Dr.Claire Schaffnit Chatterjee: Vojna za talente zahteva preobrazbo delovnega okolja

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Dr.Claire Schaffnit Chatterjee: Vojna za talente zahteva preobrazbo delovnega okolja

  1. 1. Portoroz –September, 29th 2011 Managers’ Congress 2011 Managers’ Association of Slovenia Towards gender-balanced leadership What has not worked - and what may Think Tank of Deutsche Bank GroupDr. Claire Schaffnit-ChatterjeeSenior Analyst
  2. 2. Frauen auf ExpeditionOutline A What has not worked: An outdated gender debate B The business case for gender-balance in leadership C The challenges D Steps towards gender balanceDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 2
  3. 3. Frauen auf ExpeditionGender-imbalance in leadership Executive committees: Women in top management: Precious few women worldwide No visible improvement % women, Fortune 101 Share of women in Germanys executive20 committees and business management, % 25 22 22 Line Support 19 20 18 18 17 15 15 1410 11 10 5 5 4 2 2 1 0 0 US Europe Asia 2001 2002 2003 2004 2005 2006 2007 2008 Source: WOMENOMICS 101 Report (2010), DB Research Source: DIW Berlin (SOEP), DB ResearchDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 3
  4. 4. Frauen auf ExpeditionGender-imbalance in leadershipHighest decision making bodies Managers% women, largest quoted companies, 2009 % women, 2007 Cyprus Cyprus Luxembourg Malta Italy Luxembourg Malta Austria Portugal Finland Greece Netherlands Estonia Austria Denmark Belgium Germany Ireland Greece Turkey Czech Republic Spain Ireland France Poland Republic Slovak Slovenia Sweden EU 27 Norway Romania Portugal U. Kingdom SloveniaCzech Republic Germany OECD 22 Hungary Spain Lithuania Estonia Netherlands Italy Croatia Belgium Iceland Macedonia United Kingdom Bulgaria Hungary Latvia Poland Denmark United States Slovakia France Finland Sweden Lithuania Norway Latvia 0 10 20 30 40 50 0 10 20 30 40 50Source: Eurostat Source: ELFS, OECDDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 4
  5. 5. Frauen auf ExpeditionAn outdated gender debate (1)Ethics has been the dominating driving force Boards and exec. committees Share of companies with at least one  Fostering equal opportunities woman on boards and executive committees  Women considered as victims 94 US 87  Underestimates their potential 89Europe 44  Diversity initiatives 24  Making minorities comfortable Asia 23 with a dominant norm 0 20 40 60 80 100 Boards Executive committees % Value women’s difference Source: 20-First (2010), DB Research Reap the benefitsDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 5
  6. 6. Frauen auf ExpeditionAn outdated gender debate (2)The focus has been on changing the women Female qualifications unused  Helping the women “make it” % women/men at various levels > 80%  Helpful start in countering situation of the “out-of-power” Men  BUT limited use: 50%  Ignores differences female vs male Women Change the approach of < 20% companies!Entry positions Leadership positions Source: Wittenberg-Cox (2010), DB ResearchDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 6
  7. 7. Frauen auf ExpeditionOutline A What has not worked: An outdated gender debate B The business case for gender-balance in leadership C The challenges D Steps towards gender balanceDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 7
  8. 8. Frauen auf ExpeditionWhy companies need fixingThe business case for gender balance in leadership1. A larger pool of talent2. Addressing the increasing influence of women consumers3. An effective leadership teamDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 8
  9. 9. Frauen auf ExpeditionThe business case1- Winning the war for talent More female students  The demographic challenge Women university students, %65 Sweden  Population of working age:60 -16 million (-30%) until 2050 Australia Share of population: 66%  56%55 USA France  Shortage of skills50 Canada OECD Germany  Women are becoming better45 average educated40 1985 1995 2005 2020 A significant business opportunity Source: OECD, DB Research Potential high cost not to promoteDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 9
  10. 10. Frauen auf ExpeditionWinning the war for talentFemale employment rate Part-time employment 75 % women, 2009 Norway Bulgaria Denmark Slovak Republic Hungary 70 Czech Republic Sweden Latvia Lithuania Finland Germany Slovenia Romania 65 Estonia UK Estonia Cyprus Lithuania Poland Slovenia Portugal 60 Greece Finland United States Sweden Czech Republic 55 EU27 France Spain Slovakia France Israel 50 OECD 34 Hungary Denmark Poland Malta Iceland Spain 45 Norway Italy Luxembourg Greece Belgium 40 Austria Italy Ireland Germany Australia United Kingdom 35 Switzerland 1999 2001 2003 2005 2007 2009 Netherlands Source: ELFS, OECD 0 20 40 60Source: EurostatDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 10
  11. 11. Frauen auf Expedition Maternal employment rate Female employment ratio (25-49 age cohort) Age of youngest child Maternal employment ratio - child under 15 < 3 years 3-5 years 6-14 years Malta Sweden 71,9 81,3 76,1 Hungary Denmark 71,4 77,8 77,5 Italy Slovenia 74,6 77,8 74,4Slovak Republic Finland 51,8 76,0 76,0Czech Republic Greece Netherlands 75,0 75,8 74,6 Ireland Estonia 27,1 73,6 73,9 Romania Latvia 53,2 71,7 71,4 Poland France 58,6 71,3 66,0 Spain Portugal 67,6 71,0 67,4 Luxembourg Bulgaria Austria 57,9 66,9 71,0 Estonia Lithuania 59,5 66,3 68,3United Kingdom Germany 55,5 64,3 65,9 OECD Germany OECD average 50,9 62,5 66,2 Australia Switzerland 58,3 61,7 77,0 Belgium New Zealand 45,1 60,6 75,3 Cyprus New Zealand Bulgaria 40,6 60,2 66,7 France Poland 48,7 59,5 59,5 Lithuania Spain 54,8 59,1 56,7 Latvia United States Luxembourg 62,5 58,6 57,2 Austria Portugal U. Kingdom 54,0 58,1 67,3 Finland Slovak Rep. 21,6 55,4 64,7 Switzerland Canada Ireland 56,1 55,3 55,2 Netherlands Greece 50,9 53,6 51,7 Slovenia Denmark Czech Republic 17,6 52,5 70,5 Sweden Hungary 15,5 52,4 58,9 Iceland Italy 51,1 51,6 48,9 0 50 100 Dr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 11
  12. 12. Frauen auf ExpeditionThe business case2- Adapting to changing marketsThe future is female Over 80% of consumer purchases in the developed world made by women The majority of women feel misunderstood by marketers Likely easier to understand women if the leadership includes a few of them Vital for consumer products geared towards women Researching women’s expectations / removing gender bias may lead to rethinking the business and marketing approach for all customersDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 12
  13. 13. Frauen auf ExpeditionThe business case3- Getting an effective leadership team in place (a)a- Women have their own leadership styles Gender differences in leadership behaviours Out of the 9 behaviours w hich improve organisational performance, w omen tend to exhibit, in comparison to men: Important leadership behaviours More Slightly m ore Equally Less - Intellectual stimulation People Inspiration Intellectual Individualistic development stimulation decision-making - Inspiration Expectations and Participative Efficient Control and - Participative decision-making rew ards decision-making communication corrective action Role model - Expectations and rewards Source: M cKinsey (2010), based on a survey of over 9000 managers, male and female There is a feminine approach to leadership which benefits companies “Female” strengths are in higher demand They are today in short supplyDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 13
  14. 14. Frauen auf ExpeditionThe business case3- Getting an effective leadership team in place (b)b- Complementary skills of men and women: an asset In a multicultural, diverse, complex and unpredictable world: Homogeneous exec. committees and corporate boards: the best answer? (white men 50-65, maybe same nationality and/or education) Complementary skills and styles of men and women foster creativity No blind spotsDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 14
  15. 15. Frauen auf ExpeditionThe business case3- Getting an effective leadership team in place (b cont.)More women at the top: better bottom line-Fortune 500 companies with most women in their top management: Return on equity: 35.1% higher Total return to shareholders: 34% higher-Fortune 500 companies with three or more female directors: Return on equity: 83% higher Return on sales: 73% higher Return on invested capital: 112% higher Source: Catalyst (2004, 2007)-Companies with the highest gender diversity in top management: Return on equity: 10% higher EBIT: 48% higher Stock price growth: 170% higher Source: McKinsey (2007)Dr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 15
  16. 16. Frauen auf ExpeditionThe business caseGetting an effective leadership team in place (c)c- Gender balance in leadership and good performance go together Bottom line Organisational excellence, corporate governance Positive correlation between gender balance in leadership and performance (Causality not proven, but hard to argue that gender balance is not beneficial)Additionally: 72% of respondents to a recent McKinsey survey believe that there is a direct connection between gender diversity and financial success Positive correlation between the number of female board directors and female share in senior managementDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 16
  17. 17. Frauen auf ExpeditionThe business case for gender balance in leadership…1. A larger pool of talent2. Addressing the increasing influence of women consumers3. An effective leadership team… is part of the larger context of embracing structural change Digitization, kowledge-intensity, demography, global integration, project economy Major implications for the labour force and the work environment, e.g. career phases Overlap between changes benefiting women and those benefiting allDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 17
  18. 18. Frauen auf ExpeditionOutline A What has not worked: An outdated gender debate B The business case for gender-balance in leadership C The challenges D Steps towards gender balanceDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 18
  19. 19. Frauen auf ExpeditionThe challenges 1- Understand women Communications styles are different Men typically oversell their abilities while women undersell them Use reliable measures of performance A different approach to power Politics despised or over-used Career motivations are different Making a difference, being challenged, recognition Interrupted career cycles Career often peaks a decade later Raise or abolish age limits for developing “high potentials” Recognize that the linear, unbroken career model is unsustainableDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 19
  20. 20. Frauen auf ExpeditionThe challenges 2- Incorporate the differences Both women and companies need to adapt Women’s conferences and leadership training Adapt companies’s culture and HR systems (bridge the differences, all benefiting) High-potential women are over-mentored... More likely than men to get mentoring, less likely to get career benefits ... and under-sponsored : Beyond feedback and advice, sponsors advocate for their sponsorees and help to get them to the next level Also beneficial to increase people skills and ability to give feedback Consider alternative views of power: more assertiveness training or develop more objective evaluation of performance and potential?Dr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 20
  21. 21. Frauen auf ExpeditionThe challenges 3- Remove biases in systems, processes The career beckons … … but a disappointing return Duration of time off for the highly qualified, % Share (%) of professionals experiencing: 58 13 Lower salary 1 year or less 45 61 10 Reduced mgnt. responsibility 36 37 2-4 years 18 7 Lower position 36 5 Over 4 years 7 21 Reduced work responsibility 28 0 20 40 60 80 0 20 40 60 Germany USA Men Women Source: Center for Life Policy (2010), Source: Center for Life Policy (2010), DB Research DB ResearchDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 21
  22. 22. Frauen auf ExpeditionThe challenges 3- Remove biases in systems, processes Plug the leaky pipeline: Create an inclusive culture, redesign work Understand priority changes with life stages Broaden narrow definitions of career path to the top Measure performance by results, not hours Avoid assumptions about what women – or men – want from careers Promote high potentials More transparent promotion processes Question assumptions on who is ready: power-hungry vs competent! Promoting “power-reluctant” women  larger range of valid leadership styles Allow women to get to the top staying themselves, not having to borrow male styleDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 22
  23. 23. Frauen auf ExpeditionOutline A What has not worked: An outdated gender debate B The business case for gender-balance in leadership C The challenges D Steps towards gender balanceDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 23
  24. 24. Frauen auf ExpeditionThe way forward: Steps towards gender balance Awaken your leadership team Many senior exec. assume that men and women are equal and the same “Reverse” mentoring Define the business case (not a women’s issue) Sell downwards: why, how – Count women, set targets Identify champions: persuasive, with influence, convinced (not necessarily women!) Communicate the right message at the right time A gender initiative is likely to annoy both men and women Gender balance and life balance are different topicsDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 24
  25. 25. Frauen auf ExpeditionThe way forward: Quotas not ideal Demand-side solution If the pipe-line is not full  counter-productive in the short-term Useful debate on quotas: generating momentum Increased awareness, fear of impeding regulations Supply-side measures are critical Company in a position to promote competent women Requires new thinking, innovative approaches and courage! A win for everyone: innovation, more balanced work environment, and positively affects the bottom lineDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 25
  26. 26. Frauen auf Expedition In the current business world, women are „like second-generation immigrants, with one foot in the culture of business and one foot in the culture of women.“ Wittenberg-Cox and Maitland (2009)Dr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 26
  27. 27. Frauen auf Expedition Vielen Dank für Ihre Aufmerksamkeit! Dr. Claire Schaffnit-Chatterjee claire.schaffnit-chatterjee@db.com 069 910 31821 www.dbresearch.deDr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 27
  28. 28. Frauen auf Expedition© Copyright 2011. Deutsche Bank AG, DB Research, D-60262 Frankfurt am Main, Deutschland. Alle Rechte vorbehalten. Bei Zitaten wirdum Quellenangabe „Deutsche Bank Research“ gebeten.Die vorstehenden Angaben stellen keine Anlage-, Rechts- oder Steuerberatung dar. Alle Meinungsaussagen geben die aktuelle Ein-schätzung des Verfassers wieder, die nicht notwendigerweise der Meinung der Deutsche Bank AG oder ihrer assoziierten Unternehmenentspricht. Alle Meinungen können ohne vorherige Ankündigung geändert werden. Die Meinungen können von Einschätzungen abweichen,die in anderen von der Deutsche Bank veröffentlichten Dokumenten, einschließlich Research-Veröffentlichungen, vertreten werden. Dievorstehenden Angaben werden nur zu Informationszwecken und ohne vertragliche oder sonstige Verpflichtung zur Verfügung gestellt. Fürdie Richtigkeit, Vollständigkeit oder Angemessenheit der vorstehenden Angaben oder Einschätzungen wird keine Gewähr übernommen.In Deutschland wird dieser Bericht von Deutsche Bank AG Frankfurt genehmigt und/oder verbreitet, die über eine Erlaubnis der Bundes-anstalt für Finanzdienstleistungsaufsicht verfügt. Im Vereinigten Königreich wird dieser Bericht durch Deutsche Bank AG London, Mitgliedder London Stock Exchange, genehmigt und/oder verbreitet, die in Bezug auf Anlagegeschäfte im Vereinigten Königreich der Aufsicht derFinancial Services Authority unterliegt. In Hongkong wird dieser Bericht durch Deutsche Bank AG, Hong Kong Branch, in Korea durchDeutsche Securities Korea Co. und in Singapur durch Deutsche Bank AG, Singapore Branch, verbreitet. In Japan wird dieser Bericht durchDeutsche Securities Limited, Tokyo Branch, genehmigt und/oder verbreitet. In Australien sollten Privatkunden eine Kopie der betreffendenProduktinformation (Product Disclosure Statement oder PDS) zu jeglichem in diesem Bericht erwähnten Finanzinstrument beziehen unddieses PDS berücksichtigen, bevor sie eine Anlageentscheidung treffen..Dr. Claire Schaffnit-Chatterjee · September, 29th 2011 · Folie 28

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