ELISABETH KELAN .

INSPIRING WOMEN: CORPORATE BEST PRACTICE IN
EUROPE
ELISABETH KELAN
LEHMAN BROTHERS CENTRE FOR WOMEN IN BUSINESS.
LONDON BUSINESS SCHOOL
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.
http://www.london.edu/womeninbusiness/theteam.html
http://portalcontent.london.edu:8080/faculty/search.do?uid=ekelan
http://www.elisabeth-kelan.net/
Inspiring Women:
Corporate Best Practice in Europe
Corporate Best Practice in Europe / The Experience of 61 Organisations
The organisations we studied By industry
Industry Sector
Companies
Automotive
Daimler Chrysler; Volkswagen; Volvo Cars
B2B
Cargill
Biotech
GSK Biologicals
Consulting
Accenture; PA Consulting
Education
London Business School
Energy
Shell; TOTAL
Financial ServicesAIB; Barclays; DSM; Fortis Bank; Lehman Brothers; Lloyds; London Stock Exchange;
Merrill Lynch; Nomura; Société Générale; Standard Chartered Bank
Financial Services (Audit) BDO Stoy Hayward; Ernst & Young; KPMG; PwC
FMCG
Coca Cola; L’Oréal; Sara Lee
Insurance
AXA PPP; AXA Ireland; Swiss Re
Media Creative
Reuters; Royal Opera House; ?What if!; WPP
Law
Allen & Overy; Denton Wilde Sapte; White & Case
Manufacturing
Corning
Not for Profit
Dyslexia Action; International Trade Centre
Property
Jones Lang Lasalle
Public Sector
CAA; Govt: GCHQ, GSI; Police: Met (London) Transport
Publishing
Economist; Pearson; Penguin
Retail
Tesco
Technology
Fujitsu; Hewlett Packard; IBM; Microsoft; Symantec
Telco
BT; Nortel; Orange; Swisscom
Transport
Prologis; Transport for London
Utility
Royal Mail
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
1
2
3
1 Measurement & Reporting
2 Enabling women to be wives, mothers & carers
3 Creating supportive networks
4 Preparing women to be leaders
4
Corporate Best Practice in Europe / The Experience of 61 Organisations
The Four Waves
Wave 1
Measurement & Reporting
epresentation at different levels of management
R
argets and accountability
T
ptake of flexible work options
U
Wave 2
Enabling women to be wives,
mothers & carers
ork-family responsiveness
W
lexible work options
F
eave programmes
L
e-entry programmes
R
Wave 3
Creating supportive networks
entoring
M
oaching
C
ormal networking programmes
F
Wave 4
Preparing women to be leaders
raining
T
alent management
T
tretch assignments
S
– Lead important projects
– Lead business critical projects
– Overseas assignments
Corporate Best Practice in Europe / The Experience of 61 Organisations
Wave 1
Measurement & Reporting
Examples of current activity
ecruitment, induction and progression
R
emographics on women in managerial roles
D
argets and accountability of senior managers
T
Reporting
23%
Targets: Shortlist
women for senior roles
16%
Targets: Senior Executive
– gender ratios
Experience
Actuals
66%
Measuring salary differences
between men and women
72%
Measuring proportion of
women at key job levels
59%
Women turnover rates
Corporate Best Practice in Europe / The Experience of 61 Organisations
Wave 2
Enabling women to be wives, mothers & carers
Examples of current activity
ork-family responsiveness
W
Flexible work options
Leave programmes
Re-entry programmes
Reporting
Having access
89%
Flexible working
95%
Part time working
77%
Job share
Experience
Actuals
0-10%
Flexible working Manager (43%)
Less than
20%
Part time Manager &
Senior Executive (80%)
0-10%
Job share Manager
(65%)
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
64%
Support network outside
company
Actuals
78%
Within: Induction networking
– Men & Women
76%
Within & outside:
Women’s networks
Corporate Best Practice in Europe / The Experience of 61 Organisations
Wave 4
Preparing women to be leaders
Examples of current activity
tretch assignments
S
Involved in / leading important or business critical projects
Overseas assignments
Reporting
Having access
36%
Policy – Women leading
business critical projects
7%
Targets – Number of women on
business critical projects
Experience
2%
Targets – Number of
women on overseas
assignments
Actuals
Less than
20%
Women: Leading business critical
projects (43%)
Less than
20%
Women: Leading important
projects (52%)
Less than
10%
On overseas
assignments (52%)
Corporate Best Practice in Europe / The Experience of 61 Organisations
What are organisations measuring and targeting?
30%
27%
25%
23%
22%
20%
18%
16%
15%
10%
10%
7%
5%
3%
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
2%
Participating
in external
training
Innovative Potential:
Men and Women in Teams
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
Over
850
survey respondents
60+
teams complete responses
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
Innovative Potential: Men and Women in Teams / Bi-annual Forum
Participating companies By industry
Industry Sector
Companies
Automotive
Volvo Cars
B2B
Cargill
Biotech
GSK Biologicals
Consulting
Accenture; IBM Consulting
Education London Business School
Financial Services
AIB; Fortis Bank; Lehman Brothers; Lloyds; Société Générale
Financial Services (Audit)
BDO Stoy Hayward; KPMG
FMCG
L’Oréal
Insurance
AXA PPP; AXA Ireland
Manufacturing
Corning
Media Reuters
Technology
Symantec
Telco
Nortel; Orange
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
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
33%
31%
69%
11%
47%
6%
14%
44%
Men Team Members earn more than their Partners
Income – More than my Partner
Income – Less than my Partner Women Team Members carry most of the domestic burden at home
Most domestic labour – By me
Most domestic labour – By my partner
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
52%
4%
23%
46%
31%
5%
65%
96%
Women Team Leaders are less likely to have children
Without Children
Men Team Leaders are more likely to have younger children
Youngest Child in Pre-School
Women Team Leaders are six times more likely to carry the domestic burden
Most domestic labour – By me
Men Team Leaders earn more than their Partners
Income – More than my Partner
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
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
120
Percentage of Women in Teams
100
100
100
80
75
75
60
50
40
25
25
20
0
0
0
Percentage of Men in Teams
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
Member Psychologically Safe Comm. Climate
4,50
4,00
3,50
3,00
R Sq Quadratic = 0,042
2,50
0,000
0,200
0,400
0,600
Proportion of Women
0,800
1,000
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
Member Mean Self Confidence
4,50
4,25
4,00
3,75
R Sq Quadratic = 0,111
3,50
0,000
0,200
0,400
0,600
Proportion of Women
0,800
1,000
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
Leader Team Experimentation
4,50
4,00
3,50
3,00
2,50
R Sq Quadratic = 0,114
2,00
0,000
0,200
0,400
0,600
Proportion of Women
0,800
1,000
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
R Sq Quadratic = 0,088
1,00
0,000
0,200
0,400
0,600
Proportion of Women
0,800
1,000
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?
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
n
Lady Geek research shows that only
9% of women like pink mobile phones
n
By not creating consumer technology
which women would buy, £600 million
are lost per year in the UK alone
n
Saatchi & Saatchi and Ladygeek.org.uk
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
n
96% of the male leaders are fathers and they experience
a higher spill over from work to life and vice versa
n
Many - not just working mothers - would like to use flexible
working options
n
Assumption: women do not want a career
Women narrate their careers as being a result of coincidence,
serendipity and luck
n
Men narrate their careers as rationally planned action
n
Double bind when it comes to negotiation and promotion
n
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
n
n
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
n
BUT few differences hold up under analysis
(e.g. throwing objects)
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
n
The risk of proving the stereotype right
n
This has detrimental affects on performance
Stereotypes construct reality and leave alternative
explanations out of sight
n
‘Mompreneurs’ instead of changing organisations
Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women – and men. Do you?
The Iceberg
n
n
n
Stereotypes are like an iceberg
Gender stereotypes are often invisible
and unconscious
The importance of turning the
unconscious conscious
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
n
n
Bring stereotypes from the unconscious to conscious level
Stereotype reactance: performing better when the
stereotype is flagged up
Reprogram stereotypes
n
Attach different meanings
n
Role models
Question assumptions
n
Focus on aspects you can change
n
Change takes time
Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women – and men. Do you?
Contact Details
Dr Elisabeth Kelan
[email protected]
Website and Newsletter:
www.london.edu/womeninbusiness.html