Pourquoi une gestion sensible au genre ?La plus value des femmes pour l’organisation
par Marc Timmerman, Partner Axiom Consulting Partners
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
LE POURQUOILE RATIONALE
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Une exercice de réflexion
You have a potential product which could be interesting to 50% of the population and raise your number of consumers at least with 20%.
Investments are low to bring it to market, just requires a different way of managing your product portfolio;
No competitors have taken this market share either, but 1/3 of them are thinking of doing it soon;
Multiple and acknowledged studies indicate that you could make your brand recognition even stronger, become more popular as a company and it could lead to a boost of the company’s gross revenues up to 27%;
Studies indicate that there is no big risk attached to moving into this market space. It is a question of being there first.
Would you say “YES” to this ?
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
3 Main Theses
• Leaders will have a difficult time. No more “One Size fits All” OR “Cloning is no longer an option”
• The organisation and the leaders who are not focusing on Diversity & Inclusion make a fatal mistake.
The pool of young white males is drying up.
• The faster you adapt as a Leader, the stronger you and your organization will be.
It will be a competition on Employer Attractiveness and a fight on credibility and against time.
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Report on Equality between women and men, European Commission, 2009
• “An equal participation of women and men in decision-making processes is a democratic and economic necessity.
• In the current economic situation it is all the more important to mobilize all talents.
• This is not the time to waste skills and production potential because of outdated perceptions of women’s and men’s roles and leadership abilities.”
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
The potential effect of increasing women’s employment
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
L’ évolution de la réprésentation de femmesdans les Conseils d’Administration
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
La diversité de genre dans les comités de directionreste très bas
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
L’impact d’une meilleure équilibre
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Changing the inflow & the promotion system is critical
1978
Women university graduates
2010
Women in exec committees
2008
Women university graduates
2040
Women in exec committees
Sweden 61% 17% 64% 18%
France 41% 7% 55% 9%
Spain 32% 6% 60% 11%
Germany 32% 2% 55% 4%
Data Source : McKinsey’s Women Matter 2010
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Des changements pro-actives sont nécessaires
Only 28% of 1500 business leaders consider it a top-10 priority. Changing the promotion system is critical as the increasing
number of women graduates will not be sufficient to close the gender gap in top management.
Women continue to face many barriers on their way to the top. 1 : The “double burden” syndrome 2 : The “anytime, anywhere” performance model 3rd one identified by women : the reticence to advocate for
themselves
Data Source : McKinsey’s Women Matter 2010
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Certain characteristics within a Board increase the chances of
women directors being recruited or promoted.
Boards with a younger chairman, Chairmen with shorter periods of tenure, Boards containing an HR director, Boards with already one woman on them.
Data Source : Penna, “Not the usual suspects”
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
We will need more pain
The only human looking forward to be changed
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
L’IDENTIFICATION DE TALENTSLE RECRUTEMENT ET LES PROMOTIONS
How do most Executives recognize their successors ?
Sources: Organizational Dynamics (1986), Human Resource Management, (1998), National Productivity Review (1989), Journal of Management Development (2003)
Published in “High Potentials : Feiten & Fabels”, Marc Timmerman & Charlotte Sabbe, 2007
• Has a unique perception of occupation
• Is very time conscious
• Shows independence
• Has a high level of commitment
• Has a phenomenal amount of energy
• Shows a vibrant sense of creativity
• Strives for continuous improvement
• Gives sharp remarks
• Shows willpower
• Varying interest in teamwork
• Gives a demanding impression
• Puts the job before everything
• High intelligence
• Has a broad thinking style
• Is part of the dominant coalition
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Initiative Introspection Problem solving
Derailment is often caused by:
• Cold heartedness
• Arrogance
• Self-glorification
Negotiation skills Sensitivity to others
Team builder Strong relationships
Interpersonal skills Good reputation
EQ
Assertiveness Thoughtfulness EnergyEarly
Career
characteristics High performance & IQ
Mid
Career
characteristics
Avoid Creating your own Louis XIV
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
IQ + EQ + LQ + (CQ)
= Top Talent
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Les Compétences critiquesdes Dirigeants du Future
Prof Manfred Kets De Vries (InSead) :
The Leader of the Future has the ability to create a company culture and being the glue of the team:
– Community: creating an environment of mutual support, respect and collaboration– Pleasure: creating employee satisfaction and enthusiasm through stimulating continuous
learning, creativity, excitement and humor– Meaning: providing a meaning for the society as a whole: putting things in perspective
Thus creating the possibility of growing
a Sense of Belonging
Source: EHRF Contact Days in Lugano & The Journal of Human Resource Management (2003)Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
GESTION DE CARRIÈRES
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Methods for Top Talent Identification
Formal processes
Informal processes
Self selection
Line managers
AC/DC
Competency profile
Management reviews
Political networks
Dominant coalition
Corridor discussions
‘Professional’ discussions
Observation
Reactive HR- attitude Proactive HR-attitude
How powerful isthis Dominant Coalition?
How strong is the mass versus the individual?
How much stronger is perception than reality?
Acheter ou Développer vos Talents ?
T
E
S
T
I
N
G
ExperiencedExternal
Influx
Zero-MeasurementPeriodEntry Level
ControlledZigZagManagementPeriod
Junior & Mid Career
Senior MgmtCareerTrack
Top ExecTrack
Final AdmissionAssessment
Senior MgmtDevelopment Centre
Junior MgmtDevelopment Centre
Young Graduate Assessment
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Réflections en changeant d’employeur
• Female Superstars are better than their male counterparts in remaining very succesful when moving to another company.
• Women look for organisations that welcome them as individuals with distinctive styles, personalities, and methods of distinguishing their franchises.
• When joining an organisation, women will consider the apparent attitudes of the hiring manager and the existence of female colleagues and role models. They look at culture, values, atmosphere and tone.
Data Source : HBR, 02/2008, Boris Groysberg
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Women don’t take enough time for their boss
With their leaders
With direct reports
With colleagues
Men 30% 45% 25%Women 15% 70% 15%
Source : Trends June 9TH 2011, Vlerick Research, Katleen De Stobbeleir
La Pré-Sélection de Femmes à haute Potentiel
• Timing of pre-selecting Top Talents is a key factor in diversity management.– Flexible career speeds are a best practice for better gender balance in the leadership
pipeline
• Women spend less time on Internal Networking than men.– Fear that their relationships to male colleagues would be misinterpreted and
therefore damaging their reputation.
• The impact of a ‘dominant coalition’ is high :– What is the gender balance in the inflow of people ?– Are there preselection criteria ?– Are these preselections based on competencies or on a “male” behaviour style?– Is the mastering of male codes the only way to rise through the ranks?– The way “As Is” could oblige ambitious women to imitate “male” behaviour.
• Why are companies not more attuned to the untapped leadership in their ranks?– Reason n°1: Because they haven’t looked for it!
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
CAN WE DETECT DIFFERENCES BETWEEN MEN & WOMEN IN LEADERSHIP POSITIONS ?
HUDSON RESEARCH STUDY 2007
Research methodology
• Hudson’s Business Attitude Questionnaire (BAQ) was used as a basis for this study
• Hudson’s European R&D Centre developed the BAQ based on the widely recognized ‘Big 5’ personality model.
• This questionnaire has been proven through hundreds of assessment and development centres worldwide.
• Sample population:• 65,000 men & women in Europe, Australia, Asia,
and the USA completed the BAQ
• From that number, 591 International executives in senior leadership positions were asked to complete the BAQ
• Of the executives who took part,
152 were women and 439 men
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Male leaders show a more extreme male personality profile
• C-level men score higher on extraversion: leading, persuading and motivating people and, to a certain extent, communicating.
• They also show relatively high scores in decisiveness, result-orientation, strategic approach and autonomy.
• Compared to average men, male leaders score lower on abstract-thinking, helpfulness and meticulousness.
• C-level men show mainly ‘typically’ masculine characteristics, while neglecting the more ‘typically’ feminine aspects.
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Women at the top: a male leadership profile with feminine nuances
• C-level women show a personality that is almost the opposite of women in general.
• Like C-level men, C-level women score very high on extraversion: ability to lead, communication, persuasion and motivation.
• Compared with average women they score lower on conscientiousness: they are less meticulous, rational and, to a certain extent, less organised.
• They do not excel in people orientation, but view themselves as being rather co-operative.
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
C-Level Men and Women: two of a kind?
• Compared to C-Level men, women tend to focus less on immediate results; take the bigger picture into account and take a more autonomous stand. They keep a distance from the concrete details and day-to-day issues, have a conceptual view and appear more open to change.
• They also pay more attention to open communication in the organisation and adopt a more ‘human’ approach with room for co-operation, mutual support and sociability.
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
How women become leaders: from warm to mindful
Younger feminine leaders score higher on altruism: socially confident and people oriented (warmth), but less on openness (mindless), decisiveness and leadership. Their style makes them seen as favourable (warm & mindless)
Senior women focus on openness: abstract thinking, strategic-thinking & open-mindedness (mindful), but less on altruism (cool). Their style makes them seen as both favourable and effective (cool & mindful)
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
• Younger feminine leaders score higher on altruism: people-oriented, helpful and socially confident.
They also are more change oriented and organised than younger male leaders.• Younger male leaders focus more on emotional stability (relaxed, stress-resistant and decisive),
they score more strongly on leading ability and persuasiveness and differentiate themselves by their ambition, result-orientation and strategic thinking.
Young Men and Women leaders (<40 yrs)
Catch 22 ?
• Dominant coalition inside top management committees favours ‘male’ personalities
• The risk of not having a clear identity in the eyes of others puts women in a “double-bind” situation:
If they act like a typical male leader, they are perceived as hard, because their behaviour does not correspond to that generally observed and stereotyped with women
If they act like a typical women, they may be perceived as less effective, because the typically male personality traits are still perceived to be more effective characteristics
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Towards convergence and a better blend for improved Gender Balance and Leadership ?
Women need to develop key leadership traits to get to the top
such as decision making, communication, strategic thinking or
result orientation
Women should also dare to develop their more feminine traits
such as people orientation, altruism and change management
Male leaders should try to develop more feminine leadership traits
and a more participative leadership style more suited for the
modern workplace
Women, better leaders for the future?
• If organisations shift from a more traditional view of leadership to a more participative and democratic view, women should receive more opportunities to obtain and succeed in leadership positions.
• However, in the short term, companies might adopt a short term view that reinforces the hierarchy of men over women in their efforts to succeed during a recession. Not only will this reverse the recent progress of gender equality in business, it might also be to the detriment of the organisation.
• Organisations should determine which business attitudes are most critical for their current and future leaders in relation to their business context and strategy, before deciding which men or women are best suited for the roles.
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
THE OBSTACLES & THE BEST PRACTICES
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Leadership delivering on ‘Promises’ is a KEY differentiator
• The Employer Value Proposition
• One of Our Biggest Challenges on a short term is that we will have to be many different things to many different individuals.
• ‘One Size fits All’ = A dying model !
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Les multiples barrières les plus difficiles
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
“Change is the law for life” JF Kennedy
• 70% of Baby-Boomers & 92% of Gen Y cite “career-life fit” as a top priority
• The Forces driving the changing world of work :– Rise in non-traditional families– Converging expectations of women & men– Flattened hierarchies– Shortage of critical talent– Changing Buying Power– Virtual, connected workplace– Ageing workforce– Evolving needs of generations
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Source : “The Corporate Lattice”, 2010, Cathleen Benko
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Most common gender-balance measures
• 64% : options for flexible working conditions• 56% : Visible monitoring by the CEO and the executive team of the
progress in gender-diversity programs• 55% : Programs to encourage female networking and role models• “CEO commitment and women’s individual development are at the heart
of an effective gender-diversity ecosystem”
Data Source : McKinsey’s Women Matter 2010
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Most effective measures promoting gender diversity focus
• CEO commitment• Individual Development programs :
• Skill-building programs aimed at women• Mentoring
• A Collective enabler :• Performance evaluation systems that neutralize the
impact of parental leaves and flexible work arrangements
Data Source : McKinsey’s Women Matter 2010
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Best Practice initiatives to promote the integration of women
Objectives Initiatives
Measurement, analysis and reporting of gender equality
• Gender balance on recruitment panels• Representation at different levels of management• Career progression• Salary differences• Targets & accountabilities• Uptake of flexible work options
Enabling workers to balance professional and family lives
• Work-Family responsiveness• Flexible work options• Flexible career options• Leave programs• Re-entry programs
Creating supportive networks
• Mentoring• Coaching• Formal network programs
Preparing women to be leaders
• Training• Talent Management• Stretch assignments
Source : adapted from “Inspiring women: Corporate Best practice in Europe”, London Business School, 2007Source : White paper to be published by Marc Timmerman in 2012
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Offering Of Development Practices For Fast Trackers
Top 5 regarding “Perceived Effectiveness” :
1. Starting-up new projects2. Mentoring & Receiving opportunities to make mistakes3. Having a high degree of autonomy4. Having a talented boss5. Learning from talented people
Source : “High Potentials, The Competitive Edge within your Company”, Marc Timmerman & Charlotte Sabbe, 2007
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Preferred Leadership Style
Age Groups All 25-30 31-37 >38
Participation 4.32 4.33 4.31 4.36
Coaching 3.92 4.18 3.77 3.99
Informing 3.81 3.98 3.74 3.8
Interaction 3.26 3.34 3.17 3.38
Participation A leader’s use of team members’ information and input in making decisions
Coaching Educating team members and help them to become self-reliant
Informing A leader’s dissemination of company wide information
Interaction Strong focus on interfacing with the team as a whole
Source : “High Potentials, The Competitive Edge within your Company”, Marc Timmerman & Charlotte Sabbe, 2007
The Functions Of Mentoring
Career Functions :
Sponsorship
Coaching
Protection
Challenging Assignments
Exposure and visibility
Psycho-Social Functions :
Role modeling
Counseling
Acceptance and Confirmation
Friendship
“The most conspicuous difference between star and nonstar women is access to a supportive mentor.”
Source: Mentoring at Work, prof dr Kathy Kram
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Diversité. Et alors ?
Untapped resourcesAccepting the needThe value of differencesEthical FairnessReflecting the market
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
The Smart Companies are now
• Working on Diversity & Inclusion Management• Accessing ‘underutilized’ sources of Talent• With the most common order of speed:
– Gender Balance– Ageing workforce– Cultural diversity– People with a handicap
It is not the strongest of species that survive, nor the most intelligent, but the most responsive to change.
Charles Darwin
Intelligence is the ability to adapt to change.
Stephen Hawking
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
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