 29% 3 34% 26% To a moderate extent 41% 37% 38% 37% 39% To a great extent 35% 23% 22% 13% 25% Don t know 2% 1% 3% 2% 13

14 Section B: Development of Women Leaders How important is the development of women leaders on your company s strategic agenda? (B1) % 1% 2% Top 3 strategic agenda item 25% 27% 23% 23% 16% 18% Top 10 strategic agenda item Males Females Total On the strategic agenda, but not near the top 31% 52% 48% Not on the strategic agenda Overall, nearly half (48%) of respondents indicated that the development of women leaders within their company was not on the strategic agenda. Very few respondents rated the development of women leaders as a top 3 strategic agenda item. Gender: A significantly higher percentage of women (52%) felt the development of women leaders was not a part of their organization s strategic agenda compared to men (31%). 1 8% 9% Don t Know % 1% Top 3 strategic agenda item Top 3 strategic agenda item Top 10 strategic agenda item On the strategic agenda, but not near the top Not on the strategic agenda Don t Know 19% Talent Dev Top 10 strategic agenda item 5% 2% 2% 1% 1% 1% 4% 9% 11% 22% 19% 16% 17% 14% 21% 27% 24% 23% 19% 23% 25% On the strategic agenda, but not near the top Non Talent Dev 46% 51% 48% 49% 49% 43% 53% Not on the strategic agenda 7% 12% Don t Know C-Suite Exec VP Manager Director Other 14

15 Section B: Development of Women Leaders Which of the following best describes your company s approach to the development of women leaders? (B2) Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other No initiatives or programs targeted to the needs of women leaders 46% % 48% 42% 45% % Offer some initiatives or programs 29% 37% 27% 3 26% 29% 33% 27% 23% 36% Offer a specific leadership program for women 1 17% 8% 1 8% 8% 9% 1 1 8% Plan to offer some activities or programs within the next 12 months 6% 4% 6% 6% 5% 5% 7% 7% 6% 4% Don t know 4% 7% 4% 3% 9% 5% 1% 2% 8% 8% Other (please specify) 5% 4% 5% 5% 4% 1 5% 4% 3% 5% Overall, the majority of respondents across all groups felt their organization had no initiatives in place to aid in developing women leaders and few plans in developing activities within the next 12 months. Significantly more women (5) than men (3) indicated there were no initiatives or programs to develop women. Of the 39% of respondents that stated there were initiatives or programs for women, a significantly lower percentage believe there is a specific leadership program (1) versus some initiatives or programs (29%). This takeaway box refers to findings from question B3 on the next slide. One half (5) of respondent companies have deployed flexible work arrangements within the last three years to identify, assess, retain and development women leaders. Other highlyselected options include programs to encourage female networking and role models, mentoring of junior women, and CEO & senior executive oversight of gender diversity efforts. Conversely, approximately one quarter of companies (23%) have not undertaken any efforts for women leaders. 15

16 Section B: Development of Women Leaders In the past 3 years, which efforts, if any, has your company undertaken to identify, assess, retain, and develop women leaders? Please select all that apply. (B3) Total Males Females Talent Dev Talent Dev C-Suite Exec VP Director Manager Other Flexible working arrangements 5 55% 49% 52% 47% 61% 49% 5 42% 51% Non Programs to encourage female networking and role models Encouragement for senior executives to mentor junior women Oversight by CEO and the executive team of gender diversity efforts Assessing indicators of the company s performance in hiring, retaining, promoting, and developing women Support programs and facilities to help reconcile work and family life Performance evaluation systems that neutralize the impact of parental leaves or flexible work 38% 51% 35% 4 33% 42% 4 38% 33% 4 31% 46% 27% 33% 27% 45% 33% 3 24% 25% 25% 32% 24% 28% 19% 29% 32% 23% 22% 18% 24% 33% 22% 28% 17% 28% 25% 23% 24% 23% 34% 23% 23% 31% 23% 22% 16% 29% 18% 3 14% 25% 21% 16% 14% 21% Skill-building programs developed specifically at women 13% 22% 11% 14% 12% 13% 11% 1 Programs to smooth transitions before, during, and after parental leaves Inclusion of gender diversity indicators in executives performance reviews 11% 22% 8% 12% 8% 19% 1 7% 8% 17% 11% 8% 11% 1 12% 13% 7% 13% 12% Gender-specific coaching programs 6% 12% 5% 7% 4% 11% 5% 6% 3% 4% Gender quotas in hiring, retaining, promoting, or developing women Systematic requirement that at least one female candidate be in each promotion pool 6% 11% 5% 6% 5% 4% 6% 5% 6% 8% 5% 8% 4% 5% 5% 5% 4% 5% 2% 6% Other 4% 4% 4% 4% 3% 5% 4% 4% 4% 5% No efforts undertaken for women leaders 23% 14% 25% 22% 27% 18% 23% 22% 29% 23% 16

17 Section B: Development of Women Leaders 10 If you have leadership programs for women in your organization, how effective are they? (B4) Males Females Total 10 Talent Dev Non Talent Dev % 1% Not at all effective 7% 1 9% Slightly effective 21% 23% 16% 17% 11% 13% Somewhat effective Moderately effective 5% 3% 3% Extremely effective 45% 6 57% Do not have leadership programs for women 6 4 3% Not at all effective 1 7% Slightly effective 22% 14% 13% 13% Somewhat effective Moderately effective 3% 3% Extremely effective 59% 52% Do not have leadership programs for women Overall, the majority of respondents stated that their organizations do not have leadership programs for women. This was a consistent trend across all segments. Of those that do have programs, they are most likely to be considered somewhat effective. C-Suite Exec VP Director Manager Other Not at all effective 1% 1% 2% 3% Slightly effective 8% 1 11% 7% 8% Somewhat effective 17% 18% 16% 16% Moderately effective 17% 14% % Extremely effective 5% 4% 3% 2% 3% Do not have leadership programs for women 52% 56% 59% 62% 47% 17

18 Section B: Development of Women Leaders What are the biggest perceived barriers, if any, preventing women from advancing to the top management of your company? Please select up to 3 barriers. (B5) Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other Lack of executive sponsor or mentor 37% 22% 41% 37% 37% 42% 39% 41% 36% Absence of women role models 29% 21% 31% 3 27% 16% 3 26% 39% 3 Women not being in the pipeline long enough 27% 29% 26% 28% 24% 3 28% 27% 28% 18% Lack of significant general management/line experience 25% 23% 26% 25% 25% 25% 3 24% 24% 23% Exclusion from informal communication networks 21% 8% 24% 23% 9% 28% 21% 22% 19% Requirement of a high level of availability for top management Lack of pro-family policies or support services (e.g., childcare, telecommuting) 7% 17% 14% 16% 13% 14% 17% 13% 14% 11% 5% 13% 13% 9% 4% 9% 12% 17% 13% Other (please specify) 13% 13% 13% 12% 12% 14% 11% 14% No barriers exist at my company 16% 31% 13% 16% 16% 27% 13% 16% 11% 21% Only 16% of respondents believe there are no barriers at their company. Significantly more men (31%) than women (13%) believe there are no barriers preventing women from advancing. Significantly more C-Suite Executives (27%) than lower level respondents (VP 13%, Director 16%, Manager 11%) perceive no barriers to advancement. 18

19 Section B: Development of Women Leaders Please rate the current state of your organization s talent pool for the following women leadership roles. (B6) (Poor [1] = very small pool of women available for leadership roles, Excellent [5] = large pool of women available for leadership roles) 5 Males Females Total 5 Talent Dev Non Talent Dev Manager Senior Leader (VP, Director) C-Suite Exec 0 Manager Senior Leader (VP, Director) C-Suite Exec Respondents rated the talent pool for women managers within their organization the highest across the roles (Senior Leader and C-Suite). These ratings, however, are still only slightly above the midpoint. Overall, respondents gave poor ratings for having a small pool of women available for C- Suite roles within the company. Respondents of both public and private companies gave significantly higher ratings for having a larger manager talent pool compared to other leadership roles. C-Suite Exec Senior leader (VP, Director) Manager Private Public 19

20 Section B: Development of Women Leaders How would you rate your company s performance on the following efforts to develop women leaders? (B7) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other Retaining women once they reach leadership levels Retaining women so that they reach leadership levels Having enough women in the leadership pipeline Having work-life programs that attract and retain women Accelerating the development of women with earlycareer high potential Having women develop the full range of skills necessary for a senior leadership position All attributes are rated below the midpoint. Respondents do not believe their company is doing an effective job on any of these attributes. Title: The higher the level in the company, the higher the rating of company performance on these attributes. Gender: Men give significantly higher ratings than women. 20

21 Section B: Development of Women Leaders How important are the following personal leadership competencies to business success? (B9) [5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important] Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other Communicating effectively Creating a culture of accountability and performance Building effective teams Being adaptive Developing others Leveraging diversity Communicating effectively, creating a culture of accountability and performance, building effective teams, and being adaptive are all rated as very important across all segments. The remaining two attributes, developing others and leveraging diversity, are rated as important. Men and women ranked the attributes in the same order of importance. Talent Development Managers ranked the attributes in the same order of importance as respondents not in Talent Development roles. 21

22 Section B: Development of Women Leaders How do women leaders in your organization perform on the following personal leadership competencies? (B10) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other Communicating effectively Being adaptive Creating a culture of accountability and performance Building effective teams Developing others Leveraging diversity Leveraging diversity, developing others, being adaptive, communicating effectively and building effective teams are all rated as excellent across all segments. The remaining attribute, creating a culture of accountability and performance, are rated as very good. Men gave women leaders in their organizations similar or slightly higher ratings than women on all attributes. Talent Development Managers gave women leaders similar or slightly higher ratings than non Talent Development Managers on all attributes. 22

23 Section B: Development of Women Leaders How important are the following organizational leadership competencies to business success? (B11) [5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important] Executing a strategy Making decisions Managing change Solving problems Formulating a strategy Leading innovation Males Females Total Executing a strategy Making decisions Managing change Solving problems Formulating a strategy Leading innovation Talent Dev Non Talent Dev All attributes were rated as very important by respondents. There are no significant difference between segments. C-Suite Exec VP Director Manager Other Executing a strategy Making decisions Managing change Solving problems Formulating a strategy Leading innovation

24 Section B: Development of Women Leaders How do women leaders in your organization perform on the following organizational leadership competencies?(b12) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] Solving problems Making decisions Executing a strategy Managing change Formulating a strategy Leading innovation Males Females Total Solving problems Making decisions Executing a strategy Managing change Formulating a strategy Leading innovation Talent Dev Non Talent Dev Only one attribute, Solving problems, received a rating of very good or excellent. Title: The higher the level of the individual, the higher the ratings on the performance of women leaders. While the differences are not significant, the trend is present. C-Suite Exec VP Director Manager Other Solving problems Making decisions Executing a strategy Managing change Formulating a strategy Leading innovation

25 Section B: Development of Women Leaders What is the percentage of women in the C-suite officers of your company (i.e., CEO, CFO, COO, CLO, CIO, CTO, CMO, etc.)? (B13) What is the percentage of women in the upper management of your company (i.e. vice-presidents, managers, directors, etc.)? (B14) % Percentage of women in the C-suite officers of your company Talent Dev Males Females Total 27% 26% 26% Percentage of women in the upper management of your company Non Talent Dev 10 The general consensus of respondents is that there is a small percentage of women in C-Suite positions in their company. The percentage of women is upper management is significantly higher, but still around 1 in 4. Title: As expected, C-Suite Executives indicated significantly higher management levels of women in the C-Suite. There is a weak correlation between level in the company and percentage of women in upper management. C-Suite Exec VP Director Manager Other % Percentage of women in the C-suite officers of your company 27% 24% Percentage of women in the upper management of your company 4 29% 14% 13% 9% 17% Percentage of women in the C-suite officers of your company 33% 26% 26% 19% 31% Percentage of women in the upper management of your company 25

26 Section B: Development of Women Leaders How would you rate the current economic performance of your company? (B15) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] 10 Males Females Total 10 8 Talent Dev Non Talent Dev % 26% 26% 35% 33% 28% 28% 24% 24% 14% 13% 13% 2% 3% 2% Poor Fair Good Very good Excellent 4 36% 3 25% 28% 27% 23% 13% 13% 2% 3% Poor Fair Good Very good Excellent Overall, the findings suggest that the current economic performance of respondent companies is very positive. Vice Presidents gave the highest rating for the current economic performance of their organization. 26

27 Section C: Demographics What is your gender? (C1) Male Female % 77% % 23% Talent Dev Non Talent Dev Male Female % 79% 84% 86% 81% % 21% 16% 14% 19% C-Suite Exec VP Director Manager Other 27

28 Section C: Demographics What is your age? (C2) 50.4 Age (Years) Males Females Total Age (Years) Talent Dev Non Talent Dev Age (Years) C-Suite Exec VP Director Manager Other

29 Section C: Demographics What is the highest level of education you have achieved? (C3) 10 Males Females Total 10 Talent Dev Non Talent Dev % 35% 29% 52% 48% 49% % 38% 52% 43% 3% 3% 3% 3% 2% 2% Some college Assoc. or technical degree Bachelor s degree Master s degree 11% 1 1 Doctorate / PHD 3% 2% 1% 4% Some college Assoc. or technical degree Bachelor s degree Master s degree 9% 12% Doctorate / PHD 10 8 C-Suite Exec VP Director Manager Other % 48% 5 51% 39% 4 43% 37% 32% 32% 4% 2% 4% 2% 2% 1% 1% 4% 5% Some college Assoc. or technical degree 14% 8% 7% 3% Bachelor s degree Master s degree Doctorate / PHD 29

30 Section C: Demographics Which of the following best describes your title in your company? (C4) 10 8 Males Females Total % 32% 23% 25% 28% 22% 22% 12% 14% 22% 9% 9% 9% C-Suite Exec Vice President Director Manager Other 10 Talent Dev Non Talent Dev % 16% 36% 22% 25% 27% 22% 18% 7% C-Suite Exec Vice President Director Manager Other 30

31 Section C: Demographics Are you in a talent development function (e.g., HR, leadership development, human capital) in your organization? (C5) 38% No 3 32% Males Yes 62% 7 Females Total 68% No Yes 26% 28% 35% 35% % 65% 74% 72% C-Suite Exec VP Director Manager Other

32 Section C: Demographics What is the estimated the annual gross revenue for your company? Please indicate in U.S. dollars and include sales for the entire company/organization. (C6) Don t know/not sure 6% 9% 8% 19% More than $5 billion 21% 21% 33% $1-$5 billion 29% 3 23% $101-$999 million 23% 23% 8% Males $11-$100 million 8% 8% 3% Females $5-$10 million 2% 3% Total 4% Less than $5 million 2% 3% 3% Non-profit or not-for-profit 6% 5% More than $5 billion 21% $1-$5 billion 3 28% $101-$999 million 23% 22% $11-$100 million 8% Talent Dev 9% Non Talent Dev $5-$10 million 3% 2% Less than $5 million 2% 4% Non-profit or not-for-profit 6% 4% C-Suite Exec VP Director Manager Other Non-profit or not-for-profit 3% 3% 8% 4% 5% Less than $5 million 9% 3% 2% 1% $5-$10 million 2% 2% 2% 5% 1% $11-$100 million 9% 4% 7% 9% 14% $101-$999 million 3 25% 23% 16% $1-$5 billion 36% 35% 3 21% 3 More than $5 billion 7% 27% 21% 25% 14% 32

33 Section C: Demographics How many employees work for your company? (C7) 10,000 employees or more 31% 31% 31% 5,001 to 9,999 employees 14% 2,501 to 5,000 employees 13% 16% 1,001 to 2,500 employees Males 16% 16% Females 501 to 1,000 employees 9% 9% 9% Total Less than 500 employees 16% 13% 13% ,000 employees or more 3 32% 5,001 to 9,999 employees 13% 2,501 to 5,000 employees 12% 17% 1,001 to 2,500 employees 501 to 1,000 employees Non Talent Dev 16% 11% Talent Dev 8% Less than 500 employees 17% 11% % 39% 10,000 employees or more 31% 28% 31% 12% 5,001 to 9,999 employees 17% 12% C-Suite Exec 17% 2,501 to 5,000 employees 13% 17% VP 18% 13% Director 1,001 to 2,500 employees 18% 13% Manager 7% 6% 501 to 1,000 employees 9% 11% Other 14% 24% 11% Less than 500 employees 12% 11% 13%

34 What type of company? (C8) Section C: Demographics Private 45% 42% 43% Private 42% 43% Public 55% 58% 57% Males Females Total Public 58% 57% Talent Dev Non Talent Dev Private 32% 42% 42% 44% 58% Other Manager Public 42% 58% 58% 56% 68% Director VP C-Suite Exec

35 Section C: Demographics What is your country of residence (C9) [Top 5 mentions] Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other United States 92% 82% 94% 93% 91% 9 93% 94% 92% 87% India 2% 7% 1% 2% 2% 5% 1% 2% 2% 2% Canada 2% 2% 2% 1% 1% 4% 2% 1% 2% Brazil 1% 4% 1% 1% 2% 1% 1% 1% China 1% 1% 1% 1% 1% 2% 2% 35

36 UNC Kenan-Flagler Business School The University of North Carolina at Chapel Hill, the nation s first state university, is a leader in educational excellence, consistently ranking among the top five best public universities. UNC s Kenan-Flagler Business School is ranked among the top 20 in the United States for executive and full-time MBA programs and provides: Research with business impact from renowned faculty whose work is shaping the future of business Teaching from professors devoted to the growth of knowledge and analytical skills of students and executives Experience and leadership skills gained in a challenging and supportive setting that helps people take career and company success to new levels The University of North Carolina s Kenan-Flagler Business School has delivered customized and open enrollment executive education programs with excellent results for over fifty years to a wide range of organizations. 36

37 UNC Executive Development UNC Executive Development has provided unique learning experiences to create solutions for the business challenges facing our partners and participants. Our approach to program design and delivery teaches the way executives learn most effectively by drawing upon the power of real-world, applicable experiences from our faculty and staff, and integrating the knowledge our participants share about the issues they face with new concepts and business strategies in programs designed to produce practical skills. Clients consistently rank UNC Executive Education in the top 20, citing our partnership approach to program design, teaching effectiveness and customer service. 37

38 Contact Us Any media questions and requests should be directed to Allison Adams: Allison Adams Media Relations Director University of North Carolina's Kenan-Flagler Business School CB 3490 Chapel Hill, NC K e n a n - F l a g l e r B u s i n e s s S c h o o l The University of North Carolina at Chapel Hill C h a p e l Hill, NC www. k e n a n - f l a g l e r. unc. e d u

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