Talent Centric
“Senior women have a
responsibility to be
incredibly visible”
in research by everywoman published in 2016,
while 49% of the global workforce is female,
some 33% of businesses around the world still
have no women in leadership positions.
This same research reveals that 74% of the
network feel inspired through having access to
role models, which Gill agrees is a fundamental
part of making headway on this agenda. “Senior
women have a responsibility to be incredibly
visible and mentor other young women where
they can,” she says.
“If you look at why men get on and get
promoted – it’s often because they put
themselves forward, speak up and network,
which women don’t do as much.”
But she is quick to point out that the emphasis
should not focus on changing women, but rather
hinge on an acknowledgement among leaders
of innate gender behavioural differences and
putting in place mechanisms to support this.
“Leaders need to look at talent and if they’re
81
%
of women say that
access to learning &
development enabled
them to progress
their careers
75%
expect to continue
growing their careers
at their existing
organisations
74%
felt inspired through
having access to
role models
not putting themselves forward, encourage
them and say ‘you are ready – what can we
do to help you?’.”
Which industries are leading the way?
“The technology and banking sectors are
really driving for more women. They know
they must have the balance to reflect their
diverse customer base.”
Take bold steps and risks
with talent
Gill would like to see organisations taking
“bold steps” around gender diversity, and
for others to follow. “Take risks – consider
swapping skill sets around for example.
Often people don’t get to board level unless
they’ve spent years working in all sorts of
countries, but you don’t have to have done
that to bring innate leadership skill to the
business,” she says.
“There are quick wins such as insisting
you get an equal number of men and women
on recruitment shortlists. Put targets in
place to show what you are striving for. Look
at your operational areas and identify where
you can make changes.”
She concludes: “Ultimately, this
is about social, cultural and business
transformation. Ensuring that all talent
is able to come to work, be themselves
and thrive.”
THE EVERYWOMAN MODEL
UNCOVER ROLE MODELS
INVEST IN FEMALE TALENT
STRONGER RETENTION
AND ENGAGEMENT
LEVELS
MAKING GENDER DIVERSITY A REALITY – WHAT DOES BUSINESS NEED?
Leadership commitment
A CEO who is visibly dedicated to achieving gender
parity by investing in female talent is crucial. The
key messages from leadership should focus on
gender parity as critical for strong governance,
effective decision making, satisfied customers,
innovation and profitability, rather than it simply
being a ‘nice to have’ or ‘the right thing to do’.
Initiatives to drive mentoring and
sponsorship across the business
LOWER TURNOVER
GREATER PROFITS
alexandermannsolutions.com
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Pairing women at all levels with more senior
figures who can offer regular guidance as
they progress can have a hugely positive
impact on career paths. Mentoring, whereby
line managers hold open conversations about
their employees’ goals and ambitions, and
sponsorship, whereby senior executives
sponsor a talented female in lower ranks, are
equally important in fostering a culture in which
development of women becomes the norm.
A solid business case
Demonstrating a clear return on investment is a
critical factor for gaining buy-in across the board
and measuring ongoing success.
Source: Retaining and Advancing Women
in Business, A model for Success –
everywoman, 2016