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Causes of turnover among women of colour Roles for Senior leaders

Advancing women in business organizations Mattis. Causes of turnover among women of colour Roles for Senior leaders Behaviours of Front-line managers. Organizational Initiatives & Women of Colour’s Turnover Intentions. Those who intended to stay described their companies as

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Causes of turnover among women of colour Roles for Senior leaders

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  1. Advancing women in business organizations Mattis • Causes of turnover among women of colour • Roles for Senior leaders • Behaviours of Front-line managers

  2. Organizational Initiatives & Women of Colour’s Turnover Intentions Those who intended to stay described their companies as • Appreciative of cultural differences • Requiring few adjustments to fit in • Addressing subtle gender bias • Addressing subtle racism • Respectful of people of different cultural backgrounds • Having targeted hiring practices to increase diversity • Being a supportive environment for women of colour • Having managers with adequate diversity training • Promoting women of colour to senior leadership positions Catalyst 98; 98 studies

  3. Key Barriers to Advancement for Women of Colour • Not having an influential mentor/sponsor • Lacking informal networks with influential colleagues • Lacking company role models of the same ethnic group • Lacking high visibility assignments

  4. Managerial behaviours & Women of Colour’s Turnover Intentions • Those who intended to stay described their managers are described as • Providing opportunities for visibility • Explaining/interpreting organizational politics • Mapping out clear developmental goals for direct reports

  5. Roles for Senior Leaders • Develop & communicate business case • Provide resources for benchmarking • Build commitment, ownership, sponsorship for action • Establish accountability • Provide strategic direction • Sponsor women for leadership positions • Initiate succession planning processes

  6. How Senior leaders can Develop & Communicate the Business Case • Explain how recruiting women fully uses external & internal talent pool • Identify the cost of the turnover of high potential or performing women • Explain why company should reflect marketplace (e.g., bec it contains significant number of women buyers) • Identify costs of not complying w/regulations & of litigation

  7. How Senior leaders can Develop & Communicate the Business Case • Explain how company can increase its competitive edge via external benchmarking • Explain and identify how company can improve its relations with stakeholders (e.g., shareholders, employees, communities, etc.) • Develop company-specific business case • Identify personal advantages of diversity for employees

  8. How Senior Leaders can Conduct Internal Benchmarking • Identify current rates of recruitment, retention, advancement for men & women • Develop long and short-term goals for improvement of recruitment, retention & advancement • Measure progress toward goals See also Cox ch 4

  9. How Senior Leaders can Conduct External Benchmarking • Identify appropriate comparison companies • Collect, analyze & evaluate data from comparison company • Determine fit between own and comparison company before replicating a best practice • Tailor & implement selected initiatives, assign accountability for monitoring results, evaluate & modify based on outcomes & needs • BMO example is VD or MD? See also Cox ch 4

  10. How Senior Leaders can build Commitment for action • Define roles & accountabilities for all senior leaders • Link rewards to diversity performance • Link successful recruitment & training of women to key business priorities • Make each company executive accountable for one key component of diversity initiative

  11. How Senior Leaders can Establish Accountability • Clarify diversity-related roles for each employee • Appoint HR person in charge of diversity with direct reporting relationship to CEO (see also Cox) • Establish diversity goals for business units & individual managers

  12. How Senior Leaders can Establish Accountability • Focus on diversity-related outcomes when conducting performance reviews (e.g., rates of turnover, promotion & hiring) • Link diversity-related performance to incentives • Educate managers on business case, monitoring of results, goals they are held accountable for

  13. Roles for Senior Level Leaders • Develop & communicate business case • Provide resources for benchmarking • Build commitment, ownership, sponsorship for action • Establish accountability • Provide strategic direction • Sponsor women for leadership positions • Initiate succession planning processes

  14. How Senior Leaders can provide Strategic Direction • Identify a systemic intervention that • Most immediate & visible change • Impact other systems affecting women’s advancement & retention • Possible systems to change • Career practices • Workplace practices & culture • Work-life practices (e.g., Baxter) • Market practices • Identify financial and staff resources for change

  15. How Senior Leaders can Sponsor Women for Leadership Positions • Sponsors are leaders who enable movement of others through the ranks of the organization through leaders’ power & influence • Sponsors are needed for • Powerful positions in organizations • Membership/chairs of important committees

  16. How Senior Leaders can initiate Succession Planning Processes • Move high potential candidates through different areas of the organization (via mentors/coaches) to • Allow learning about the business • Establish networks promoting their retention • Provide support to enable risk-taking

  17. How Senior Leaders can initiate Succession Planning Processes • Enable people to self-identify an interest in moving up/across organization • Have performance monitoring systems that identify those with leadership, initiative, skills for developmental assignments & promotions

  18. Advancing women in business organizations Mattis • Causes of turnover among women • Roles for Senior leaders • Develop & communicate business case • Provide resources for benchmarking • Build commitment, ownership, sponsorship for action • Establish accountability • Provide strategic direction • Sponsor women for leadership positions • Initiate succession planning processes • Behaviours of Front-line managers

  19. Roles for Managers • Communicate verbally & non-verbally to reinforce diversity initiatives • Managers influence access to • Feedback • Coaching • Insider information on organizational politics • Informal networks • Developmental opportunities • High visibility assignments on task forces/committees • Behave in ways to reinforce diversity initiatives

  20. Behaviors for Managers • Request at least 2 women to be on every list of potential candidates for a vacancy/promotion • Intervene in meetings where others’ behaviors interrupt/stifle women’s contributions • Assign a proportional representation of women on projects/task forces/committees • Include executive women in hiring/promotion interviews

  21. Behaviors for Managers • Organize two social events/ per year where women can participate comfortably • Encourage additional training for 2/3rds of female direct reports who have “plateaued” • Join a committee or professional org where manager is minority

  22. Behaviors for Managers • Become a diversity-thought leader • Annual attendance on diversity workshops/events • Find woman coach/mentor outside company to discuss gender-related issues • Cover a diversity-related topic at every employee meeting • Convene/participate in brainstorming sessions w/direct reports/peers to identify concrete things a person can do to bring equality to women

  23. Behaviors for Managers • Initiate an annual gender-issues meting w/female direct reports separate from performance review to discuss barriers to advancement • Have zero tolerance for overt discrimination, inappropriate behavior or inappropriate entertainment venues • Send clear & frequent messages re: personal commitment to corporate diversity initiative

  24. Behaviors for Managers • When providing performance feedback to women direct reports, discuss career path in organization • Shift focus from current performance to next position in organization, • Identify needed to be done to move to that position • Promote women on the bases of potential for that next position • Instead of focusing on demonstrated performance of responsibilities of that position

  25. To advance women in organizations • Senior Leaders and Managers have unique and shared roles • Managers have additional responsibility of displaying diversity-related behaviors to

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