Post on 25-Dec-2015
transcript
Retaining Talented Women on a Global Scale
Moderator: Jennifer Brown, PresidentJennifer Brown Consulting, LLC
Consulting Team with training, consulting, and coaching expertise
10 years specializing in Leadership, Communication Skills, and Diversity in the Workplace
Corporate and non-profit clients; variety of industries
The importance of life stages: women are impacted globally by personal and family life changes such as children in the home, responsibilities for aging parents, etc.
The importance of supportive managers: supportive managers rather than mentors crucial for retention and advancement of women.
(From a recent study entitled “Women in a Global Workforce”, done by Sharmila Rudrappa at University of Texas at Austin’s Center for Women’s and Gender Studies, regarding feedback from a summit sponsored by Dell and Diversity Best Practices)
Two Key Aspects for Women
Recruiting talent: Factors for the recruitment of women
•76% look for good compensation and benefits packages•58% look for strong market positions for the company•51% look for opportunities for challenging work•44% look for opportunities for women to advance•42% look to identify with company values
Retaining and advancing women workers: Factors for retaining women after they are part of your organization
•63% Supportive Managers•54% Supportive Networks outside the workplace•50% Flexible work hours, job share, ability to work from home or work part-time•42% Commitment to diversity and culture•40% Access to challenging assignments
Recruitment and Retention Factors
Obstacles to advancement and retention•Obligation to family (Asians looked to extended family and hired help; other women sought flexible hours)•Perception of women’s obligations outside the company•Perceptions of womens’ capabilities•Stereotyping•“Being unwilling to relocate hurts my advancement”
Reasons for leaving the workforce•Personal/family obligations•Excessive work hours hindered familial obligations (particularly for American women)•Personal choice to stay home and be a wife, mother•Inadequate salary compensations•Forced choice to stay at home to be a wife, mother
Obstacles, and Reasons for Leaving
•Perceptions on Position, Culture, and Career
•Differences in particular between Asian women and other regions in importance of career and access to career advice. They had a higher response rate in being willing to relocate to a global assignment, especially compared to women in North America and Europe.
•Networking groups
•Even though 31% of the women said that their companies sponsored a women’s network, only 53% of them took part in these networks.
Additional Points of Note
Attracting, Developing and Retaining
Talented Women on a Global Scale
Monica DiazMerck - Diversity Director, Global Constituency Groups & Work Environment
October 29, 2008 2:15 – 3:35 pm
Mary TatarianIBM - Global Dependent Care, Work/Life Fund & Life Works Program Manager\
Vera ChotaIBM - North America Leader, Workforce Partners
• The world's largest technology innovation company, offering software, hardware and services in areas ranging from mainframe computers to nanotechnology
• A leader in work/life programs, dating back to the 1950s
• Approximately 386,000 employees in 170 countries
• Over 40% of IBM global employees work virtually
• 72% of IBM global women executives are moms
IBM’s Reality: The Current Environment
• 43% of global population has less than 5 years of service
• 19% of global workforce joined IBM via acquisition or outsourcing arrangements
• Continued growth in EO legislation – 69 of the 73 countries in which we operate have
anti-discrimination laws … and the number is growing!
• Employees at every level are increasingly interacting with customers and colleagues in other countries/time zones– Globally Integrated Enterprise
1975: 50%+ revenue from outside the US
1985: 50%+ employees outside the US
2006: India has the second largest IBM population
Why should business be concerned about developing women leaders?
It makes good business sense:• Extends the portfolio of skills at the top of
the organization• Provides female role models and mentors• Creates an organization that is reflective
of its customer base
*2004 Catalyst study, The Bottom Line: Connecting Corporate Performance and Gender Diversity
It drives business results:Companies with the highest representation of women on their senior management teams had*:
•35% higher Return on Equity
•34% higher Total Return to Shareholders
•42% higher Return on Sales
IBM’s Advancement of Women Strategy
Input on Barriers
DevelopStrategies
Measure Results
- Encourage girls- Recruit the best talent- Mentor / Network- Formalize the process
- identify- grow the talent
. Challenge the system
. Surveys
. Focus Groups
. Roundtables
How Does IBM Develop Women?
1. Enhance the pipeline Encourage girls to be engineers Recruit the best talent
2. Make women feel welcome Women’s networks Women’s programs
3. Support their growth throughout their career Identify talent and make it a formal process Formal and informal programs to grow talent Aggressive mentoring and career development
programs
4. Challenge the system
5. Measure results
Filling the Pipeline with Women Technical Leaders
EX.I.T.E.
WIT Chapters
Take Your Children to
Work DayIntroduce a
Girl to Engineering
GlobalMarathon
External Partnerships (SWE, WITI, MentorNet)
Recruiting Events
Mentoring
WIT Subnets
ConferencesWebinarsClasses
Top TalentWomen’s Technical
Leadership Forum
Outreach
Recruiting
Development & Retention
WIT Campus Liaisons
Women’s Communities
Women’sCouncils
Proportional representation across all levels Enhance the technical, professional and personal development of
women in IBM Facilitate IBM's commitment to the advancement of women Create a vision for women as future leaders Successes:
– Networking events• Top Talent …. “How to have your cake and eat it too!”• Taking the StageTM series• Women’s Speaker Series• Women’s Communities• Mindset Workshops• Roundtables/Town Halls/Panels• Social Events
– Communications• Executive updates• Newsletters• Web sites• On-line communities
– Women’s Conferences
Focus on inclusion … all women, at all levels, across IBM -- regardless of their definition of success
IBM’s Women’s Councils
NE &SW IOT: Seeds for Development
Brazil: Advancement ofWomen Town Hall
NE & SW IOT: PwD Academic Partnerships
Hungary: Inspiring Talented Roma Students, The Hungarian Business Leaders Forum
Japan: Career Development For Women Engineers
UK: Career Development for 14-15 Year Old Black and Asian Students
GBS: Diversity Fusion
SWG: Super Women’s Group
IBM Global Winning Plays
India: Winspiration ‘08 South Africa,
Slovakia & Vietnam: Ex.I.T.E. Camps
US: Focus on Black Talent
• Merck is a global research-driven pharmaceutical company dedicated to putting patients first.
• Established in 1891, Merck has a long-standing tradition of developing innovative new medicines and vaccines to improve the health and well-being of patients around the world.
• Merck also strives to improve the world’s health through programs that help ensure patients have access to our products.
“We try never to forget that medicine is for the people. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear. How can we bring the best of medicine to each and every person? We cannot rest until the way has been found with our help to bring our finest achievements to everyone.”
- George W. Merck, 1950
Our Case for Change
• Nearly 60,000 employees; half ex-U.S.
• 70% of U.S. population is white – an increasingly multicultural market
• Merck products are sold in over 150 countries
• Market growth is faster outside the U.S., and multicultural in nature
• 5,000 employees (mostly U.S.)
• Ex-U.S. employees – unknown
• U.S.A. Population was 89.5% white, 10% black
• Merck operated in 21 countries, but primary focus was on U.S.
Merck in 1950
Merck in 2008
The Business Imperative
• Women are entering the medical and professional health care community in record numbers
• Women can be patients, but in most cases, they are also stewards of family health and wellness decisions - making most pharmaceutical decisions
• Demographic trends suggest that the need for flexibility is greater for women and is likely to grow in the future
• Merck’s workforce is young – close to three-fourths of the total workforce under the age of 45
• Most of our female employees are mothers
• The family situations of Merck workers, the nature of work and the size of the Merck workforce in locations around the globe vary dramatically
Our Customers
Our Employees
Employee Resource Groups
The Approach
AsianBlack
Differently Able
Generational
Lesbian / Gay/ Bisexual /
Transgender
Inter-Faith
Latino/Hispanic
Native/Indigenous
Women
Men
Global Constituency Groups
Multi-cultural and Multi-dimensional Women
as part of the model
What else Merck does to Develop Women?
• Make the attraction, retention and motivation of superior talent an integral part of how we measure the success of our leaders
• Focus on women’s needs and identified barriers for career progression (i.e.: Mentoring, Flexible work arrangements, etc.)
• Leverage external opportunities for networking and development (i.e.: Working Mother events)
• Monitor progress through employee engagement and culture surveys
The Outcomes
• Continuously improved the number of women in key roles
– Currently, global female representation at the senior manager level (typically within two reporting levels of our CEO) is 29%; our target is to reach 36% by 2012
• Women are being fully developed and engaged, as vital leaders in the most important aspects of our business
• Merck Women Network (MWN) - one of Merck’s largest and most active organizations is the with roughly 1,300 active members across the United States
• Women Global Constituency Group (WGCG) – made global recommendations to Executive Committee in November 2007, on key areas of talent development and customer engagement
IBMIBMMerckMerck Your Your CompanyCompany
Most relevant programs / initiatives in attracting, developing and retaining women
Representation: Focus on Senior Leadership PositionsFormal Mentoring to support development of women leaders
Flexible Work Arrangements for all employees, globally
What is different?
Not a new “what”, but a different “how”:
- Multi-cultural & Multi-dimensional
- Business Alignment
- Senior Sponsorship - Voice of globally diverse leaders
Global women’sadvancement
Formal and informal mentoring programs for women
Flexible Work Options
IBM Global Work/Life Fund
IBM Corporate Service Corps
5-Minute Drills
Global Jams/Surveys
Global Opportunity Marketplace