CEO-s and WEP Principles: Training the
leaders
Ester Eomois, BPW Estonia Board Member
Leena Kivisild, member of BPW Estoni...
Ester Eomois
MBA degree, Estonian Business School
Long-term practical experience in marketing, sales, service
development ...
Leena Kivisild
Leena holds bachelor degree (1988) from Tallinn University and MBA (2001)
from Tartu University.
Have been ...
Women`s Empowerment
Principles
Principle no 1: Establish high-level corporate
leadership for gender equality. Leadership p...
Goals of our workshop
Analyse the current situation of women in managerial
decision making process. Best company practices...
Learning
from
Europe best
practices
Women matter!!! PEP trainers
meeting in Munich October 2013
How to empower company CEOs
to invest in gender equality
policies and educational
programs.
Gender equality (GE)
GE describes the concept that all human beings, both women and
men, are free to develop their persona...
My Roadmap
What can I do to change the situation on
GE in the company I work for ?
First, answer the following
questions on scale 1..10:*
1 means “totally disagree”/ 10 means “ totally agree”
The company I...
More questions..
1. How the company I work for could benefit from improving GE?
2. What is the main reason why GE have not...
Discuss with neighbours..
Each of you present the answer to the question 3.
3 minutes per each answer!
Share and learn!
Best practise: Saint-Gobain
Saint - Gobain, the world leader in the habitat and
construction markets, designs, manufacture...
Four strategic priorities for
profitable growth of SG
Increase our differentiation
Build strong local positions
Speed up o...
OPEN (Our People in an Empowering
Network) strategic plan
Enhance our mobility policy
Continue diversifying our teams
Deep...
SG Strategic
priority: work
on openness
and solidarity
HR strategy:
OPEN
Gender
diversity
Action Plan
Why SG driving for gender
balance?
Three reasons:
TALENTS - Women now represent a substantial part of the talent
pool
LEAD...
Actively promote women
Have at least one woman and one man (succession
plans/shortlist for hires)
For high potential women...
Change the rules of the games
In identifying Talents: core competency
model, maternity and paternal leave
In career paths ...
Make sure those actions are
measured and tracked
Establish short and long-term goals/ KPI-s: Hiring/
Promotion / Developme...
Make sure those actions are
measured and tracked
Establish short and long-term goals/ KPI-s: Hiring/
Promotion / Developme...
How to make women to apply—
small test
John is looking for a new project manager. What would
be the most appropriate sloga...
Thank you! Welcome to Estonia!
Ester@positsioon.ee
leena.kivisild@gmail.com
Com1   eomois-kivisild
Com1   eomois-kivisild
Com1   eomois-kivisild
Com1   eomois-kivisild
Com1   eomois-kivisild
Com1   eomois-kivisild
Com1   eomois-kivisild
Com1   eomois-kivisild
Com1   eomois-kivisild
Upcoming SlideShare
Loading in …5
×

Com1 eomois-kivisild

286 views
204 views

Published on

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

No Downloads
Views
Total views
286
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
6
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Com1 eomois-kivisild

  1. 1. CEO-s and WEP Principles: Training the leaders Ester Eomois, BPW Estonia Board Member Leena Kivisild, member of BPW Estonia BPW Estonia Welcome to Estonia! ( Video on our Country) https://www.youtube.com/watch?v=LPYzv0-- G64&list=PL3F76752187FDEC31
  2. 2. Ester Eomois MBA degree, Estonian Business School Long-term practical experience in marketing, sales, service development and customer service. Has served as Board Member in 2 international corporations over last 12 years. Today acts as strategic consultant and management trainer 20 years of experience teaching at Estonian Business School- in leading business school of Baltic States. In 2014 September, launch a new MBA Course „ Women in Leadeship“ BPW PEP ( Personal Empowerment Program) Certified Trainer BPW Estonia Board Member New! Since 2014, Project coordinator for a Leadership Training Program for Women
  3. 3. Leena Kivisild Leena holds bachelor degree (1988) from Tallinn University and MBA (2001) from Tartu University. Have been active in training and consultancy field 19 years, in industrial sector 3 years. Have worked as sales/ marketing manager, product development manager, CEO, trainer, consultant. In 2010 established own company Brightminds, which is specialised on „taylor made“ and long term development programmes for leaders and top- professionals. BPW PEP ( Personal Empowerment Program) Certified Trainer Member of BPW Estonia since 2011. Member of Social Democratic Party since 2013.
  4. 4. Women`s Empowerment Principles Principle no 1: Establish high-level corporate leadership for gender equality. Leadership promotes gender equality. Affirm high level support Establish company-wide goals and targets Engage internal and external stakeholders Ensure that all policies are gender -sensitive
  5. 5. Goals of our workshop Analyse the current situation of women in managerial decision making process. Best company practices in EU. How to empower company CEOs to invest in gender equality policies and educational programs. My personal action program: What can I (!) do to change the situation - Roadmap.
  6. 6. Learning from Europe best practices
  7. 7. Women matter!!! PEP trainers meeting in Munich October 2013
  8. 8. How to empower company CEOs to invest in gender equality policies and educational programs.
  9. 9. Gender equality (GE) GE describes the concept that all human beings, both women and men, are free to develop their personal abilities and make choices without limitations set by stereotypes, rigid gender roles, or prejudices. GE means that the different behaviours, aspirations and needs of women and men are considered, valued and favoured equally. It does not mean that women and men have to become the same, but that their rights, responsibilities and opportunities will not depend on whether they are born female or male.
  10. 10. My Roadmap What can I do to change the situation on GE in the company I work for ?
  11. 11. First, answer the following questions on scale 1..10:* 1 means “totally disagree”/ 10 means “ totally agree” The company I work for is engaged in promoting GE GE is an important topic to be addressed at my company I never suffered any discrimination in my company I never witnessed any type of discrimination in my company Men and women have equal development opportunities at my company My manager promotes GE
  12. 12. More questions.. 1. How the company I work for could benefit from improving GE? 2. What is the main reason why GE have not been important topic in my company so far? 3. Do I belive that I can do something about it? What can I do? 4. Who might be my “alliance” on that? 5. What kind of knowledge and skills I need in order to be persuasive? 6. Where can I ask for a help? Who might be my mentor?
  13. 13. Discuss with neighbours.. Each of you present the answer to the question 3. 3 minutes per each answer! Share and learn!
  14. 14. Best practise: Saint-Gobain Saint - Gobain, the world leader in the habitat and construction markets, designs, manufactures and distributes building materials. 2013 Sales : €42.0 billion Emplyees : Around 190,000 Presence in 64 countries incl. 90 nationalities
  15. 15. Four strategic priorities for profitable growth of SG Increase our differentiation Build strong local positions Speed up our development in high growth countries Work on openness and solidarity
  16. 16. OPEN (Our People in an Empowering Network) strategic plan Enhance our mobility policy Continue diversifying our teams Deepen our employees' commitment Develop our talents
  17. 17. SG Strategic priority: work on openness and solidarity HR strategy: OPEN Gender diversity Action Plan
  18. 18. Why SG driving for gender balance? Three reasons: TALENTS - Women now represent a substantial part of the talent pool LEADERSHIP - Women in leadership = better performance and innovation MARKETS - Women have a growing influence over the market we operate in
  19. 19. Actively promote women Have at least one woman and one man (succession plans/shortlist for hires) For high potential women (HIPO): career follow-up interviews, training/coaching, mentorship Women Networks - encourage networks and exchanges between women
  20. 20. Change the rules of the games In identifying Talents: core competency model, maternity and paternal leave In career paths and evaluation systems Place of work and work time By training (incl. e-Learning) and sensitizing managers on diversity management and benefits
  21. 21. Make sure those actions are measured and tracked Establish short and long-term goals/ KPI-s: Hiring/ Promotion / Development. Each Region establishes additional attributes that are seen as relevant and appropriate Include these criteria in appraising executives Diversity Climate Survey Identify and exchange on best practices: dedicated tools, communication programs Involve the whole management team
  22. 22. Make sure those actions are measured and tracked Establish short and long-term goals/ KPI-s: Hiring/ Promotion / Development. Each Region establishes additional attributes that are seen as relevant and appropriate Include these criteria in appraising executives Diversity Climate Survey Identify and exchange on best practices: dedicated tools, communication programs Involve the whole management team
  23. 23. How to make women to apply— small test John is looking for a new project manager. What would be the most appropriate slogan to use for the job advertisement? 1. We need a strong leader to make sure we are all marching in the right direction 2. A manager with some background in engineering required 3. Do you thrive in a high pressure, competitive environment? 4. Are you a natural leader who enjoys getting the best out of your team?
  24. 24. Thank you! Welcome to Estonia! Ester@positsioon.ee leena.kivisild@gmail.com

×