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Achieving Gender Equality in Senior Positions: Challenges and Solutions

This article discusses the current state of gender equality in senior positions and explores the challenges faced by women in advancing their careers. It also proposes solutions to address these challenges and achieve better business outcomes through diversity.

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Achieving Gender Equality in Senior Positions: Challenges and Solutions

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  1. SENIOR WOMEN’S NETWORK VIEWS Meeting with Sir Gus O’Donnell 20TH September 2005

  2. HEADLINES • We stack up well: but some other sectors stack up better • At current rate, more than 10 years to reach 50:50 – is it good enough? • Bad things are happening (though not all women sign up to these) • Bad practical things seem to affect ‘junior’ SCS/ feeder grade women • Bad cultural things suggest a glass ceiling at PB3/PS level • Good ideas have emerged to sort this; and they will achieve better businessoutcomes – better-managed companies have diverse boards; address trust in Government?

  3. Men 91.7 % Men 80.3 % Men 75 % Men 69.7 % Men 70.9 % Men 72.3 % EMBARGOED Women 30.3 % Women 29.1 % Women 27.7 % Women 25 % Women 19.7 % Women 8.3 % * Senior Civil Service Statistics April 2005 Source: SCS Database, Personnel Statistics, Cabinet Office, April 2005 (Unpublished) *SCS paybands exclude some Civil Servants who work at a senior level e.g. senior diplomatic and military personnel

  4. Women’s representation in the public & voluntary sectors Women make up: • 45.4% of chief executives of voluntary organisations • 38.6% of public appointments (non-exec appointments) • 27.7% of health service chief executives • 25.5% of Civil Service top 600 managementposts • 16.9% of trade union general secretaries or equivalent • 16.7% of heads of selected professional bodies • 12.4% of local authority chief executives • 10% of FTSE 100 Directorships, but only 4% Executive Directors‡ • 8.3% of top judges (high court judge & above) Source: Facts about Women & Men in Great Britain (EOC), 2005 ‡ The female FTSE report, Cranfield University,2004

  5. Diversity: Senior Civil Service (projected forecast) If we achieve the 2008 target and maintain the trajectory it will take until 2011 to get 50:50 If we continue as we are now, it will take until 2017 to reach 50:50 *Assuming SCS numbers remain constant Source: Civil Service Statistics, Cabinet Office 2005 (Unpublished)

  6. WHAT’S BAD? • Some bad things for women at work: • “Warrior”/ inflexible culture at the top • Long working hours • Top jobs aren’t really open - are selection panels looking for just one type? • Some bad attitudes for women at work: • Women don’t necessarily put themselves forward or ‘sell’ themselves at interviews • Poor appreciation of different styles to their own – people judged by their style, not by their delivery • Little readiness to adapt operations/jobs to take into account colleagues’ domestic responsibilities • The “alpha” female – they join the “club” and don’t act as good role models for other women • A bad future? • Good people are opting out….. • Good women are often knocked back by the prevailing culture at PS/DG levels

  7. WARRIOR GOOD KING Precise Deliberate Economical Methodical Analytical Practical Details Questioning Objectives Informative Authoritative Quick Confident Persuasive Forceful Competitive Strong Willed Inspiring INFORM PRAISE INSPIRE SELL Static Masculine Dynamic Masculine MEDICINE WOMAN GREAT MOTHER Enthusiastic Creative Imaginative Demonstrative Persuasive Dynamic Adaptable Animated Experimental “Sparky” Inspired Trust Support Responsive Helpful Receptive Encouraging Empathy Sharing Relaxed Building Relationship & Warmth CREATE CHANGE REASSURE BUILD TRUST Static Feminine Dynamic Feminine Different Cultures: Masculine/Feminine

  8. CHANGES • Quick fix: • Use imminent Permanent Secretary appointments to get the best people for the job and to signal intent • Implement career interviews for women at Director General level and high potential PB2s; and provide support to those individuals that prepares them for the next step • Improve selection panel arrangements so that no one leadership style/career pattern is favoured; train male panel members and put more female members on the board • Make some appointments without competitions? • And if all this doesn’t work, import external talent to work with internal talent to change the culture. • Real challenge for lasting change: • Make a reality of a more rounded leadership model so that the more feminine cultures have parity of value; and women can be their authentic selves and get on

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