women at work february 2013
DESCRIPTION
Half day open training event held in Toronto.TRANSCRIPT
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Women in the workplace of 2013
by Toronto Training and HR
February 2013
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Contents3-4 Introduction to Toronto Training and HR5-6 A business case for gender diversity7-8 Competencies9-10 Motivators11-12 Different beliefs13-14 Foundational strengths15-16 Going from good to great17-18 What should senior management focus on19-20 Scaling up21-22 Embedding transformation23-25 Gender diversity success26-27 Being a powerful champion28-29 Advancing women30-32 A Polish perspective33-34 Becoming a board member35-36 Advice for aspiring Presidents37-38 Numbers, numbers, numbers…39-40 The double bind41-43 Organizational barriers and inhibitors44-47 Individual barriers and inhibitors48-49 Work still to do…50-51 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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A business case for gender diversity
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A business case for gender diversity
• Overcome skills shortages• Respond to increasingly
diverse markets• Increase creativity and
innovation• Increase employee
engagement• Reduce attrition of talent• Mitigate legal and
reputational costs
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Competencies
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Competencies• Mid-level leader• Business unit leader• Senior executive
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Motivators
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Motivators• Responsibility for others
and the unit• Influence on organization
direction• Performance-based culture• Personal accomplishment• Friendly workplace• Stimulating, challenging
work
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Different beliefs
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Different beliefs• Women just ARE pettier
than men• Women in positions of
power are just Queen Bees• You can’t have it all!• Women face similar
obstacles/opportunities on their journeys up the corporate ladder
• To focus on our differences is divisive
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Foundational strengths
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Foundational strengths• Robust work ethic• Persistence in obtaining
feedback• Results orientation• Team leadership• Resilience
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Going from good to great
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Going from good to great• Hands-on leadership,
starting at the top• Diversity leadership with
clout• Pervasive sponsorship• Robust talent
management• Strong accountability
supported by data
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What should senior management focus on
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What should senior management focus on
• Declare gender diversity a business imperative
• Build awareness of the business case
• Introduce performance dialogues
• Develop a strong data set and inventory of practices and policies
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Scaling up
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Scaling up• Drive the management
focus down to the front line
• Focus on helping women gain broad line experience early on
• Recognize champions meaningfully
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Embedding transformation
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Embedding transformation• Role model at the top• Invest in leadership
development• Hardwire the shift
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Gender diversity success
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Gender diversity success 1 of 2MEASURES• A starting position that
reflects the talent• Better odds of promotion• More women at the top• Women in the line
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Gender diversity success 2 of 2MEASURES• ‘Fat’ funnels• Steady pipes
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Being a powerful champion
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Being a powerful champion• Stop colluding!• Invest• Develop a learning partner• Make it personal
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Advancing women
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Advancing women• Societal level• Organizational level• Individual level
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A Polish perspective
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A Polish perspective 1 of 2• Quotas are not the answer• The glass ceiling is not the
issue it once was• Confidence is critical• Women have several clear
advantages over men• Women have a more
balanced attitude to risk• Work and family-an age
old dilemma• Do women need to be
better than men to get to the topPage 31
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A Polish perspective 2 of 2FINDINGS• Quotas are not the right
solution• Hesitation; women can be
the own worst enemies• The importance of
networking…and team building
• Being better than men• The glass ceiling• Cultural impact• The future
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Becoming a board member
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Becoming a board member• International experience• Market leader experience• Exposure to social and
digital media• Courage and good
judgement• Financial acumen• Experience of operational
leadership
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Advice for aspiring Presidents
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Advice for aspiring Presidents• Attitude• Professional knowledge• Self-promotion• Private life
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Numbers, numbers, numbers…
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Numbers, numbers, numbers…• Barriers to career
advancement• Career management• Flexible work schedules• Slowed careers• Work-life balance• Spouses with full-time jobs• Career growth• Career advice• Career path• Levels of dissatisfaction
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The double bind
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The double bind • A contradiction for women
in positions of power• He and she• Masculine style and
feminine style• The double bind as
distraction
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Organizational barriers and inhibitors
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Organizational barriers and inhibitors 1 of 2
• Poor succession planning policies and practices
• No clear employer brand proposition
• Lack of transparency/biased promotion and talent processes
• Narrow definition of effective leadership
• Fixed thinking on what is required
• No targets for female representation and diversity
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Organizational barriers and inhibitors 2 of 2
ADDRESSING THESE• A broad strategy• Leadership and
sponsorship• Analysis and assessment• HR policies and processes• Development programs
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Individual barriers and inhibitors
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Individual barriers and inhibitors
1 of 3• Individual leadership and management capability
• Transparency in talent management and progression
• Work/life challenges
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Individual barriers and inhibitors
2 of 3WHAT WOMEN CAN DO• Recognize and play to your
strengths as leaders• Build a personal brand• Consistently deliver• Face challenges and
difficulties• Think laterally about
international experience and mobility
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Individual barriers and inhibitors
3 of 3WHAT WOMEN CAN DO• Find an appropriate
mentor/s• Network with influential
people• Signal willingness to take
on high profile and stretching opportunities
• Project an aura of confidence
• Get free from ‘double burden’ syndrome
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Work still to do…
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Work still to do…• Gender pay gap • Societal stereotypes• Implicit gender biases
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Conclusion and questions
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Conclusion and questions
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