Meeting with Sir Gus O’Donnell

20TH September 2005

SENIOR WOMEN’S SENIOR WOMEN’S NETWORK VIEWSNETWORK VIEWS

HEADLINES

1. We stack up well: but some other sectors stack up better

2. At current rate, more than 10 years to reach 50:50 – is it good enough?

3. Bad things are happening (though not all women sign up to these)

4. Bad practical things seem to affect ‘junior’ SCS/ feeder grade women

5. Bad cultural things suggest a glass ceiling at PB3/PS level

6. Good ideas have emerged to sort this; and they will achieve better business outcomes – better-managed companies have diverse boards; address trust in Government?

Senior Civil Service Statistics April 2005

Source: SCS Database, Personnel Statistics, Cabinet Office, April 2005 (Unpublished)*SCS paybands exclude some Civil Servants who work at a senior level e.g. senior diplomatic and military personnel

Women 30.3 %

Women 25 %

Women 27.7 %

Women 19.7 %

Women 29.1 %

Men 69.7 %

Men 75 % Men

72.3 %

Men 80.3 % Men

70.9 %

*

Women 8.3 %

Men 91.7 %

Women’s representation in the public & voluntary sectors

Women make up:

45.4% of chief executives of voluntary organisations 38.6% of public appointments (non-exec appointments) 27.7% of health service chief executives 25.5% of Civil Service top 600 management posts 16.9% of trade union general secretaries or equivalent 16.7% of heads of selected professional bodies 12.4% of local authority chief executives 10% of FTSE 100 Directorships, but only 4% Executive Directors‡

8.3% of top judges (high court judge & above)

Source: Facts about Women & Men in Great Britain (EOC), 2005‡ The female FTSE report, Cranfield University, 2004

Diversity: Senior Civil Service (projected forecast)

*Assuming SCS numbers remain constantSource: Civil Service Statistics, Cabinet Office 2005 (Unpublished)

If we achieve the 2008 target and maintain the trajectory it will

take until 2011 to get 50:50

If we continue as we are now, it will take until 2017 to reach

50:50

Some bad things for women at work:• “Warrior”/ inflexible culture at the top• Long working hours• Top jobs aren’t really open - are selection panels looking for just one

type?

Some bad attitudes for women at work:• Women don’t necessarily put themselves forward or ‘sell’ themselves

at interviews• Poor appreciation of different styles to their own – people judged by

their style, not by their delivery• Little readiness to adapt operations/jobs to take into account

colleagues’ domestic responsibilities• The “alpha” female – they join the “club” and don’t act as good role

models for other women

A bad future?• Good people are opting out…..• Good women are often knocked back by the prevailing culture at

PS/DG levels

WHAT’S BAD?

Different Cultures: Masculine/Feminine

GOOD KING

Static Masculine

INFORM

PRAISE

REASSURE

BUILD TRUST

GREAT MOTHER

Static Feminine

Precise

Deliberate

Economical

Methodical

Analytical

Practical

Details

Questioning

Objectives

Informative

Authoritative

Trust

Support

Responsive

Helpful

Receptive

Encouraging

Empathy

Sharing

Relaxed

Building

Relationship

& Warmth

INSPIRE

SELL

WARRIOR

Dynamic Masculine

Quick

Confident

Persuasive

Forceful

Competitive

Strong Willed

Inspiring

CREATE

CHANGE

MEDICINE WOMAN

Dynamic Feminine

Enthusiastic

Creative

Imaginative

Demonstrative

Persuasive

Dynamic

Adaptable

Animated

Experimental

“Sparky”

Inspired

CHANGES

Quick fix:• Use imminent Permanent Secretary appointments to get the best

people for the job and to signal intent • Implement career interviews for women at Director General level and

high potential PB2s; and provide support to those individuals that prepares them for the next step

• Improve selection panel arrangements so that no one leadership style/career pattern is favoured; train male panel members and put more female members on the board

• Make some appointments without competitions?• And if all this doesn’t work, import external talent to work with internal

talent to change the culture.

Real challenge for lasting change:• Make a reality of a more rounded leadership model so that the more

feminine cultures have parity of value; and women can be their authentic selves and get on