Jump hr workshop marc timmerman_final version_2014-04-01
1. Axiom Consulting Partners Europe
Marc Timmerman
Managing Partner
JUMP
FORUM
April
1st
2014
HR
Seminar
How
does
a
Gender
Equality
prac8ce
impact
HR
and
Talent
Management
?
and
vice
versa
?
4. Report on Equality between women and men,
European Commission, 2009
“An
equal
par8cipa8on
of
women
and
men
in
decision-‐making
processes
is
a
democra8c
and
economic
necessity.
In
the
current
economic
situa8on
it
is
all
the
more
important
to
mobilize
all
talents.
This
is
not
the
8me
to
waste
skills
and
produc8on
poten8al
because
of
outdated
percep8ons
of
women’s
and
men’s
roles
and
leadership
abili8es.”
JUMP, HR Seminar, 2014, Marc Timmerman4
5. We need to Change the Way
we develop, retain and promote Female Talent
1978
Women
university
graduates
2010
Women
in exec
committees
2008
Women
university
graduates
2040
Women
in exec
committees
Sweden 61% 17% 64% 18%
France 41% 7% 55% 9%
Spain 32% 6% 60% 11%
Germany 32% 2% 55% 4%
Data Source : McKinsey’s Women Matter 2010
5
6. Why
change
will
happen
Old Boys Club
Thinking
The Path to
Gender
Equality
Equality
Regulations
Lack of Leaders
Economic Impact of
Gender Balance
Female Leadership
Qualities
Keep it AS IS
The Dominant
Coalition
My Legacy as a
Leader
New Generational
Thinking
Women have
Buying Power
Value Based
Leadership
Attractiveness as
Employer
Downsizing
New inhibitors
10. 10
High
level
of
Commitment
Shows
willpower
Makes
sharp
remarks
Phenomenal
Energy
Strives
for
con8nuous
improvement
Vibrant
sense
of
crea8vity
Broad
thinker
Very
8me
conscious
Puts
the
job
before
all
High
Intelligence
Sources:
OrganizaEonal
Dynamics
(1986),
Human
Resource
Management,
(1998),
NaEonal
ProducEvity
Review
(1989),
Journal
of
Management
Development
(2003)
Published
in
“High
Poten8als
:
The
Compe88ve
Edge
within
Your
Organiza8on”,
Marc
Timmerman
&
CharloXe
Sabbe,
2007
Part
of
the
Dominant
Coali8on
Most
used
criteria
how
execu8ves
choose
their
successor
11. Initiative
Introspection
Problem solving
Derailment is often
caused by:
• Cold heartedness
• Arrogance
• Self-glorification
Negotiation skills
Sensitivity to others
Team builder
Strong relationships
Interpersonal skills
Good reputation
EQ
Assertiveness
Thoughtfulness
Energy
Early
Career
characteristics High performance & IQ
Mid
Career
characteristics
Avoid
Crea8ng
your
own
Louis
XIV
11
12. Leadership
EmoEonal
Intelligence
Logic
Experience
ExperEse
Cultural
Intelligence
Available
Role
Models
&
Context
Your
Learning
Agility
Leadership =
IQ + EQ + LQ + CQ
13. 13
HR
Leader
Diversity
&
Inclusion
Leader
Main
D&I
Council
with
Business
Leaders
CEO
or
Execu8ve
Sponsor
Local
D&I
Councils
with
Business
Leaders
• Talent
Acquisi8on
• Talent
Development
• High
Poten8al
Programs
• Succession
Planning
• Comp
&
Ben
• Performance
Reviews
• HR
Policies
• HR
Business
Partners
Comm’s
Leader
• Corporate Buy-In
• Leadership Alignment
• Corporate Budget ??
• Local Buy-In
• Alignment
• Localization
• EVP
• Technical
alignment
• HR Budget
• Synergies
• Conflicts
• CSR
JUMP, HR Seminar, 2014, copyright of Marc Timmerman
14. 14
Gender
Equality
Changing
Role
PaXerns
Promo8ng
Women
Work-‐Life
Harmony
Equal
Reward
&
Condi8ons
Focus in
Best
Practices
Axiom CP Europe Research : Based on the analysis of 150 best practice organizations
in the European Union and 70 best practice initiatives in Belgium (2013-2014)
Risk
of
stereotyping
without
changing
the
role
paXerns
and
making
it
available
to
all
• Risk
of
retaliaEon
of
the
male
populaEon
:
lower
buy-‐in,
taking
over
the
network,
…
• Slowdown
due
to
new
reErement
policies
Trap
of
conEnued
Male-‐
Female
PolarizaEon:
• Lower
Talent
availability
• DisconnecEon
with
the
Millennial
generaEon
EssenEal
to
fundamental
change
Equal
opportuniEes
is
no
guarantee
for
an
equal
outcome
High
Low
15. A negative impact of “Working Longer”
Quote based on the impact of the change in Retirement Age
“The waiting room for hipo’s becomes longer... and if the pension age further
increases, to an unmanageable level of a waiting period for top people”
“In this case for the next 5 years every promotion to senior management should
be a woman in order to establish a better gender balance.”
Organization with 10000 people, Belgium
15
Gender
Battle
amongst
HiPo’s
Reduced
Male
Buy-in
Slowdown
of change
@ top level
16. Striving for Gender Equality
Examples of Positive & Negative HR Influencers
Increase
Re8rement
Age
versus
Promo8ng
Women
Resistance
of
Men
to
quota/targets
Lack
of
Development
Budget
Elderly
Care
vs
slow
changing
role
paXerns
Kiss
of
Death
on
selec8ng
High
Poten8als
HR
decisions
based
on
Gender
KPI’s
No
Age
limita8ons
on
Talent
detec8on
Competency-‐based
HR
decisions
Fact-‐based
Talent
Review
CommiXees
New
Way
of
Working
for
ALL
Equal
Reward
&
Condi8ons
Formalized
Mentoring
Programs
17. Flexibility in
Work &
Career
Gender
Biases
Equal
Pay
Key Drivers to Improving Gender Balance & Equality
Raising
Awareness Cultural
Consistency
Management
Objectives &
Targets
Gender
Representation
Indicators in
Recruitment,
Promotion,
Development
Attrition
Rates by
Gender
Maternity
Leave
Transitions
Leadership
Development
Networking
Mentoring &
Coaching
Programs
Working
Towards
Improved
Gender
Balance
Cultural
Change
Gender
Diversity
Indicators
Women’s
Development
Programs
HR Processes
& Policies
Sustained
C-level
Commitment
Management
Alignment &
Participation
Cultural Change Blue
=
Key
Drivers
for
Effec8ve
Change
Networking Green
=
Key
Ini8a8ves
/
Ac8on
Elements
18. Some Best Practices in
Cultural Change on Gender Balance
Gender
Indicator
measurement
tools
and
audit
tools
Ensuring
that
each
locaEon
has
a
focus
on
gender
balance
related
issues
Diversity
strategy
included
in
BU
People
Plan
and
included
in
the
KPI’s
Make
it
a
regular
point
on
the
BU
Management
MeeEngs
Gender
Balance
&
Inclusion
as
integral
part
of
the
Employee
Survey
Awareness
trainings
for
all
Specific
Awareness
trainings
for
all
leaders
Specific
Awareness
and
Bias
trainings
for
all
hiring
managers
Yearly
conferences
to
monthly
keynotes
:
keeping
the
topic
alive
18
C-‐Level
Commitment
Gender
Diversity
Indicators
JUMP, HR Seminar, Marc Timmerman
19. Some Best Practices on Talent Attraction
Hiring
Managers
need
to
be
role
models
Involve
Female
role
models
in
the
hiring
process
Building
External
Talent
Pools
Social
Media
differen8a8on
:
• Specific
segmenEng
• Diverse
Employee
Value
ProposiEons
• Female
Leaders
as
Role
Models
and
ConversaEon
Managers
Other
Important
Guidelines
:
MoEvaEng
girls
to
choose
for
male
dominated
studies
Mandatory
Gender
Mix
in
the
recruitment
MulE-‐channel
Sourcing
ExperEse
of
recruiters
and
awareness
of
diversity
issues
Monitoring
of
recruitment
data
Monitoring
the
reasons
for
women
joining
and
not-‐joining
Targeted
graduate
recruitment
“Equal
Pay”
underlined
!
19
HR
Processes
&
Policies
Gender
Diversity
Indicators
Cultural
Consistency
JUMP, HR Seminar, 2014, Marc Timmerman
Management
Objec8ves
&
Targets
20. Amazon.com: an Example of ‘Best In Class’
in Using Social Media
Integrates
various
forms
of
social
media
and
offers
several
ways
to
get
special
deals
Amazon
posts
deals,
product
informa8on,
sweepstakes
informa8on
and
daily
ques8ons
to
users
Easy
to
apply
to
Amazon
jobs
without
leaving
the
Facebook
site
JUMP, HR Seminar, 2014, copyright of Marc Timmerman
21.
Amazon.com:
An
example
on
how
to
differen2ate
your
recruitment
targets.
Amazon’s Facebook page demonstrates a way to actively target
ex-military candidates
JUMP, HR Seminar, 2014, copyright of Marc Timmerman
22. Best Practices in Talent Development
Introduc8on
of
Formalized
Mentoring
Programs
Separate
Mentoring
Programs
for
Female
Leaders
and
HiPo’s
Formalized
Trainings
for
Mentors
In-‐company
Women
Networks
including
Male
Leaders
Inter-‐Company
Women
Networks
Inter-‐Company
Mentoring
Programs
for
Female
Leaders
Specific
Leadership
Training
&
Coaching
Programs
for
Female
Leaders
Cultural
Sensi8vity
and
Awareness
workshops
for
X-‐border
Leaders
Securing
a
good
gender
mix
in
visible
stretch
assignments
22
Women’s
Development
Programs
JUMP, HR Seminar, 2014, copyright of Marc Timmerman
23. Women
don’t
take
enough
8me
for
their
boss
With
their
leaders
With
direct
reports
With
colleagues
Men
30%
45%
25%
Women
15%
70%
15%
Source : Trends June 9TH 2011, Vlerick Research, prof.dr. Katleen De Stobbeleir
23
24. The
Func8ons
Of
Mentoring
Career
Func8ons
Sponsorship
Coaching
ProtecEon
Challenging
Assignments
Exposure
and
visibility
Psycho-‐Social
Func8ons
Role
modeling
Counseling
Acceptance
and
ConfirmaEon
Friendship
“The
most
conspicuous
difference
between
star
and
nonstar
women
is
access
to
a
supporEve
mentor.”
prof.
Boris
Groysberg,
Harvard
Source: Mentoring at Work,
prof dr Kathy Kram
25. Some Best practices on Career Management
No
age
differen8a8on
in
iden8fying
Talents
with
growth
poten8al
Define
a
specific
competency
profile
for
high
poten8als
Challenge
nomina8ons
and
non-‐nomina8ons
through
a
Talent
Review
CommiXee,
using
the
competency
profiles
for
Growing
Talent
Offer
Flexible
Career
Speeds
with
easy
re-‐entry
Customized
Career
Paths
Long
term
Career
Planning
Increased
visibility
of
Female
role
models
Respect
for
Flexibility
25
Women’s
Development
Programs
JUMP, HR Seminar, 2014, copyright of Marc Timmerman
26. Some Best Practices in Work-Life Balance
Awareness
Trainings
Management
Considera8on
for
8ming
of
mee8ngs
Maternity-‐Leave
Programs
– PreparaEon
Workshops
– Keep-‐in-‐Contact
– Re-‐entry
programs
– Even
BeXer
:
Paternity-‐Leave
Programs
Time
Flexibility
for
ALL
:
NWOW
– Work
at
Home
– Home
at
Work
– Extra
holidays
during
Summer
period
Logis8cal
Services
– Baby
Care
centers
(own
or
rented)
– “Flying
Nannies”
26
HR
Processes
&
Policies
Cultural
Consistency
JUMP, HR Seminar, 2014, copyright of Marc Timmerman
27. Seek Out a
Mentor
Participate
in Coaching
Network
Plan your
Career
Path
Make a
long-term
Plan
Talk about
your
ambitions
Discuss the
unwritten
rules
Make your
results
known
Make sure
you get the
credits
Advice
from
Top
Women
to
HiPo
Women
28. HR
&
Talent
Management
should
include
the
Diversity
&
Inclusion
reflex
in
all
its
consideraEons
and
decisions.
Diversity
&
Inclusion
benefits
from
a
strong
integraEon
inside
HRM
but
needs
to
keep
its
independency
and
works
best
in
a
matrix-‐mode.
Gender
Equality
has
a
major
posiEve
impact
on
Talent
Management.
The
posiEve
impact
of
Talent
Management
on
Gender
Equality
is
extremely
important,
but
not
a
given.
Diversity
&
Inclusion
will
have
to
analyze
and
learn
how
to
deal
with
opposing
interests
between
its
target
groups.
29. Short Work Session 15 minutes in smaller groups
• One
thing
that
8ckled
your
brain
?
• One
burning
ques8on
or
remark
29
30. Marc
Timmerman
My
coordinates
:
Email:
mEmmerman@axiomcp.com
TwiXer:
@marcEmmerman
Mobile:
+32
496
291383
Website:
www.axiomcp.com