WOMEN LEADERS
“In our experience, lots of companies are trying to embrace
the benefits of f lexible working, for example. What’s interesting for us is where and how f lexibility is being created. At mid- career, often where people start families, there is a lot of guilt associated with f lexible working. How do we break down the assumptions, and how do we change the way we do things? “I think we will need to see three types of change here
going forward in the expectations of employers, women, and people with caring responsibilities, whether it’s for children or parents.”
Releasing the squeezed middle Data suggests that any progress being made on f lexibility and representation is sector-specific and mostly happening in larger companies. Possibly thanks to government initiatives and consultations with employers in certain sectors, such as those most represented in the FTSE100, like financial services and technology, there has been a definite focus on the top, with positive results. “My concern is that there seems to be an overemphasis
on senior leadership and less on ensuring a strong and equal internal pipeline to the top levels for women,” said Julia Howes. “Until there is this, I am concerned about progress going forward. “In the financial services sector, there is a high termination
rate at the top. There just aren’t enough women with the right skills and experience to continue to make progress. It will be a roller coaster until this happens. “Talking to clients, it’s not because women are turning their
backs on senior leadership roles because of culture or pay. It’s because there is a shortage of women with these skills in such a heavily regulated sector. Appointments have to be approved by the regulator. The industry is very focused on getting this right, but a focus on the top has created a very hot market for individuals.”
Mobility’s role At Mercer, the question is very much how to engage women in the middle and encourage women at the early stages of their careers. “We are concerned about how women in the middle
can accelerate their careers,” said Julia Howes. “For some companies, that is a business move or an international move. From a gender-profile point of view, these opportunities are still very much skewed to men. These are the steps men seem to take to add the variety of experience they need to their CV and to progress to the top of organisations.” How, then, can mobility professionals play their part in
building a robust and gender-diverse talent pipeline? “Apart from management training and involvement,” Ms
Howes said, “I would say that, at middle levels and beyond, coaching and sponsorship are very important. At junior levels, they’re less important. Career advancement is more about performance and tenure. But beyond that, you really do need coaching and sponsorship. “In terms of how to get everybody to engage, I know I am
biased, but it really is by looking at the data. When Women Thrive is like putting up a mirror, and it makes people realise the extent of the issue. “Training for managers, in isolation, is good. But what
really makes the difference is using data to ref lect what is going on in organisations. “Here, at every board meeting, our directors, as part of the
standard dashboard of data, look at our female representation and diversity data. It takes the emotion out of the issue, and they can see in aggregate what is happening in the business.
Facts into action “Gender equality is a very emotive subject, particularly around internal promotions. It’s very sensitive, but with the data, we can all see very quickly and take rational decisions based on that data,” said Julia Howes. “Progressive organisations are going
further and recognising as part of the wider piece around individualised and tailored approaches to pay, reward and recruitment, employer brand and engagement, that women have unique health and financial wellbeing needs. “These are now being brought to
the fore, with companies offering more tailored programmes that are agile and accelerate women’s progress through the pipeline.” The theme of 2017’s International
Women’s Day was Be Bold For Change for a more gender-inclusive world. With the data and insights now available to us, we all have the information and facts to deliver those bold changes.
Relocate’s Global Mobility Toolkit includes a Business Case Principles – Key Diversity Issues factsheet and a Gender Diversity research summary. See
relocateglobal.com
28 | Re:locate | Spring 2017
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