Identifying and fast tracking high potential women

1. Adelaide Women Identifying and fast trackinghigh potential women adelaide.edu.au

2. Identifying and fast tracking team Project team • Anita Berry, Senior Marketing Manger, Marketing and Communications • Sue Hampstead, Manager Employee Services, Human Resources • Caroline Laurence, Associate Professor, Postdoctoral Fellow, Discipline of General Practice, School of Population Health • Jane Mathias, Professor, School of Psychology • Susan Oakley, Associate Professor, Head Gender Studies and Social Analysis, School of Social Sciences Project sponsor Kent Anderson, Pro Vice-Chancellor (International) Project coachSophie Hampel, Inkling Women University of Adelaide

3. University of Adelaide

4. Agenda • Why promote women from within the University? Project purpose • Where are we now? Current landscape and background • What did we do? Project approach and methodology • What did we discover? Project findings • How can we improve? Project recommendations University of Adelaide

5. 27.5% University of Adelaide

6. University of Adelaide

7. Retain talented women University of Adelaide

8. Improve organisational performance University of Adelaide

9. Where are we at now? University of Adelaide

10. Identification: finding high performers Professional women HEO2 = 66% Senior = 28% Academic women Level A = 45% Senior = 22% University of Adelaide

11. Internal External University of Adelaide

12. The horizon: moving forward University of Adelaide

13. What did we do? University of Adelaide

14. Literature review University of Adelaide

15. Interviews with senior University staff University of Adelaide

16. The interview • Key attributes of high potential leaders • Approaches they currently use in their area • Suggestions on how the University might identify high potential leaders • How high potential females can be fast tracked into leadership opportunities University of Adelaide

17. Findings x University of Adelaide

18. Findings: Attributes of high potential leaders University of Adelaide

19. Findings: Identifying and fast tracking Identification Fast tracking Support system University of Adelaide

20. Findings: Barriers and concerns Male culture ‘Masculine’ management style PDRs not performed Equity and transparency Squeaky wheel Feudal system Multiple procedures Resources University of Adelaide

21. Recommendations University of Adelaide

22. Key recommendations What: Simplify the seven leadership capabilities How: Align with terminology used by senior management to the four capabilities What: Establish defined pathways for succession planning How: Utilise secondments, committee positions, deputy/acting/ associate roles and/or special projects for career & skill development Establish a database of high potential female leaders Provide discretionary budgets Short-term <12 months University of Adelaide

23. Key recommendations What: Expand the current leadership programs How: Add on module that incorporates coaching, mentoring What:Broaden PDR How: Incorporate leadership What:Use the PDR How: Formalise training Medium-term 1-2 years University of Adelaide

24. Key recommendations What: Develop a culture thatrecognises and celebrates the unique talent of existing female staff and that promotes women from within the University How: Understand the current culture at the University Use the Adelaide Women Programs to provide direction on changing the culture Long-term >2 years University of Adelaide

25. Thank you • Sponsor: Kent Anderson • Coach: Sophie Hampel • Interviewees: Senior University staff University of Adelaide

26. University of Adelaide