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THE
Why you need
women leaders.
How to get them
and keep them.
?
Global: 35%
Japan: 86%
India: 61%
Brazil: 68%
Global: 2%
Japan: 12%
India: 6%
Brazil: 0%
THE TALENT SHORTAGE
EMPLOYERS WHO CAN’T
FILL AVAILABLE JOBS
THE GREAT TALENT SHORTAGE DISCONNECT
Employers actively
seeking female talent*
*Among employers indicating they are having difficulty filling available jobs.Source: ManpowerGroup. 2013 Talent Shortage Survey Research Results.
[This is not a typo]
7% of employers say they are hiring people without the
necessary skills as a strategy to fill the talent gap.
“WHEN WOMEN DO BETTER, ECONOMIES DO BETTER”
The research is indisputable: At the country level, equal
opportunity equals economic advantage.
“The evidence is clear,
as is the message:
when women do better,
economies do better.”
— Christine Lagarde,
managing director,
International Monetary Fund
OECD - in 59 out of 65 countries girls outperformed boys on reading, math and
science tests.
OECD - 41% of millennial women have at least upper secondary degree (33% of men).
US - women earn 56.7% of bachelor degrees, 59.9% of masters, 51.6% of doctorates.
UK - 50.5% of working women (25-29) have a post-secondary education (40.2% of men).
TRUE
Sources: World Economic Forum. The Corporate Gender Gap Report 2010. International Monetary Fund. Women, Work, and the Economy: Macroeconomic Gains from Gender Equity. Daily Beast. “At Davos Investing in
Women Emerges as a Business Strategy.” OECD Better Life Index. American Enterprise Institute, Stunning College Degree Gap. International Labour Organization. Key Indicators of the Labor Market, 7th Edition.
• Reduced gender inequality enhances productivity and
economic growth
• Economies gain when women develop their full labor
market potential
• Developing economies grow when women have better
opportunities to earn and control income
• Country competitiveness goes up when women have
same rights and opportunities as men
WHAT DO WOMEN IN LEADERSHIP BRING TO THE TABLE?
• More diverse perspectives
• A maximized talent pool
• Fewer high-risk financial transactions
• Better returns
Women make companies
more competitive.
Companies with the most
female officers have
better returns.
Way better.
FACT
Sources: World Economic Forum. The Corporate Gender Gap Report 2010. Businessweek. “The Bottom Line on Women at the Top.” International Monetary Fund. Women, Work, and the Economy: Macroeconomic Gains
from Gender Equity.
WHEN WOMEN LEAD, BUSINESSES DO BETTER
WE DON’TKNOW WHATWOMEN WANT
We’ve heard all the excuses for not having more women in top leadership.
Here’s a new idea: Stop talking and start acting.
THEY LACK
THE RIGHT
EXPERIENCE
WOMEN HAVE
OTHER PRIORITIES
WE ALWAYSMEET OURDIVERSITY QUOTAS
THEY DON’T
APPLY
WE TRY SO
HARD WITH OUR
PROGRAMS
WOMEN HAVE
OTHER PRIORITIES
WOMEN HAVE
OTHER PRIORITIES
WE HAVE SOME
WOMEN MANAGERS
ALREADY, DON’T WE?
THEY HAVEN’T
LED BIG ENOUGHTEAMS
THE TRUTH IS,
YOU DON’T OFFER
WHAT WOMEN WANT.
THERE’S A DISCONNECT BETWEEN
WHAT WOMEN WANT AND WHAT
YOU OFFER THEM:
of women say flexible work
options are important to them
and only 28% of employers
provide them.
Women’s
advancement
is hindered by
a lack of
professional
development
opportunities.
65%
of women say
they have no clear
career path.51%
30%
47%[Women say]
[Employers say]
Sources: LinkedIn. What Women Want @ Work: A Global LinkedIn Study. ManpowerGroup. 2013 Women in Work Survey.
A VICIOUS CYCLE
SHE’S NOTON
YOUR BOARD 1/3
U.S. companies
with NO women on
their boards
SHE’S NOT
YOUR BOSS’
BOSS
<5%
Fortune 500s
with women CEOs
You have no women
in leadership,
because you have
no women in
leadership.
NEWSFLASH
YOU WANT TO KNOW WHY YOU HAVE NO WOMEN IN LEADERSHIP?
SHE’S NOT
YOUR BOSS 7%
Women executive
directors in the
FTSE 100
Sources: GMI Ratings. New Research on Gender Diversity in the Boardroom. CNN Money. Women CEOs in the Fortune 500. The Female FTSE Board Report 2012: Milestone or Millstone?
“WOMEN USUALLY LEAVE EXECUTIVE RANKS
BECAUSE OF FAMILY COMMITMENTS”
A DANGEROUS ASSUMPTION:
TRUE
false
TRUE
TRUE
TRUE
2X
2X
1/3
10/13
Women leave executive positions
at twice the rate of men.
When women leave, they start their own
businesses at twice the rate of men.
By 2018 women-owned, small businesses will
create 1/3 of all new jobs.
What really happens when women leave They take their human potential with them
Women-owned businesses exceed average profits
in 8 of 13 industries and match them in 2 others.
??
Sources: Economic Inquiry. The impact of gender on voluntary and involuntary executive departure. American Express OPEN. The 2013 State of Women-Owned Businesses Report.
Guardian. Special Report: Women Small Business Owners Will Create 5+ Million New Jobs by 2018.
Motivating others
Fostering communication
Producing high-quality work
Strategic planning
Listening
Analyzing issues
ATTRACTING MORE WOMEN ONLY MATTERS
IF YOU WANT TO WIN
WOMEN MENFACTORS
Women Outperform Men on Virtually Every Business Measure
[not that we’re keeping score].
"When you get diversity right, you get diversity of thought and better results.” – Jeff Joerres
In 2000, Businessweek pulled together a set of management studies of performance reviews. The original sources included: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff,
Personnel Decisions International Inc., Advanced Teamware Inc. The 2012 Zenger & Folkman and PDI studies supported many of these findings.
PROGRAMS ARE NOT ENOUGH
“Programs alone have not driven the results companies are
looking for. If organizations are serious about getting more
women into leadership roles, they must go beyond programs
and perform a systematic, in-depth analysis of their culture
and flow metrics. Only then will they be able to craft a
one-size-fits-one approach that identifies organizational and
individual solutions that will increase the number of women in
leadership and in the pipeline. These solutions must be as
unique as a corporate culture and the individuals that are a
part of it.”
—Mara Swan, Executive Vice President,
Global Strategy and Talent, ManpowerGroup
Assertive
Leader
Networker
Fair
Innovative
Boss
Tough
Conceptual
Strategic
Ducks in a Row
Thoughtful
Empathetic
Authoritative
Persuasive
Aggressive
Manager
Gossipy
Pushover
Idealistic
Bossy
Pushy
Dreamer
Unrealistic
Micro-Manager
Indecisive
Emotional
Overbearing
Argumentative
WOMENMEN
Same Qualities, Different Descriptions.
Words used about men and women in the workplace.
KNOW YOUR SOCIAL METRICS
It's critical to to know what to watch and listen for.
at how people are perceived
in your organization.
Be hyper-conscious
about how people's skill
sets and contributions are
valued. You just might be
surprised that you find
organizational gender bias.
No training
No onboarding
No support
No advancement
5% of CEOs
No culture change, just programs
No plan
Passed over for promotion
No mentor
No P&L responsibility
Women in the LEADERSHIP PIPELINE
are being FUNNELED OUT
THAT’S WHY YOU NEED ONE-SIZE-FITS-ONE APPROACH
Sources: International Labour Organization. Key Indicators of the Labor Market, 7th Edition. CNN Money. Women CEOs in the Fortune 500.
WHY?
HALF OF THE
GLOBAL WORKFORCE
ONE-SIZE
FITS-ALL
APPLIED
SOURCED
SCREENED
& ASSESSED
INTERVIEWED
HIRED
RETAINED
PROMOTED
What percentage of men vs. women apply and for what jobs? Where do
successful candidates come from? Do you ask why candidates apply?
What’s your reputation/culture? Where & who sources
your candidates? What does your website look like? What’s your
social presence? Do you have women in prominent leadership roles?
DIDN’T APPLY.
Are you asking why?
Are you analyzing
cultural reasons?
Are you taking action?
DIDN’T ACCEPT.
Do you ask why?
Are you taking
action or just
talking?
LEFT.
Is there a gender difference in the resumes getting pulled? Are there
assessment questions that screen out women?
Are there certain discussion areas where women score lower
than men? Why? Are women asked the same questions and evaluated
using the same criteria? Is there an interviewer bias?
Is there a difference between why men and women leave?
Are there different retention rates by area, job or manager?
Are mentors connected with employees? Is there a support network?
At what level do women leave? Why? Are women assigned to P&L roles?
Do you have one-size-fits-one plan? Where specifically does women’s
advancement decline? Why? What jobs are women vs. men promoted to?
Questions to Ask
To understand why women are funneled out
you need to KNOW YOUR FLOW METRICS
Do you have exit
interviews?
What differences exist?
How are you addressing?
Is there an onboarding plan? Is management ready? Are there clear
objectives and ongoing feedback for women?
ONE-SIZE
FITS-ONE
IT ALL STARTS WITH THE LEADERSHIP
AND YOUR CORPORATE CULTURE
“Organizations have distinct cultural blueprints. One-size-fits-all
approaches to developing talent diversity simply don't work. Leaders
who value diversity analyze their organization's people policies and
practices from their organization's unique perspective.
At ManpowerGroup, we apply a one-size-fits-one approach to
develop our people. It's part of our culture. We believe that
self-awareness is the key to development. That's why we purposefully
tailor exposure, experience and education to fit the specific needs of
each individual employee.”
—Jeff Joerres, Chairman & CEO, ManpowerGroup
ManpowerGroup
is run by a Board
and executive
team full of
white guys
Rozanne L. Ridgeway
joins the Board
(since then retired)
1999 1999 2001 2005 2007
Jeff Joerres
takes the helm
Mara Swan joins
the executive
team
Gina Boswell and
Cari Dominguez
join the Board
2008 2010 2010 2011PINK magazine
names Manpower
one of its "Top
Companies for
Women"
InterOrganization
names Jeff one of
11 “Guys Who Get
It”
Patricia
Hemmingway Hall
joins the Board
Libby Sartain
joins the Board
[BOARD OF DIRECTORS]
1999: 0%
2013: 31%
[TOP EXECUTIVES]
1/3
[GLOBAL LEADERS]
34%
[EXECUTIVE VICE PRESIDENTS]
20%
CRACK
These 3 global leaders are
responsible for
of ManpowerGroup’s
total revenue.
ONE-SIZE-FITS-ONE APPROACH
USD 2 BILLION
“Lancy’s first P&L
position was as a Branch
Manager. This step was
critical in her career
path because you don’t
lead at ManpowerGroup
without a strong P&L
background.”
—Darryl Green, President,
ManpowerGroup
“Only in an organization that is genuinely
supportive of women’s professional
development, could I advance from an
administrative assistant to a top leadership
position with the overall accountability for the
business growth of the entire region.”
“Darryl Green, President of ManpowerGroup,
my boss and mentor, recognized my work in
driving revenue growth. He offered me
opportunities to develop in the areas
of P&L accountability and people
management – the two most important
experiences to be an effective leader in any
company.”
“We recognized Lancy’s
leadership qualities and
we acted swiftly to
capitalize on them.
When it comes to talent,
there is not time to
waste.”
—Jeff Joerres, Chairman &
CEO, ManpowerGroup
LANCY CHUI
From Administrative Assistant to leading Greater China Region which grew 30% in 2012
• Excellent Brand of Human Resources Consultancy
• Caring Company (9 consecutive years)
• Most Influential Brand
• Best Talent Staffing Organization of China
• Best Recruitment Firm of The Year
• Best Integrated Service of China
• Award for Outstanding Society Contribution
AWARDS
INLEADERS’WORDS
INLANCY’SWORDS
Education
University of
Melbourne
BA – Psychology
1997
Hired as an
Administrative
Assistant in
Hong Kong office
1997
Branch Manager
- Staffing
Leads 50
team members
1999
Operations Manager
- Staffing
Leads 100
team members
2001
Operations Director
- Staffing and
Permanent
Recruitment
Leads 120
team members
2007
General Manager
- HK & Macau
Leads 130
team members
2010
Managing Director
- HK, Macau
and Vietnam
Leads 200
team members
2012
Regional Managing
Director
– Greater
China Region
Leads 1,800
team members
“One of the most exciting aspects of my
job at ManpowerGroup and what made it
different from my previous jobs was that
90% of employees were women. In fact,
it was the first and only time I had a
female boss.”
“Throughout my career, I have seen
women underestimate their capabilities.
I made it my personal goal to do what’s
humanly possible to break down gender
stereotypes, empower women, and help
them recognize their talents and realize
their potential—just as my mentor,
Jonas Prising, did for me.”
“Monica left us in 1999 to work at a bank.
The moment she left, we starting doing all
we possibly could to get her back.
Our efforts paid off, when she returned
to ManpowerGroup in 2003.”
—Jeff Joerres, Chairman & CEO,
ManpowerGroup
“In Mexico, only 5% of the top management
positions are held by women. As far as I’m
concerned, that means 95% of companies
are missing out.”
—Jonas Prising, President, ManpowerGroup
MONICA FLORES BARRAGAN
Former Branch Manager leads operations in 18 countries
• Leads more than 3,700 employees in 18 countries
• Leads Mexico Operations, Staffing, Experis, ManpowerGroup Solutions,
Commerical, Finance, Human Resources, IT, Business Unit Support,
Right Management and Manpower Foundation
• In South America, leads General Direction of Andean Region, Brasil, Peru,
Southern Cone Region, Financial Cono Sur y Finance Direction
• Responsible for 30% of ManpowerGroup’s total sales in the Americas
• 2011 Distinguished Woman “Mujer Destacada” award by Mexico’s National Senate
• Named one of Mexico’s 500 most important companies
• 2012 Top Companies - Super Companies to Work With in MeCA & the Caribbean
1994
Operations and
Sales Manager
1995
Delivery Service
Manager
1996
Outsourcing
Assistant Director
1998
Managing and
Operations
Support Assistant
Director
2003
Commercial
Director
2007
Regional Director,
Mexico and Central
America
2013
Regional Director
LATAM
1994
Operations and
Sales Manager
Responsible for
Mexico City and
Guadalajara
1995
Delivery Service
Manager
Responsible for
Mexico City,
Guadalajara and
Monterrey
1996
Outsourcing
Assistant Director
Responsible for
Mexico
1998
Managing and
Operations
Support Assistant
Director
Responsible for
Mexico
2003
Commercial
Director,
Mexico and
Central America
Responsible for
Mexico and the
Caribbean
2007
Regional Director,
Mexico and Central
America
Responsible for
8 countries
2013
Regional Director
Latin America
Responsible for
18 countries
Education
BS, Actuarial Studies
MA, Philosophy
MBA from IPADE
1992
Branch Manager
10 direct reports
ACCOMPLISHMENTS
INLEADERS’WORDS
INMONICA’SWORDS
• Leads 525 employees
• Oversees 30 branches and 4 brands
• Connects 7,000 people with meaningful work everyday
• ManpowerGroup Norway maintains #1 position in the Norwegian market
• Chair of the Board for Young Enterprise Norway
• Member of the Board of the Norwegian Business School
• Member of the Board for The Government Pension Fund Norway
MAALFRID BRATH, Managing Director, ManpowerGroup Norway
Bringing P&L experience to Norway’s #1 staffing company
“Women who want to assume business
leadership positions should take on P&L
responsibilities early on in their careers.
P&L responsibilities are essential for
charting a professional career path and
developing leadership skills.”
“I knew I had made the right decision joining
ManpowerGroup when my boss and mentor,
Hans Leentjes, told me to be bold and brave.
He encouraged me to ‘wear a shirt that’s a
little bit too big’ and take on stretch
assignments that would force me outside of
my comfort zone. He made it clear that he
and the company were there to support me
on my professional journey.”
IT’S A FACT
Even in Norway, considered one of the most gender equal countries in the world, only
16% of top management positions in companies listed on the Oslo Stock Exchange are
held by women.
Education
Master in Finance,
Norwegian Business
School
State Authorized
Auditor, Norwegian
School of Economics
1989-1995
Manager,
Accounting Firm
1995-2008
Executive Vice
President,
Financial Services
Firm
2009
Managing Director,
Norway
Source: KPMG Top management survey from 2012.
ACCOMPLISHMENTS
"We have hit a grand slam hiring Maalfrid.
A very successful leader prior to joining
ManpowerGroup, she brought to us that
invaluable experience and a
fresh perspective."
—Hans Leentjes, President of Northern Europe,
ManpowerGroup
“For us, it was a matter of recruiting a
leader with serious P&L pedigree who’s also
dialed into the Norwegian market and fully
committed to ManpowerGroup’s growth.”
—Jeff Joerres, Chairman & CEO,
ManpowerGroup
INLEADERS’WORDSINMAALFRID’SWORDS
JUST THE FACTS
Note: The order of citations corresponds to the order of data in each section.
The Great Talent Shortage Disconnect
ManpowerGroup. (2013). 2013 Talent Shortage Survey Research Results.
[Applies to all data on the page].
When Women Do Better, Economies Do Better
Verveer, M. & Azzarelli, K. “At Davos Investing in Women Emerges as a Business
Strategy.” Jan 25, 2013. Retrieved December 17, 2013 from
http://www.thedailybeast.com/articles/2013/01/25/at-davosivesting-in-women
-emerges-as-a-business-strategy.html.
Elborght-Woytek, K., Newiak, M., et al. (2013). Women, Work, and the Economy:
Macroeconomic Gains from Gender Equity. International Monetary Fund.
Zahidi, S. & Ibarra, H. (2010). The Corporate Gender Gap Report 2010.
World Economic Forum.
Elborght-Woytek, K., Newiak, M., et al. (2013). Women, Work, and the Economy:
Macroeconomic Gains from Gender Equity. International Monetary Fund.
Zahidi, S. & Ibarra, H. (2010). The Corporate Gender Gap Report 2010.
World Economic Forum.
Organisation for Economic Co-operation and Development. “Better Life Index.”
Retrieved January 13, 2014 from http://www.oecdbetterlifeindex.org/top-
ics/education/.
Ibid.
Perry, M.J. “Stunning college degree gap: Women have earned almost 10
million more college degrees than men since 1982.” American Enterprise
Institute. Retrieved January 13, 2014 from
http://www.aei-ideas.org/2013/05/stunning-college-degree-gap-women-have-
earned-almost-10-million-more-college-degrees-than-men-since-1982.
International Labour Organization. Key Indicators of the Labor Market, 7th
Edition. Accessed January 7, 2014.
When Women Lead, Businesses Do Better
Elborght-Woytek, K., Newiak, M., et al. (2013). Women, Work, and the Economy:
Macroeconomic Gains from Gender Equity. International Monetary Fund.
[Applies to the first three bullets].
Zahidi, S. & Ibarra, H. (2010). The Corporate Gender Gap Report 2010. World
Economic Forum.
Weishul, K. (2004). “The Bottom Line on Women at the Top.” BusinessWeek,
January 25, 2004.
The Truth is, You Don’t Offer What Women Want
LinkedIn. (2013). What Women Want @ Work: A Global LinkedIn Study.
http://blog.linkedin.com/2013/02/28/linkedin-what-women-want-study/.
[65% stat, 51% stat, 47% stat].
ManpowerGroup. (2013). 2013 Women in Work Survey. (Unpublished).
[28% stat, 30% stat].
A Vicious Cycle
GMI Ratings. (September 13, 2012). New Research on Gender Diversity in the
Boardroom. http://www3.gmiratings.com/home/2012/09/new-research-on-
gender-diversity-in-the-boardroom/.
CNN Money. (May 9, 2013). Women CEOs in the Fortune 500.
http://management.fortune.cnn.com/2013/05/09/women-ceos-fortune-500/.
Sealy, R., & Vinnicombe, S. (2012). The Female FTSE Board Report 2012:
Milestone or Millstone?
A Dangerous Assumption
Becker-Blease, J. R., Elkinawy, S., & Stater, M. (2010). The impact of gender on
voluntary and involuntary executive departure. Economic Inquiry, 48(4),
1102-1118.
American Express OPEN. (2013). The 2013 State of Women-Owned Businesses
Report. A Summary of Important Trends, 1997-2013.
Guardian. (December 2009). Special Report: Women Small Business Owners
Will Create 5+ Million New Jobs by 2018, Transforming the Workplace for
Millions of Americans.
American Express OPEN. (2013). The 2013 State of Women-Owned Businesses
Report. A Summary of Important Trends, 1997-2013.
Attracting More Women only Matters if You Want to Win
Sharpe, R. (2000). “As Leaders, Women Rule.” BusinessWeek, November 20,
2000. Retrieved January 13, 2014 from http://www.business-
week.com/2000/00_47/b3708145.htm.
Zenger, J. & Folkman, J. (2012). “Are Women Better Leaders than Men?” HBR
Blog Network. Retrieved January 13, 2014 from
http://blogs.hbr.org/2012/03/a-study-in-leadership-women-do/.
PDI Ninth House. (2012). Can Women Executives Break the Glass Ceiling?
Personnel Decision International Corporation.
And You Don’t Even Know What Affects their Careers
LinkedIn. (2013). What Women Want @ Work: A Global LinkedIn Study.
http://blog.linkedin.com/2013/02/28/linkedin-what-women-want-study/.
[51% stat].
ManpowerGroup. (2013). 2013 Women in Work Survey. (Unpublished).
[30% stat].
LinkedIn. (2013). What Women Want @ Work: A Global LinkedIn Study.
http://blog.linkedin.com/2013/02/28/linkedin-what-women-want-study/.
[47% stat].
Women in the Leadership Pipeline are being Funneled Out
International Labour Organization. Key Indicators of the Labor Market, 7th
Edition. Accessed November 21, 2013.
CNN Money. (May 9, 2013). Women CEOs in the Fortune 500.
http://management.fortune.cnn.com/2013/05/09/women-ceosfortune-500/.
It’s a Fact (Maalfrid Brath Profile)
KPMG Top management survey, 2012.

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Cracking the Case - Why you need women leaders.

  • 1. THE Why you need women leaders. How to get them and keep them. ?
  • 2. Global: 35% Japan: 86% India: 61% Brazil: 68% Global: 2% Japan: 12% India: 6% Brazil: 0% THE TALENT SHORTAGE EMPLOYERS WHO CAN’T FILL AVAILABLE JOBS THE GREAT TALENT SHORTAGE DISCONNECT Employers actively seeking female talent* *Among employers indicating they are having difficulty filling available jobs.Source: ManpowerGroup. 2013 Talent Shortage Survey Research Results. [This is not a typo] 7% of employers say they are hiring people without the necessary skills as a strategy to fill the talent gap.
  • 3. “WHEN WOMEN DO BETTER, ECONOMIES DO BETTER” The research is indisputable: At the country level, equal opportunity equals economic advantage. “The evidence is clear, as is the message: when women do better, economies do better.” — Christine Lagarde, managing director, International Monetary Fund OECD - in 59 out of 65 countries girls outperformed boys on reading, math and science tests. OECD - 41% of millennial women have at least upper secondary degree (33% of men). US - women earn 56.7% of bachelor degrees, 59.9% of masters, 51.6% of doctorates. UK - 50.5% of working women (25-29) have a post-secondary education (40.2% of men). TRUE Sources: World Economic Forum. The Corporate Gender Gap Report 2010. International Monetary Fund. Women, Work, and the Economy: Macroeconomic Gains from Gender Equity. Daily Beast. “At Davos Investing in Women Emerges as a Business Strategy.” OECD Better Life Index. American Enterprise Institute, Stunning College Degree Gap. International Labour Organization. Key Indicators of the Labor Market, 7th Edition. • Reduced gender inequality enhances productivity and economic growth • Economies gain when women develop their full labor market potential • Developing economies grow when women have better opportunities to earn and control income • Country competitiveness goes up when women have same rights and opportunities as men
  • 4. WHAT DO WOMEN IN LEADERSHIP BRING TO THE TABLE? • More diverse perspectives • A maximized talent pool • Fewer high-risk financial transactions • Better returns Women make companies more competitive. Companies with the most female officers have better returns. Way better. FACT Sources: World Economic Forum. The Corporate Gender Gap Report 2010. Businessweek. “The Bottom Line on Women at the Top.” International Monetary Fund. Women, Work, and the Economy: Macroeconomic Gains from Gender Equity. WHEN WOMEN LEAD, BUSINESSES DO BETTER
  • 5. WE DON’TKNOW WHATWOMEN WANT We’ve heard all the excuses for not having more women in top leadership. Here’s a new idea: Stop talking and start acting. THEY LACK THE RIGHT EXPERIENCE WOMEN HAVE OTHER PRIORITIES WE ALWAYSMEET OURDIVERSITY QUOTAS THEY DON’T APPLY WE TRY SO HARD WITH OUR PROGRAMS WOMEN HAVE OTHER PRIORITIES WOMEN HAVE OTHER PRIORITIES WE HAVE SOME WOMEN MANAGERS ALREADY, DON’T WE? THEY HAVEN’T LED BIG ENOUGHTEAMS
  • 6. THE TRUTH IS, YOU DON’T OFFER WHAT WOMEN WANT. THERE’S A DISCONNECT BETWEEN WHAT WOMEN WANT AND WHAT YOU OFFER THEM: of women say flexible work options are important to them and only 28% of employers provide them. Women’s advancement is hindered by a lack of professional development opportunities. 65% of women say they have no clear career path.51% 30% 47%[Women say] [Employers say] Sources: LinkedIn. What Women Want @ Work: A Global LinkedIn Study. ManpowerGroup. 2013 Women in Work Survey.
  • 7. A VICIOUS CYCLE SHE’S NOTON YOUR BOARD 1/3 U.S. companies with NO women on their boards SHE’S NOT YOUR BOSS’ BOSS <5% Fortune 500s with women CEOs You have no women in leadership, because you have no women in leadership. NEWSFLASH YOU WANT TO KNOW WHY YOU HAVE NO WOMEN IN LEADERSHIP? SHE’S NOT YOUR BOSS 7% Women executive directors in the FTSE 100 Sources: GMI Ratings. New Research on Gender Diversity in the Boardroom. CNN Money. Women CEOs in the Fortune 500. The Female FTSE Board Report 2012: Milestone or Millstone?
  • 8. “WOMEN USUALLY LEAVE EXECUTIVE RANKS BECAUSE OF FAMILY COMMITMENTS” A DANGEROUS ASSUMPTION: TRUE false TRUE TRUE TRUE 2X 2X 1/3 10/13 Women leave executive positions at twice the rate of men. When women leave, they start their own businesses at twice the rate of men. By 2018 women-owned, small businesses will create 1/3 of all new jobs. What really happens when women leave They take their human potential with them Women-owned businesses exceed average profits in 8 of 13 industries and match them in 2 others. ?? Sources: Economic Inquiry. The impact of gender on voluntary and involuntary executive departure. American Express OPEN. The 2013 State of Women-Owned Businesses Report. Guardian. Special Report: Women Small Business Owners Will Create 5+ Million New Jobs by 2018.
  • 9. Motivating others Fostering communication Producing high-quality work Strategic planning Listening Analyzing issues ATTRACTING MORE WOMEN ONLY MATTERS IF YOU WANT TO WIN WOMEN MENFACTORS Women Outperform Men on Virtually Every Business Measure [not that we’re keeping score]. "When you get diversity right, you get diversity of thought and better results.” – Jeff Joerres In 2000, Businessweek pulled together a set of management studies of performance reviews. The original sources included: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc. The 2012 Zenger & Folkman and PDI studies supported many of these findings.
  • 10. PROGRAMS ARE NOT ENOUGH “Programs alone have not driven the results companies are looking for. If organizations are serious about getting more women into leadership roles, they must go beyond programs and perform a systematic, in-depth analysis of their culture and flow metrics. Only then will they be able to craft a one-size-fits-one approach that identifies organizational and individual solutions that will increase the number of women in leadership and in the pipeline. These solutions must be as unique as a corporate culture and the individuals that are a part of it.” —Mara Swan, Executive Vice President, Global Strategy and Talent, ManpowerGroup
  • 11. Assertive Leader Networker Fair Innovative Boss Tough Conceptual Strategic Ducks in a Row Thoughtful Empathetic Authoritative Persuasive Aggressive Manager Gossipy Pushover Idealistic Bossy Pushy Dreamer Unrealistic Micro-Manager Indecisive Emotional Overbearing Argumentative WOMENMEN Same Qualities, Different Descriptions. Words used about men and women in the workplace. KNOW YOUR SOCIAL METRICS It's critical to to know what to watch and listen for. at how people are perceived in your organization. Be hyper-conscious about how people's skill sets and contributions are valued. You just might be surprised that you find organizational gender bias.
  • 12. No training No onboarding No support No advancement 5% of CEOs No culture change, just programs No plan Passed over for promotion No mentor No P&L responsibility Women in the LEADERSHIP PIPELINE are being FUNNELED OUT THAT’S WHY YOU NEED ONE-SIZE-FITS-ONE APPROACH Sources: International Labour Organization. Key Indicators of the Labor Market, 7th Edition. CNN Money. Women CEOs in the Fortune 500. WHY? HALF OF THE GLOBAL WORKFORCE ONE-SIZE FITS-ALL
  • 13. APPLIED SOURCED SCREENED & ASSESSED INTERVIEWED HIRED RETAINED PROMOTED What percentage of men vs. women apply and for what jobs? Where do successful candidates come from? Do you ask why candidates apply? What’s your reputation/culture? Where & who sources your candidates? What does your website look like? What’s your social presence? Do you have women in prominent leadership roles? DIDN’T APPLY. Are you asking why? Are you analyzing cultural reasons? Are you taking action? DIDN’T ACCEPT. Do you ask why? Are you taking action or just talking? LEFT. Is there a gender difference in the resumes getting pulled? Are there assessment questions that screen out women? Are there certain discussion areas where women score lower than men? Why? Are women asked the same questions and evaluated using the same criteria? Is there an interviewer bias? Is there a difference between why men and women leave? Are there different retention rates by area, job or manager? Are mentors connected with employees? Is there a support network? At what level do women leave? Why? Are women assigned to P&L roles? Do you have one-size-fits-one plan? Where specifically does women’s advancement decline? Why? What jobs are women vs. men promoted to? Questions to Ask To understand why women are funneled out you need to KNOW YOUR FLOW METRICS Do you have exit interviews? What differences exist? How are you addressing? Is there an onboarding plan? Is management ready? Are there clear objectives and ongoing feedback for women? ONE-SIZE FITS-ONE
  • 14. IT ALL STARTS WITH THE LEADERSHIP AND YOUR CORPORATE CULTURE “Organizations have distinct cultural blueprints. One-size-fits-all approaches to developing talent diversity simply don't work. Leaders who value diversity analyze their organization's people policies and practices from their organization's unique perspective. At ManpowerGroup, we apply a one-size-fits-one approach to develop our people. It's part of our culture. We believe that self-awareness is the key to development. That's why we purposefully tailor exposure, experience and education to fit the specific needs of each individual employee.” —Jeff Joerres, Chairman & CEO, ManpowerGroup
  • 15. ManpowerGroup is run by a Board and executive team full of white guys Rozanne L. Ridgeway joins the Board (since then retired) 1999 1999 2001 2005 2007 Jeff Joerres takes the helm Mara Swan joins the executive team Gina Boswell and Cari Dominguez join the Board 2008 2010 2010 2011PINK magazine names Manpower one of its "Top Companies for Women" InterOrganization names Jeff one of 11 “Guys Who Get It” Patricia Hemmingway Hall joins the Board Libby Sartain joins the Board [BOARD OF DIRECTORS] 1999: 0% 2013: 31% [TOP EXECUTIVES] 1/3 [GLOBAL LEADERS] 34% [EXECUTIVE VICE PRESIDENTS] 20% CRACK
  • 16. These 3 global leaders are responsible for of ManpowerGroup’s total revenue. ONE-SIZE-FITS-ONE APPROACH USD 2 BILLION
  • 17. “Lancy’s first P&L position was as a Branch Manager. This step was critical in her career path because you don’t lead at ManpowerGroup without a strong P&L background.” —Darryl Green, President, ManpowerGroup “Only in an organization that is genuinely supportive of women’s professional development, could I advance from an administrative assistant to a top leadership position with the overall accountability for the business growth of the entire region.” “Darryl Green, President of ManpowerGroup, my boss and mentor, recognized my work in driving revenue growth. He offered me opportunities to develop in the areas of P&L accountability and people management – the two most important experiences to be an effective leader in any company.” “We recognized Lancy’s leadership qualities and we acted swiftly to capitalize on them. When it comes to talent, there is not time to waste.” —Jeff Joerres, Chairman & CEO, ManpowerGroup LANCY CHUI From Administrative Assistant to leading Greater China Region which grew 30% in 2012 • Excellent Brand of Human Resources Consultancy • Caring Company (9 consecutive years) • Most Influential Brand • Best Talent Staffing Organization of China • Best Recruitment Firm of The Year • Best Integrated Service of China • Award for Outstanding Society Contribution AWARDS INLEADERS’WORDS INLANCY’SWORDS Education University of Melbourne BA – Psychology 1997 Hired as an Administrative Assistant in Hong Kong office 1997 Branch Manager - Staffing Leads 50 team members 1999 Operations Manager - Staffing Leads 100 team members 2001 Operations Director - Staffing and Permanent Recruitment Leads 120 team members 2007 General Manager - HK & Macau Leads 130 team members 2010 Managing Director - HK, Macau and Vietnam Leads 200 team members 2012 Regional Managing Director – Greater China Region Leads 1,800 team members
  • 18. “One of the most exciting aspects of my job at ManpowerGroup and what made it different from my previous jobs was that 90% of employees were women. In fact, it was the first and only time I had a female boss.” “Throughout my career, I have seen women underestimate their capabilities. I made it my personal goal to do what’s humanly possible to break down gender stereotypes, empower women, and help them recognize their talents and realize their potential—just as my mentor, Jonas Prising, did for me.” “Monica left us in 1999 to work at a bank. The moment she left, we starting doing all we possibly could to get her back. Our efforts paid off, when she returned to ManpowerGroup in 2003.” —Jeff Joerres, Chairman & CEO, ManpowerGroup “In Mexico, only 5% of the top management positions are held by women. As far as I’m concerned, that means 95% of companies are missing out.” —Jonas Prising, President, ManpowerGroup MONICA FLORES BARRAGAN Former Branch Manager leads operations in 18 countries • Leads more than 3,700 employees in 18 countries • Leads Mexico Operations, Staffing, Experis, ManpowerGroup Solutions, Commerical, Finance, Human Resources, IT, Business Unit Support, Right Management and Manpower Foundation • In South America, leads General Direction of Andean Region, Brasil, Peru, Southern Cone Region, Financial Cono Sur y Finance Direction • Responsible for 30% of ManpowerGroup’s total sales in the Americas • 2011 Distinguished Woman “Mujer Destacada” award by Mexico’s National Senate • Named one of Mexico’s 500 most important companies • 2012 Top Companies - Super Companies to Work With in MeCA & the Caribbean 1994 Operations and Sales Manager 1995 Delivery Service Manager 1996 Outsourcing Assistant Director 1998 Managing and Operations Support Assistant Director 2003 Commercial Director 2007 Regional Director, Mexico and Central America 2013 Regional Director LATAM 1994 Operations and Sales Manager Responsible for Mexico City and Guadalajara 1995 Delivery Service Manager Responsible for Mexico City, Guadalajara and Monterrey 1996 Outsourcing Assistant Director Responsible for Mexico 1998 Managing and Operations Support Assistant Director Responsible for Mexico 2003 Commercial Director, Mexico and Central America Responsible for Mexico and the Caribbean 2007 Regional Director, Mexico and Central America Responsible for 8 countries 2013 Regional Director Latin America Responsible for 18 countries Education BS, Actuarial Studies MA, Philosophy MBA from IPADE 1992 Branch Manager 10 direct reports ACCOMPLISHMENTS INLEADERS’WORDS INMONICA’SWORDS
  • 19. • Leads 525 employees • Oversees 30 branches and 4 brands • Connects 7,000 people with meaningful work everyday • ManpowerGroup Norway maintains #1 position in the Norwegian market • Chair of the Board for Young Enterprise Norway • Member of the Board of the Norwegian Business School • Member of the Board for The Government Pension Fund Norway MAALFRID BRATH, Managing Director, ManpowerGroup Norway Bringing P&L experience to Norway’s #1 staffing company “Women who want to assume business leadership positions should take on P&L responsibilities early on in their careers. P&L responsibilities are essential for charting a professional career path and developing leadership skills.” “I knew I had made the right decision joining ManpowerGroup when my boss and mentor, Hans Leentjes, told me to be bold and brave. He encouraged me to ‘wear a shirt that’s a little bit too big’ and take on stretch assignments that would force me outside of my comfort zone. He made it clear that he and the company were there to support me on my professional journey.” IT’S A FACT Even in Norway, considered one of the most gender equal countries in the world, only 16% of top management positions in companies listed on the Oslo Stock Exchange are held by women. Education Master in Finance, Norwegian Business School State Authorized Auditor, Norwegian School of Economics 1989-1995 Manager, Accounting Firm 1995-2008 Executive Vice President, Financial Services Firm 2009 Managing Director, Norway Source: KPMG Top management survey from 2012. ACCOMPLISHMENTS "We have hit a grand slam hiring Maalfrid. A very successful leader prior to joining ManpowerGroup, she brought to us that invaluable experience and a fresh perspective." —Hans Leentjes, President of Northern Europe, ManpowerGroup “For us, it was a matter of recruiting a leader with serious P&L pedigree who’s also dialed into the Norwegian market and fully committed to ManpowerGroup’s growth.” —Jeff Joerres, Chairman & CEO, ManpowerGroup INLEADERS’WORDSINMAALFRID’SWORDS
  • 20. JUST THE FACTS Note: The order of citations corresponds to the order of data in each section. The Great Talent Shortage Disconnect ManpowerGroup. (2013). 2013 Talent Shortage Survey Research Results. [Applies to all data on the page]. When Women Do Better, Economies Do Better Verveer, M. & Azzarelli, K. “At Davos Investing in Women Emerges as a Business Strategy.” Jan 25, 2013. Retrieved December 17, 2013 from http://www.thedailybeast.com/articles/2013/01/25/at-davosivesting-in-women -emerges-as-a-business-strategy.html. Elborght-Woytek, K., Newiak, M., et al. (2013). Women, Work, and the Economy: Macroeconomic Gains from Gender Equity. International Monetary Fund. Zahidi, S. & Ibarra, H. (2010). The Corporate Gender Gap Report 2010. World Economic Forum. Elborght-Woytek, K., Newiak, M., et al. (2013). Women, Work, and the Economy: Macroeconomic Gains from Gender Equity. International Monetary Fund. Zahidi, S. & Ibarra, H. (2010). The Corporate Gender Gap Report 2010. World Economic Forum. Organisation for Economic Co-operation and Development. “Better Life Index.” Retrieved January 13, 2014 from http://www.oecdbetterlifeindex.org/top- ics/education/. Ibid. Perry, M.J. “Stunning college degree gap: Women have earned almost 10 million more college degrees than men since 1982.” American Enterprise Institute. Retrieved January 13, 2014 from http://www.aei-ideas.org/2013/05/stunning-college-degree-gap-women-have- earned-almost-10-million-more-college-degrees-than-men-since-1982. International Labour Organization. Key Indicators of the Labor Market, 7th Edition. Accessed January 7, 2014. When Women Lead, Businesses Do Better Elborght-Woytek, K., Newiak, M., et al. (2013). Women, Work, and the Economy: Macroeconomic Gains from Gender Equity. International Monetary Fund. [Applies to the first three bullets]. Zahidi, S. & Ibarra, H. (2010). The Corporate Gender Gap Report 2010. World Economic Forum. Weishul, K. (2004). “The Bottom Line on Women at the Top.” BusinessWeek, January 25, 2004. The Truth is, You Don’t Offer What Women Want LinkedIn. (2013). What Women Want @ Work: A Global LinkedIn Study. http://blog.linkedin.com/2013/02/28/linkedin-what-women-want-study/. [65% stat, 51% stat, 47% stat]. ManpowerGroup. (2013). 2013 Women in Work Survey. (Unpublished). [28% stat, 30% stat]. A Vicious Cycle GMI Ratings. (September 13, 2012). New Research on Gender Diversity in the Boardroom. http://www3.gmiratings.com/home/2012/09/new-research-on- gender-diversity-in-the-boardroom/. CNN Money. (May 9, 2013). Women CEOs in the Fortune 500. http://management.fortune.cnn.com/2013/05/09/women-ceos-fortune-500/. Sealy, R., & Vinnicombe, S. (2012). The Female FTSE Board Report 2012: Milestone or Millstone? A Dangerous Assumption Becker-Blease, J. R., Elkinawy, S., & Stater, M. (2010). The impact of gender on voluntary and involuntary executive departure. Economic Inquiry, 48(4), 1102-1118. American Express OPEN. (2013). The 2013 State of Women-Owned Businesses Report. A Summary of Important Trends, 1997-2013. Guardian. (December 2009). Special Report: Women Small Business Owners Will Create 5+ Million New Jobs by 2018, Transforming the Workplace for Millions of Americans. American Express OPEN. (2013). The 2013 State of Women-Owned Businesses Report. A Summary of Important Trends, 1997-2013. Attracting More Women only Matters if You Want to Win Sharpe, R. (2000). “As Leaders, Women Rule.” BusinessWeek, November 20, 2000. Retrieved January 13, 2014 from http://www.business- week.com/2000/00_47/b3708145.htm. Zenger, J. & Folkman, J. (2012). “Are Women Better Leaders than Men?” HBR Blog Network. Retrieved January 13, 2014 from http://blogs.hbr.org/2012/03/a-study-in-leadership-women-do/.
  • 21. PDI Ninth House. (2012). Can Women Executives Break the Glass Ceiling? Personnel Decision International Corporation. And You Don’t Even Know What Affects their Careers LinkedIn. (2013). What Women Want @ Work: A Global LinkedIn Study. http://blog.linkedin.com/2013/02/28/linkedin-what-women-want-study/. [51% stat]. ManpowerGroup. (2013). 2013 Women in Work Survey. (Unpublished). [30% stat]. LinkedIn. (2013). What Women Want @ Work: A Global LinkedIn Study. http://blog.linkedin.com/2013/02/28/linkedin-what-women-want-study/. [47% stat]. Women in the Leadership Pipeline are being Funneled Out International Labour Organization. Key Indicators of the Labor Market, 7th Edition. Accessed November 21, 2013. CNN Money. (May 9, 2013). Women CEOs in the Fortune 500. http://management.fortune.cnn.com/2013/05/09/women-ceosfortune-500/. It’s a Fact (Maalfrid Brath Profile) KPMG Top management survey, 2012.