Pourquoi une gestion sensible au genre ?La plus value des femmes pour l’organisation   par Marc Timmerman, Partner Axiom C...
LE RATIONALE           LE POURQUOIPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners B...
Une exercice de réflexion           You have a potential product which could be interesting to 50% of the population and ...
3 Main Theses      • Leaders will have a difficult time.                       No more “One Size fits All” OR “Cloning is...
Report on Equality between women and men,                           European Commission, 2009      • “An equal participati...
The potential effect of increasing                                            women‟s employmentPourquoi une gestion sensi...
L’ évolution de la réprésentation de femmes                           dans les Conseils d’AdministrationPourquoi une gesti...
La diversité de genre dans les comités de direction                                reste très basPourquoi une gestion sens...
L’impact d’une meilleure équilibrePourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners B...
Changing the inflow & the promotion system                                      is critical                     1978      ...
Des changements pro-actives sont nécessaires       Only 28% of 1500 business leaders consider it a top-10        priority...
Certain characteristics within a Board                            increase the chances of                  women directors...
We will need      more pain      The only      human looking      forward to be      changedPourquoi une gestion sensible ...
LE RECRUTEMENT ET LES PROMOTIONS           L’IDENTIFICATION DE TALENTSPourquoi une gestion sensible au genre ? par Marc Ti...
How do most Executives                                   recognize their successors ?      •     Gives sharp remarks      ...
Avoid Creating your own Louis XIV                                           Assertiveness                                I...
Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Les Compétences critiques          des Dirigeants du Future    Prof Manfred Kets De Vries (InSead) :    The Leader of the ...
GESTION DE CARRIÈRESPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
Methods for Top Talent Identification                                                                                     ...
Acheter ou Développer          vos Talents ? Top Exec               Final Admission Track                  Assessment Seni...
Réflections en changeant d‟employeur      • Female Superstars are better than their male counterparts in        remaining ...
Women don’t take enough time for their boss                                                 With their                    ...
La Pré-Sélection de Femmes          à haute Potentiel  •     Timing of pre-selecting Top Talents is a key factor in divers...
HUDSON RESEARCH STUDY 2007           CAN WE DETECT DIFFERENCES           BETWEEN MEN & WOMEN IN           LEADERSHIP POSIT...
Research methodology•     Hudson‟s Business Attitude Questionnaire (BAQ)      was used as a basis for this study•     Huds...
Male leaders show                        a more extreme male personality profile  •     C-level men score higher on extrav...
Women at the top:               a male leadership profile with feminine nuances•     C-level women show a personality that...
C-Level Men and Women: two of a kind?  •     Compared to C-Level men, women tend to focus less on immediate results; take ...
How women become leaders: from warm to mindful     Younger feminine leaders score higher on altruism: socially confident ...
Young Men and Women leaders (<40 yrs)   • Younger feminine leaders score higher on altruism: people-oriented, helpful and ...
Catch 22 ?           •      Dominant coalition inside top management committees favours                 ‘male’ personaliti...
Towards convergence and a better blend                 for improved Gender Balance and Leadership ?           Women need ...
Women,          better leaders for the future? • If organisations shift from a more traditional view of leadership to a mo...
THE OBSTACLES &           THE BEST PRACTICESPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting ...
Leadership delivering on ‘Promises’ is                                     a KEY differentiator                           ...
Les multiples barrières les plus difficilesPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting P...
“Change is the law for life”                                            JF Kennedy      • 70% of Baby-Boomers & 92% of Gen...
Most common gender-balance measures      • 64% : options for flexible working conditions      • 56% : Visible monitoring b...
Most effective measures promoting                                      gender diversity focus      • CEO commitment      •...
Best Practice initiatives to promote                                        the integration of women                      ...
Offering Of Development Practices For Fast Trackers      Top 5 regarding “Perceived Effectiveness” :             1.       ...
Preferred Leadership Style                                              A leader’s use of team members’ information and in...
The Functions Of Mentoring       Career Functions :                                                       Psycho-Social Fu...
Diversité. Et alors ?                                                                                  Untapped resources ...
The Smart Companies are now      • Working on Diversity & Inclusion Management      • Accessing ‘underutilized’ sources of...
It is not the strongest of species that survive,nor the most intelligent,but the most responsive to change.Charles Darwin ...
MERCI DE VOTRE ATTENTION           Q&APourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partne...
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Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

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  • 60% Female university studentsGrowing Buying power (CFR PHARMA Sector)CFR Volvo : not enough Chinese people----- Meeting Notes (23/06/11 12:14) -----WOMEN ARE NOT A MINORITY GROUP AND SHOULD NOT BE TREATED AS SUCH
  • SPEECH OF THE UK MINISTER OF WORK ON POLISH WORKERS LEAVING UKSPEECH OF RUSSIAN GOV OFFICIAL
  • Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

    1. 1. Pourquoi une gestion sensible au genre ?La plus value des femmes pour l’organisation par Marc Timmerman, Partner Axiom Consulting Partners
    2. 2. LE RATIONALE LE POURQUOIPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    3. 3. Une exercice de réflexion  You have a potential product which could be interesting to 50% of the population and raise your number of consumers at least with 20%.  Investments are low to bring it to market, just requires a different way of managing your product portfolio;  No competitors have taken this market share either, but 1/3 of them are thinking of doing it soon;  Multiple and acknowledged studies indicate that you could make your brand recognition even stronger, become more popular as a company and it could lead to a boost of the company’s gross revenues up to 27%;  Studies indicate that there is no big risk attached to moving into this market space. It is a question of being there first.  Would you say “YES” to this ?Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    4. 4. 3 Main Theses • Leaders will have a difficult time.  No more “One Size fits All” OR “Cloning is no longer an option” • The organisation and the leaders who are not focusing on Diversity & Inclusion make a fatal mistake.  The pool of young white males is drying up. • The faster you adapt as a Leader, the stronger you and your organization will be.  It will be a competition on Employer Attractiveness and a fight on credibility and against time.Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    5. 5. Report on Equality between women and men, European Commission, 2009 • “An equal participation of women and men in decision- making processes is a democratic and economic necessity. • In the current economic situation it is all the more important to mobilize all talents. • This is not the time to waste skills and production potential because of outdated perceptions of women’s and men’s roles and leadership abilities.”Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    6. 6. The potential effect of increasing women‟s employmentPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    7. 7. L’ évolution de la réprésentation de femmes dans les Conseils d’AdministrationPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    8. 8. La diversité de genre dans les comités de direction reste très basPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    9. 9. L’impact d’une meilleure équilibrePourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    10. 10. Changing the inflow & the promotion system is critical 1978 2010 2008 2040 Women Women in Women Women in university exec university exec graduates committees graduates 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 2010Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    11. 11. Des changements pro-actives sont nécessaires  Only 28% of 1500 business leaders consider it a top-10 priority.  Changing the promotion system is critical as the increasing number of women graduates will not be sufficient to close the gender gap in top management.  Women continue to face many barriers on their way to the top.  1 : The “double burden” syndrome  2 : The “anytime, anywhere” performance model  3rd one identified by women : the reticence to advocate for themselves Data Source : McKinsey‟s Women Matter 2010Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    12. 12. Certain characteristics within a Board increase the chances of women directors being recruited or promoted.  Boards with a younger chairman,  Chairmen with shorter periods of tenure,  Boards containing an HR director,  Boards with already one woman on them. Data Source : Penna, “Not the usual suspects”Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    13. 13. We will need more pain The only human looking forward to be changedPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    14. 14. LE RECRUTEMENT ET LES PROMOTIONS L’IDENTIFICATION DE TALENTSPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    15. 15. How do most Executives recognize their successors ? • Gives sharp remarks • Has a unique perception of occupation • Shows willpower • Is very time conscious • Varying interest in teamwork • Shows independence • Gives a demanding impression • Has a high level of commitment • Puts the job before everything • Has a phenomenal amount of energy • High intelligence • Shows a vibrant sense of creativity • Has a broad thinking style • Is part of the dominant coalition • Strives for continuous improvement Sources: Organizational Dynamics (1986), Human Resource Management, (1998), National Productivity Review (1989), Journal of Management Development (2003) Published in “High Potentials : Feiten & Fabels”, Marc Timmerman & Charlotte Sabbe, 2007Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    16. 16. Avoid Creating your own Louis XIV Assertiveness Initiative Thoughtfulness IntrospectionEarly Energy Problem solvingCareercharacteristics High performance & IQ Negotiation skills Sensitivity to others Derailment is often Team builder Strong caused by: Mid relationships Interpersonal skills • Cold heartedness Career Good reputation • Arrogance characteristics EQ • Self-glorificationPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    17. 17. Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    18. 18. Les Compétences critiques des Dirigeants du Future Prof Manfred Kets De Vries (InSead) : The Leader of the Future has the ability to create a company culture and being the glue of the team: – Community: creating an environment of mutual support, respect and collaboration – Pleasure: creating employee satisfaction and enthusiasm through stimulating continuous learning, creativity, excitement and humor – Meaning: providing a meaning for the society as a whole: putting things in perspective Thus creating the possibility of growing a Sense of Belonging Source: EHRF Contact Days in Lugano & The Journal ofPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux Human Resource Management (2003)
    19. 19. GESTION DE CARRIÈRESPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    20. 20. Methods for Top Talent Identification How powerful is AC/DC Self this Dominant Coalition? selection Competency profile Formal processes HowManagement mass versus the strong is the Line reviews individual? managers How much stronger is perception than reality? Political networks „Professional‟ Informal Dominant coalition discussions processes Corridor discussions Observation Reactive HR- attitude Proactive HR-attitudePourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    21. 21. Acheter ou Développer vos Talents ? Top Exec Final Admission Track Assessment Senior Mgmt T Career Track E Senior Mgmt Controlled Development S ZigZag Centre Experienced Management Period T External Junior Mgmt Influx Junior & Development I Mid Career Centre N Zero- Measurement Period G Entry Level Young Graduate AssessmentPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    22. 22. Réflections en changeant d‟employeur • Female Superstars are better than their male counterparts in remaining very succesful when moving to another company. • Women look for organisations that welcome them as individuals with distinctive styles, personalities, and methods of distinguishing their franchises. • When joining an organisation, women will consider the apparent attitudes of the hiring manager and the existence of female colleagues and role models. They look at culture, values, atmosphere and tone. Data Source : HBR, 02/2008, Boris GroysbergPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    23. 23. Women don’t take enough time for their boss With their With direct With leaders reports colleagues Men 30% 45% 25% Women 15% 70% 15% Source : Trends June 9TH 2011, Vlerick Research, Katleen De StobbeleirPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    24. 24. La Pré-Sélection de Femmes à haute Potentiel • Timing of pre-selecting Top Talents is a key factor in diversity management. – Flexible career speeds are a best practice for better gender balance in the leadership pipeline • Women spend less time on Internal Networking than men. – Fear that their relationships to male colleagues would be misinterpreted and therefore damaging their reputation. • The impact of a ‘dominant coalition’ is high : – What is the gender balance in the inflow of people ? – Are there preselection criteria ? – Are these preselections based on competencies or on a “male” behaviour style? – Is the mastering of male codes the only way to rise through the ranks? – The way “As Is” could oblige ambitious women to imitate “male” behaviour. • Why are companies not more attuned to the untapped leadership in their ranks? – Reason n°1: Because they haven’t looked for it!Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    25. 25. HUDSON RESEARCH STUDY 2007 CAN WE DETECT DIFFERENCES BETWEEN MEN & WOMEN IN LEADERSHIP POSITIONS ?Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    26. 26. Research methodology• Hudson‟s Business Attitude Questionnaire (BAQ) was used as a basis for this study• Hudson‟s European R&D Centre developed the BAQ based on the widely recognized „Big 5‟ personality model.• This questionnaire has been proven through hundreds of assessment and development centres worldwide.• Sample population: • 65,000 men & women in Europe, Australia, Asia, and the USA completed the BAQ • From that number, 591 International executives in senior leadership positions were asked to complete the BAQ • Of the executives who took part, 152 were women and 439 men Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    27. 27. Male leaders show a more extreme male personality profile • C-level men score higher on extraversion: leading, • Compared to average men, male leaders score lower persuading and motivating people and, to a certain on abstract-thinking, helpfulness and extent, communicating. meticulousness. • They also show relatively high scores in decisiveness, result-orientation, strategic approach • C-level men show mainly ‘typically’ masculine and autonomy. characteristics, while neglecting the more ‘typically’ feminine aspects.Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    28. 28. Women at the top: a male leadership profile with feminine nuances• C-level women show a personality that is almost the • Compared with average women they score lower on opposite of women in general. conscientiousness: they are less meticulous, rational• Like C-level men, C-level women score very high on and, to a certain extent, less organised. extraversion: ability to lead, communication, persuasion and motivation. • They do not excel in people orientation, but view themselves as being rather co-operative.Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    29. 29. C-Level Men and Women: two of a kind? • Compared to C-Level men, women tend to focus less on immediate results; take the bigger picture into account and take a more autonomous stand. They keep a distance from the concrete details and day-to-day issues, have a conceptual view and appear more open to change. • They also pay more attention to open communication in the organisation and adopt a more ‘human’ approach with room for co-operation, mutual support and sociability.Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    30. 30. How women become leaders: from warm to mindful  Younger feminine leaders score higher on altruism: socially confident and people oriented (warmth), but less on openness (mindless), decisiveness and leadership. Their style makes them seen as favourable (warm & mindless)  Senior women focus on openness: abstract thinking, strategic-thinking & open-mindedness (mindful), but less onPourquoi altruism (cool).au genrestyleMarc Timmerman, Axiom Consulting Partners BeNeLux une gestion sensible Their ? par makes them seen as both favourable and effective (cool & mindful)
    31. 31. Young Men and Women leaders (<40 yrs) • Younger feminine leaders score higher on altruism: people-oriented, helpful and socially confident. They also are more change oriented and organised than younger male leaders. • Younger male leaders focus more on emotional stability (relaxed, stress-resistant and decisive), they score more strongly on leading ability and persuasiveness and differentiate themselves by their ambition, result-orientation and strategic thinking.Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    32. 32. Catch 22 ? • Dominant coalition inside top management committees favours ‘male’ personalities • The risk of not having a clear identity in the eyes of others puts women in a “double-bind” situation:  If they act like a typical male leader, they are perceived as hard, because their behaviour does not correspond to that generally observed and stereotyped with women  If they act like a typical women, they may be perceived as less effective, because the typically male personality traits are still perceived to be more effective characteristicsPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    33. 33. Towards convergence and a better blend for improved Gender Balance and Leadership ?  Women need to develop key leadership traits to get to the top such as decision making, communication, strategic thinking or result orientation  Women should also dare to develop their more feminine traits such as people orientation, altruism and change management  Male leaders should try to develop more feminine leadership traits and a more participative leadership style more suited for the modern workplacePourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    34. 34. Women, better leaders for the future? • If organisations shift from a more traditional view of leadership to a more participative and democratic view, women should receive more opportunities to obtain and succeed in leadership positions. • However, in the short term, companies might adopt a short term view that reinforces the hierarchy of men over women in their efforts to succeed during a recession. Not only will this reverse the recent progress of gender equality in business, it might also be to the detriment of the organisation. • Organisations should determine which business attitudes are most critical for their current and future leaders in relation to their business context and strategy, before deciding which men or women are best suited for the roles.Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    35. 35. THE OBSTACLES & THE BEST PRACTICESPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    36. 36. Leadership delivering on ‘Promises’ is a KEY differentiator • The Employer Value Proposition • One of Our Biggest Challenges on a short term is that we will have to be many different things to many different individuals. • ‘One Size fits All’ = A dying model !Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    37. 37. Les multiples barrières les plus difficilesPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    38. 38. “Change is the law for life” JF Kennedy • 70% of Baby-Boomers & 92% of Gen Y cite “career-life fit” as a top priority • The Forces driving the changing world of work : – Rise in non-traditional families – Converging expectations of women & men – Flattened hierarchies – Shortage of critical talent – Changing Buying Power – Virtual, connected workplace – Ageing workforce – Evolving needs of generations Source : “The Corporate Lattice”, 2010, Cathleen BenkoPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    39. 39. Most common gender-balance measures • 64% : options for flexible working conditions • 56% : Visible monitoring by the CEO and the executive team of the progress in gender-diversity programs • 55% : Programs to encourage female networking and role models • “CEO commitment and women’s individual development are at the heart of an effective gender-diversity ecosystem” Data Source : McKinsey‟s Women Matter 2010Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    40. 40. Most effective measures promoting gender diversity focus • CEO commitment • Individual Development programs : • Skill-building programs aimed at women • Mentoring • A Collective enabler : • Performance evaluation systems that neutralize the impact of parental leaves and flexible work arrangements Data Source : McKinsey‟s Women Matter 2010Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    41. 41. Best Practice initiatives to promote the integration of women Objectives Initiatives Measurement, analysis and • Gender balance on recruitment panels reporting of gender equality • Representation at different levels of management • Career progression • Salary differences • Targets & accountabilities • Uptake of flexible work options Enabling workers to balance • Work-Family responsiveness professional and family lives • Flexible work options • Flexible career options • Leave programs • Re-entry programs Creating supportive • Mentoring networks • Coaching • Formal network programs Preparing women to be • Training leaders • Talent Management • Stretch assignments Source : adapted from “Inspiring women: Corporate Best practice in Europe”, London Business School, 2007 Source : White paper to be published by Marc Timmerman in 2012Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    42. 42. Offering Of Development Practices For Fast Trackers Top 5 regarding “Perceived Effectiveness” : 1. Starting-up new projects 2. Mentoring & Receiving opportunities to make mistakes 3. Having a high degree of autonomy 4. Having a talented boss 5. Learning from talented people Source : “High Potentials, The Competitive Edge within your Company”, Marc Timmerman & Charlotte Sabbe, 2007Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    43. 43. Preferred Leadership Style A leader’s use of team members’ information and input in making Participation decisions Coaching Educating team members and help them to become self-reliant Informing A leader’s dissemination of company wide information Interaction Strong focus on interfacing with the team as a whole Age Groups All 25-30 31-37 >38 Participation 4.32 4.33 4.31 4.36 Coaching 3.92 4.18 3.77 3.99 Informing 3.81 3.98 3.74 3.8 Interaction 3.26 3.34 3.17 3.38 Source : “High Potentials, The Competitive Edge within your Company”, Marc Timmerman & Charlotte Sabbe, 2007Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    44. 44. The Functions Of Mentoring Career Functions : Psycho-Social Functions : Sponsorship Role modeling Coaching Counseling Protection Acceptance and Confirmation Challenging Assignments Friendship Exposure and visibility “The most conspicuous difference between star and nonstar women is access to a supportive mentor.” Source: Mentoring at Work, prof dr Kathy KramPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    45. 45. Diversité. Et alors ? Untapped resources Accepting the need The value of differences Ethical Fairness Reflecting the marketPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    46. 46. The Smart Companies are now • Working on Diversity & Inclusion Management • Accessing ‘underutilized’ sources of Talent • With the most common order of speed: – Gender Balance – Ageing workforce – Cultural diversity – People with a handicapPourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
    47. 47. It is not the strongest of species that survive,nor the most intelligent,but the most responsive to change.Charles Darwin Intelligence is the ability to adapt to change. Stephen Hawking
    48. 48. MERCI DE VOTRE ATTENTION Q&APourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux
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