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2 2 Diversity Insight D espite the best efforts of numerous strategic campaigns, we still see a lack of progress and in fact little or no change at the top of some industries (e.g. construction, engineering, mining). Have attitudes changed towards women in senior roles? Do we genuinely believe that women leaders can make a positive difference? A cynic might question that we appear to say all the right things yet lack the actions required to effect a significant change. We see and hear many chairmen espouse all the right messages to the market, to employees and to shareholders about the commitment to diversity and inclusion within their organisation. And yet, progress remains slow and almost painful in some instances. Women now account for 20.7% of board members in FTSE 100 companies, according to a recent report by Lord Davies. Whilst this may be a significant improvement on the 2011 figure of 12.5%, it is still a long way from gender parity. If we believe statistics and research as well as experience in other countries (e.g, Norway) then a better balanced board will almost certainly deliver better business outcomes, happier clients, engaged employees and of course bigger profits. It’s worth noting that 42 percent of new leaders around the globe are women, according to data from The Global Leadership Forecast 2014/2015 (GLF) from DDI and The Conference Board. Although more women graduate than men and are earning entry-level jobs in fields previously dominated by men, women are still far outnumbered in the ranks of senior leadership. At the same time, the business case for gender diversity has never been stronger. That same global study found that organisations with more women consistently perform better financially. Companies in the bottom 20 percent of financial performance had only 19 percent women in leadership positions; companies in the top 20 percent have 37 percent female leadership. See more here: www.ddiworld.com/DDI/media/blogs /Gender_Diversity_Blog1.jpg If, on the other hand, we dismiss the evidence and continue to recruit and promote in our own image, reject people because they adopt a different style from our own, then quite frankly, nothing will ever change. While 'fit' is very important, the ability to complement and blend with other skill sets is also extremely valuable. The age old argument that women and men working together make for a better business, still appears lost on many people at the top of the business world - and they are not all men in my experience. There is undoubtedly an element of 'well I've made it, why cant you ?' coming from some women in senior positions. On the other hand, we see many many examples of very senior women giving other women a helping hand and the support they need as they face multiple challenges with career progression and advancement. The role of HR Often diversity and inclusion is considered something that 'HR do' which is somewhat difficult to believe in this day and age. Nevertheless,without the right leadership, culture and commitment throughout the business, the best HR function in the world can't make the change that will really make the difference in this space. So what will it take? My hypothesis is that we need to step back, re-evaluate and be very clear about what excellence looks like - for our business and our future aspirations. A re-think about the way we measure potential would be a good start. From early identification right through to leadership development programmes, the criteria that has been used in the past is based on a number of 'masculine traits' such as assertion, aggression, profit before people, delivering the number at all costs rather than a balanced focus on collaboration, communication, team work, nurturing talent which are typically 'feminine traits'. Men are often accused of being too driven, too competitive and too 'tough', while women are often seen as too accommodating, not analytical enough or too 'soft'. I am, of course, citing these extremes to prove a More women at the top? It’s all about the culture! Do we REALLY want women on boards and leading from the top of our organisations - and if so what are we doing to create a supportive and inclusive environment to ensure this happens ?
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