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Half day open training event held in Toronto.
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Women in the workplace of 2013
by Toronto Training and HR
February 2013
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
Page 3
Introduction
Page 4
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
Page 5
A business case for gender diversity
Page 6
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
Page 7
Competencies
Competencies• Mid-level leader• Business unit leader• Senior executive
Page 8
Page 9
Motivators
Motivators• Responsibility for others
and the unit• Influence on organization
direction• Performance-based culture• Personal accomplishment• Friendly workplace• Stimulating, challenging
work
Page 10
Page 11
Different beliefs
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
Page 12
Page 13
Foundational strengths
Foundational strengths• Robust work ethic• Persistence in obtaining
feedback• Results orientation• Team leadership• Resilience
Page 14
Page 15
Going from good to great
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
Page 16
Page 17
What should senior management focus on
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
Page 18
Page 19
Scaling up
Scaling up• Drive the management
focus down to the front line
• Focus on helping women gain broad line experience early on
• Recognize champions meaningfully
Page 20
Page 21
Embedding transformation
Embedding transformation• Role model at the top• Invest in leadership
development• Hardwire the shift
Page 22
Page 23
Gender diversity success
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
Page 24
Gender diversity success 2 of 2MEASURES• ‘Fat’ funnels• Steady pipes
Page 25
Page 26
Being a powerful champion
Being a powerful champion• Stop colluding!• Invest• Develop a learning partner• Make it personal
Page 27
Page 28
Advancing women
Advancing women• Societal level• Organizational level• Individual level
Page 29
Page 30
A Polish perspective
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
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
Page 32
Page 33
Becoming a board member
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
Page 34
Page 35
Advice for aspiring Presidents
Advice for aspiring Presidents• Attitude• Professional knowledge• Self-promotion• Private life
Page 36
Page 37
Numbers, numbers, numbers…
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
Page 38
Page 39
The double bind
The double bind • A contradiction for women
in positions of power• He and she• Masculine style and
feminine style• The double bind as
distraction
Page 40
Page 41
Organizational barriers and inhibitors
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
Page 43
Organizational barriers and inhibitors 2 of 2
ADDRESSING THESE• A broad strategy• Leadership and
sponsorship• Analysis and assessment• HR policies and processes• Development programs
Page 44
Individual barriers and inhibitors
Page 45
Individual barriers and inhibitors
1 of 3• Individual leadership and management capability
• Transparency in talent management and progression
• Work/life challenges
Page 46
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
Page 47
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
Page 48
Work still to do…
Work still to do…• Gender pay gap • Societal stereotypes• Implicit gender biases
Page 49
Page 50
Conclusion and questions
Page 51
Conclusion and questions
SummaryVideosQuestions
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