Valencia, March 25 th  2010 “ Women, Business and Leadership” Uxio Malvido EMEAC Diversity and Inclusion Leader MSD TECHNI...
MSD / Merck CR Recognition Global Operations Headquarters in New Jersey, US Latin America  US  EMEAC  EMEAC 34%  AP 14% L...
* Adaptation from “Getting There from Here”. The Academy of Management Annals Vol.2 2008 Roles intersection on Gender Equa...
Evidence based approach Catalyst: The Bottom Line McKinsey: Women Matter EVA Analysis: Female Leadership and Firm Profitab...
Women Make and influence Healthcare Decisions Women Working  in the Healthcare Industry <ul><li>Heads of Household </li></...
%  Exec. % Managers %  Workforce % Managers % Executives Low High Low High Retention Goals Goals at Executive level  Goals...
40% Executive Country A (45%; 45%) Country B (42%; 34%) Country C (33%; 35%) Retention Progression (Manager and Executive ...
Men as  Allies Drivers and Barriers of Men engagement in Gender initiatives (“ Engaging Men in Gender Initiatives ”, Catal...
ENGAGEMENT Source : Talent Management in European Cultures.  Catalyst Positive view of job Positive view of company Commit...
<ul><li>External Focus   </li></ul><ul><li>What can Merck do to influence the  image  of the women's global constituency w...
Now… Let’s engage in the conversation
Upcoming SlideShare
Loading in...5
×

Women, Business And Leadership

1,225

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,225
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
44
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • EMEAC Updates 31-Mar-2008 15:30 CET
  • Monica
  • Women, Business And Leadership

    1. 1. Valencia, March 25 th 2010 “ Women, Business and Leadership” Uxio Malvido EMEAC Diversity and Inclusion Leader MSD TECHNICAL CONFERENCE AND INFORMAL MEETING OF UE MINISTERS FOR GENDER EQUALITY Equality between Women and Men as a Basis for Growth and Employment
    2. 2. MSD / Merck CR Recognition Global Operations Headquarters in New Jersey, US Latin America US EMEAC EMEAC 34%  AP 14% LA 10% US 41% + 100 K employees in aprox. 100 countries What’s the most appropiate frame of reference to deal with gender diversity and equality in a global company?
    3. 3. * Adaptation from “Getting There from Here”. The Academy of Management Annals Vol.2 2008 Roles intersection on Gender Equality Gender / Diversity programs Business outcomes (ROI, sales increase, cost reduction…) Corporate <ul><li>Perceptions </li></ul><ul><li>Leaders support </li></ul><ul><li>Company culture </li></ul><ul><li>Work-Life balance realities </li></ul><ul><li>Attitudes: </li></ul><ul><li>Engagement </li></ul><ul><li>Intention to stay </li></ul><ul><li>Behaviors : </li></ul><ul><li>Effort </li></ul><ul><li>Absentism </li></ul>Career Progression Conflict / Balance Work-family Individual Government Equality legislation Social outcomes (access to employment, gender equality, birth rate…)
    4. 4. Evidence based approach Catalyst: The Bottom Line McKinsey: Women Matter EVA Analysis: Female Leadership and Firm Profitability But… how much evidence is needed?
    5. 5. Women Make and influence Healthcare Decisions Women Working in the Healthcare Industry <ul><li>Heads of Household </li></ul><ul><li>Women make or influence the vast majority of buying and healthcare decisions for their families and have s ignificant influence on social networks in patient decisions </li></ul><ul><li>Regulators and Gov’t Healthcare Officials </li></ul><ul><li>Healthcare Activists </li></ul>Physicians, Clinical Investigators, Nurses Women represent nearly one-third of board certified physicians (and women are 45% of graduating physicians in the US and exceed 50% in many European countries), while about 16% of Merck’s principal investigators are women. Half of the World’s Patients are Female Patients Increasing number of treatments and interventions target diseases with high prevalence among women Business Case Customizing the business case always pays off
    6. 6. % Exec. % Managers % Workforce % Managers % Executives Low High Low High Retention Goals Goals at Executive level Goals at Executive and Mger levels Goals at Manager level Setting Objetives Setting objectives and monitoring results is part of any real strategic initiative in the business environment
    7. 7. 40% Executive Country A (45%; 45%) Country B (42%; 34%) Country C (33%; 35%) Retention Progression (Manager and Executive Levels) Progression (Executive level) 30% 50% 50% 40% Managers 36% (Corp goal) Within the Region: Setting different local measures Company Marketplace Promotion (in) Promotion (out) Recruitment Turnover + _ Within Countries / BUs: Understanding drivers of representation Outcomes Understanding Dynamics
    8. 8. Men as Allies Drivers and Barriers of Men engagement in Gender initiatives (“ Engaging Men in Gender Initiatives ”, Catalyst 2009) Addressing organizational culture Child Care Maternity impact on selection and initial salary offer (“ The Motherhood penalty ”, American Journal of Sociology 2007) Ability Leadership definition and success criteria (“ Leader or Louder ”, Journal of Personality and Social Psychology 2009 )
    9. 9. ENGAGEMENT Source : Talent Management in European Cultures. Catalyst Positive view of job Positive view of company Commitment to doing a good job Turnover Intentions <ul><li>BARRIERS </li></ul><ul><li>Lack of sponsor/ mentor </li></ul><ul><li>Limited politic knowledge </li></ul><ul><li>Few role models </li></ul><ul><li>Limited career opportunities </li></ul><ul><li>LEADERSHIP </li></ul><ul><li>CHARACTERISTICS </li></ul><ul><li>Age </li></ul><ul><li>Region </li></ul><ul><li>Gender </li></ul><ul><li>TALENT MANAGEMENT </li></ul><ul><li>PRACTICES </li></ul><ul><li>Commitment to Talent Diversity </li></ul><ul><li>Management Accountability </li></ul><ul><li>Fair decision making processes </li></ul><ul><li>Constructive feedback </li></ul><ul><li>Line of Sight </li></ul><ul><li>Work Flexibility </li></ul><ul><li>Supportive supervisory relationships </li></ul>Considering Culture in Europe
    10. 10. <ul><li>External Focus </li></ul><ul><li>What can Merck do to influence the image of the women's global constituency within the Company and the healthcare and buying decisions of women customers? </li></ul><ul><li>Who are the most important external stakeholders with which Merck should partner? </li></ul><ul><li>Internal Focus </li></ul><ul><li>What are the vital few things you would like to see Merck focus on to enhance inclusion for women? </li></ul><ul><li>What are the most effective ways for Merck to accelerate the development of women leaders? </li></ul>Customer value questions Culture questions Engaging Women Flexibility Development / Networking Business: Clinical Trials Representation 1 2 4 3 Investigators Patients
    11. 11. Now… Let’s engage in the conversation
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×