2. Spring Professional Leadership Series Gender Balance In The Workforce-Attracting Female Professionals To Japan’s Workplace
0 The Numbers Of Women Who Continue To Work
After Childbirth Are Increasing
1
Compared to other advanced nations, Japan lags behind in building a society of equality for women.
This survey takes a look at diversity management as a necessity in corporations, and the efforts
to empower women in the workforce.
Source : Gender Equality Bureau Cabinet Office "White Paper
on Gender Equality 2013"
60
50
40
30
20
10
0
Malaysia
Philippines
SouthKorea
Singapore
Australia
Germany
UK
USA
Sweden
Norway
France
Japan
OverAge65
Age60-64
Age55-59
Age50-54
Age45-49
Age40-44
Age35-39
Age30-34
Age25-29
Age20-24
Age15-19
Percentages of women among working persons and
workers in managerial positions
Percentages of working women by age class
%
Source : Ministry of Health, Labour and Welfare "Actual Working Conditions
of Working Women 2012," "White Paper on Gender Equality 2013"
■ Working persons
■ Workers in managerial positions
90
80
70
60
50
40
30
20
10
0
%
2012
201 1
2002
SwedenUSA
Japan
Fig.1 Fig.2
Currently, efforts to increase diversity management in
Japanese corporations have become an imperative issue. The
word diversity means "variety," and in a business society, to
be receptive and actively empower people of different sexes,
races and age is what is called diversity management. It is
a measure meant to improve the treatment of minorities,
and originated in the United States. At the time, the concept
strongly implied the protection of human rights, but lately has
come to be seen as a vital part of management strategy.
The reasons diversity management has come to be seen
as important are the globalisation of businesses and the
diversification of consumer needs. As Japan's population
continues to shrink due to its declining birth rate, the
domestic market is also headed towards reduction. The
numbers of Japanese corporations expanding their overseas
markets in order to survive are rising, and globalisation cannot
be avoided. And in order to maintain competitive advantages
in a shrinking domestic market, companies will need to invest
in even more value-added products and services. The key to
being able to respond to changes and promote innovation is
to shed old standard practices and modes of thinking, and to
welcome talent diversity.
Within diversity management, the challenge for Japan,
especially, is to bring more women into the workforce. The
reasons are that, the majority of household purchasing
decision-makers are made by women, and that a woman's
perspective is necessary. Furthermore, the shortfalls in the
labour force necessitate the leveraging of women in the
workforce.
Let us examine how far women have progressed in the
workforce. In speaking first from conclusion, Japan lags
behind other countries in empowering women in the labour
force. For example, according to the Global Gender Gap
Report 2013 published by the World Economic Forum (WEF),
Japan ranked 105th out of 136 countries on the Gender Gap
Index. That was a drop from its previous ranking of 101st, and
represents its worst showing ever.
As you can see from Fig.1, Japan rates low in the
percentage of women among employed persons. Fig.2
illustrates the percentages of working women by age. The
percentage of Japanese working women age 30-34 is low,
and we know that the majority of women retire in order to give
childbirth and raise a family. In recent years the numbers of
women who continue to work after childbirth are increasing,
and according to a 2012 study, while this "M-shaped" curve
has started to become shallower when contrasted to 10
years ago, it still remains steep compared to other advanced
nations. When compared to other countries, it is apparent
that the tendency to consider childbirth and child-rearing
as obstructions to work have not dissipated. The fact that
putting one's career on hold will inhibit the advancement of
that career is a reasonable ramification, and the reality is
that in Japan the number of women who are promoted to
management positions are few (Fig.1).
3. Spring Professional Leadership Series Gender Balance In The Workforce-Attracting Female Professionals To Japan’s Workplace
2 What The Nation And Businesses Can Do
To Promote The Empowerment Of Women
We will examine the efforts made by the government and businesses to promote
the empowerment of women. We will also hear from Showa Women's University President Mariko Bando,
who has led efforts to promote policy-making for the active participation of women
in organisational institutions.
As we have previously mentioned, in Japan the
employment rate of women and percentage of women in
managerial positions is low. According to the "Womenomics
3.0" report published by Goldman Sachs, if the employment
rate of capable women were raised to the level of the men's
rate, Japan's working population would expand by 8,200,000,
and Gross Domestic Product (GDP) was calculated to grow by
15%.
After receiving criticism domestically and from abroad that
"the key to Japan's economic recovery was the empowering
of women," Prime Minister Shinzo Abe declared that
"enhancing opportunities for women to work and to be active
in society is no longer a matter of choice for Japan," and that
"Abenomics will not succeed without Womenomics." Making
the empowerment of women a pillar of his policies, he laid
down a plan to emerge from nearly 20 years of recession.
Specifically, he cites measures such as improved support
for child care by "eliminating childcare waiting lists within 5
years," a request to promote childcare leave up to 3 years, and
a request for "all listed companies to appoint one female as
an executive officer." Furthermore, by expanding the numbers
of Hello Work programmes, which serve as the contact points
for child-rearing women seeking work, he aims to strengthen
support for re-employment efforts.
Since 2003, the Gender Equality Bureau Cabinet Office has
proposed a target of hoping to "increase the share of women
in leadership positions in all fields of society to at least 30%
by 2020." In order to achieve this governmental goal, all
businesses are encouraged to take "positive action (pro-active
means to eliminate gender inequality)."
Since the 1970s, I have been involved in
policy-making for the empowerment of women
in organisational institutions. In the ensuing 40
years, has the infrastructure to allow women
to thrive in the workplace come into place?
The conclusion is that in terms of a "working
life balance," where work, household chores
and child-rearing are capably managed, the
situation is substantially improved. However, I
believe that the reality is that providing "equal
opportunity" and "diversity" so that women
are empowered to exhibit their talents on an
equal playing field with men, is still of secondary
importance.
So why still can't women thrive in Japan? I
believe the biggest reason is that the majority
of Japanese businesses still tend to trust and
value men who work for longer periods. From
now on however, unless such diverse talent
such as women and foreign nationals are
appointed to higher positions, the incorporation
of a diversity of opinions will not occur, and
conversion to a highly value-added business
model will not be possible.
And this is why I say to business leaders that
it is necessary to have the "3 'Ks.'" The first
"K" is "Kitai (Hope)." It is easy to fixate on the
notion that "this job is too hard for women,"
but we want them to have more expectations
for women. The second "K" is "Kikai
(Opportunities)." It is necessary to provide equal
opportunity to women. The third "K" is "Kitaeru
(Training)." Unless women are trained just like
men, they will not improve.
For example, one woman could be promoted
to an important position, but if she cannot
perform, and the conclusion is "we knew a
woman couldn't do it," then that closes the door
for all women. So I suggest that when appointing
a woman, that more than 3 be selected as
candidates. If women find it possible to envision
a career path to management, younger women
can recognise that "expectations are being
made of us" and that will raise their motivation.
At the same time, I would like for female
employees to "not be misled by shortsighted
goals, and to mold their careers with a long
term perspective." When your superiors hand
you a difficult assignment, instead of declining
it thinking "I can't do this," if this is a field with
even small possibilities, then you should take on
the challenge. I hope you won't be afraid to take
on the risk of becoming a pioneer.
Businesses "Kitai (Hope)," Give "Kikai (Opportunities)," And "Kitaeru (Training)."
For Women To Be Empowered, The 3 "Ks" Are Indispensable.
Interview
After graduating from Tokyo University, I joined the staff of the Prime
Minister's office in 1969. I joined the Headquarters for the Planning
and Promoting of Policies Relating to Women in the Prime Ministers
Office in 1975. Studied abroad at Harvard University beginning in
1980. In 1995, I became vice governor of Saitama Prefecture, and in
1998 was appointed consul general of Japan in Brisbane, Australia.
After serving as Director General for the Gender Equality Bureau
Cabinet Office, I have served in my current position since 2007.
Showa Women's
University
President
Mariko
Bando
4. Spring Professional Leadership Series Gender Balance In The Workforce-Attracting Female Professionals To Japan’s Workplace
In this section, we will examine the empowerment of
women in the fields of IT and engineering.
3 Empowering Women
In The IT And Engineering Fields
When we set our sights on the IT industry, the reality is
that compared to foreign countries, Japan has few female
technology professionals. This trend is not limited to the IT
industry. In Japan there are 123,200 female researchers, which
amounts to only 13.8% of all researchers (as of March 2011), a
figure that ranks last among advanced nations. According to
an Information-technology Promotion Agency study centered
around IT related industry groups, titled the "IT Human
Resources White Paper 2011," 39.8% of businesses responded
that the percentage of women among their IT workforce was
"between 10% to less than 20%," 24% reported "between 0.1% to
less than 10%," and 6.9% reported "0%," meaning that over 70%
of businesses had a female employment rate of less than 20%.
The rate of women in managerial positions in the IT industry
is even lower, with 49.2% of businesses reporting "0 female
managers." With 28.9% of businesses reporting "between 0.1%
to less than 10%," it is apparent that the numbers are extremely
low.
According to a study conducted by the afore-mentioned
IPA with 300 women from the IT industry, in response to the
question, "what event would most likely lead to resignation from
your current job?" 27.6% replied "job-related exhaustion," 24.5%
replied "to give birth to my first-born," 20.4% replied "marriage,"
and 10.2% replied "the birth of my second-born." Such numbers
illustrate the stark realities of the obstacles against women
to continue working, the problems of balancing work and
family and working long hours. Furthermore, in response to the
question, "what do you think would be necessary for you to be
able to go back to work?" the most popular answer (66.3%) was
for "businesses to enact institutional reform."
From these results, it seems that if IT businesses can
improve institutional systems to support a balanced work life
and indicate that they understand the need to implement such
measures, then the female employment rate should rise. As it
stands, in response to the question of whether "women make an
impact in the IT industry compared to other industries," over half
replied that the statement was "applicable." Recently, enacting
positive action towards female technology professionals has
come to be regarded with more importance, and the number
of IT businesses promoting diversity measures has been
increasing.
5. Spring Professional Japan Ltd. Tel:+81-3-5439-5833 Fax:+81-3-5439-5838 Email:inquiry@springjapan.com www.springjapan.com
4
What do female technology professionals need to form their career paths?
Also, we will hear from Hideko Kunii, a pioneer in the field of information processing,
and Advisor to the President at the Shibaura Institute of Technology.
The Leadership And Career Paths
Of Female Technology Professionals
There is demand to acquire high calibre women in the
sciences. Governments, businesses and universities
are currently focused on acquiring female technology
professionals. The Gender Equality Bureau Cabinet Office has
held career events at various regions nationwide for women
in the sciences. Businesses are active in their pursuit, with
for example KDDI announcing that it was aiming for a female
employment rate of 20% in newly graduated technology
hires. Hitachi, Kyocera, and Honda Motor Company are
putting efforts into hiring women through seminars for female
science majors. Universities are also busy trying to acquire
students, with examples such as Tokyo University holding
events for encouraging junior high and high school girls to
develop interest in the sciences.
The background to this trend lies in the overwhelming
low number of women with technical expertise. According
to a university source, there is a shortage of students in
mechanical and electronic engineering, and both schools
have a female population of about 5%. At this rate, the
technological development scene will continue to be a "male-
dominated society," and it will be difficult to diversify ways
of thinking. And businesses that wish to hire female tech
professionals will be forced to choose from a small population,
with few available choices.
While the competition for women in the sciences intensifies,
many businesses are concentrating efforts on the retention of
female technology professionals. Not only are there measures
for improving systems to support a balanced working life,
initiatives to make earlier selections of female leaders are
increasing.
Because the overall numbers of female tech
professionals and researchers is small, strengthening
networks and supporting one another will be useful
in sustaining careers and raising awareness for the
next generation. As far as network organizations
for female technology professionals go, the "Japan
Women Engineers Forum(JWEF)" and the "Women
Consulting Engineers Society of Japan" have long
traditions, and boast a large number of members.
Both organizations also operate the "International
Network of Women Engineers and Scientists."
Furthermore, the "IEEE JC WIE," the Japanese
branch of the world's largest scientific society for the
electrical and electronic fields, the IEEE, which holds
events such as "Women in Engineering," should also
be noted.
Lately, meetings of voluntary groups of IT
researchers in "women's clubs" has become prevalent,
so it seems that solidarity will eventually become a
keyword for female technology professionals.
Japan Women Engineers Forum(JWEF)
www.jwef.jp/
Women Consulting
Engineers Society of Japan
www.pej-lady.org/
International Network of Women
Engineers and Scientists
www.inwes-japan.org/
Column A Network For Female Technology Professionals To Gather Information
Considering What Measures To Take Now, With Target Values In Mind.
Independent Efforts Undertaken By Businesses Are Absolutely Essential.
For female technology professionals to thrive,
I believe that individual businesses need to
make independent efforts towards "positive
action," such as the setting of target values
for female managerial hire rates. However, the
reality is that such a suggestion would draw
much protest from people who would claim that
companies "inflate their scores by promoting
incompetent women." But couldn't it be said
that in terms of promoting people, hasn't it been
men who have historically "inflated scores"
throughout society? If we have target values,
then we can plan backwards from there and
think about what steps need to be taken now.
In the IT sector, it is unfortunate that
becoming a busy project manager comes at a
point in time when balancing work with raising
children becomes difficult, and many women
end up giving up their careers. In order to
prevent this sort of situation, efforts are being
made in the U.S. to workshare management
duties. Two leaders will split up a single role
to share duties and information in short time
slots, for example a "morning leader" and an
"afternoon leader." While salary will in this case
be halved, there is the advantage of being able
to sustain each person's skills and career.
Also, for female tech professionals to be
able to continue working in an IT industry that
is always dramatically changing, it is important
that they do not neglect improving their skills
even while on childcare leave, making sure to
acquire information, and exchanging ideas
with tech professionals from other companies.
Diverse thinking is not possible by interchanging
only with colleagues brought up in the same
culture. I hope that female technology
professionals will continue to work and not lose
sight of these ambitions.
After graduating Ochanomizu University Department of Science,
earned her Ph.D. at the University of Texas at Austin. After serving
as General Manager of Software Research & Development of Ricoh
from 1982 to 2008, she became Chairperson of Ricoh IT Solutions.
She also serves as a member of the Liaison Conference for the
Promotion of Gender Equality.
ShibauraInstituteofTechnology
AdvisortothePresidentDirector,
OfficeforthePromotionofGenderEquality
GraduateSchoolofEngineeringManagement
GraduateSchoolProfessor
Hideko
Kunii
Interview
6. Spring Professional Japan Ltd. Tel:+81-3-5439-5833 Fax:+81-3-5439-5838 Email:inquiry@springjapan.com www.springjapan.com
5 Thriving Female Technology Professionals
Although their numbers are few, female technology professionals who thrive while raising children do exist.
What is needed to increase their numbers, and what can the nation and its businesses do?
In the fields of IT and engineering, it can be said that the
overwhelmingly low number of women is the biggest of issues.
As we have said earlier, businesses have become pro-active
in hiring women in sciences, but it is in the preliminary stages
of choosing a study at university, that there are still very few
women who select science. The afore-mentioned Professor
Hideko Kunii of the Shibaura Institute of Technology points out
the importance of early education in this manner. "In Japan,
the ideology of the division of labor between men and women,
that men should work and women tend to the family, is still
deep-rooted. Isn't it necessary to instill education to change
this sort of thinking? I think it may be recommended to perhaps
encourage young children to play with toys that will train them to
think about physics and chemistry." It's not just education, there
are things that businesses can do. They can hold events that
communicate the appeal of technical vocations to female junior
high and high school students. It ought to be their obligation as a
form of contribution to society to make such pro-active efforts.
Having hired women in technical jobs, only to lose them when
they resign due to childbirth or childcare would be a shame. In
order for Japan to make it's M-shaped curve more shallower,
it needs to begin expanding its institutional systems by adding
part-time working arrangements and childcare leave, and it
is imperative that it creates a climate conducive to putting
those measures into practice. In order for that to happen it
may require the heads of businesses to take responsibility and
show that they intend to get involved in empowering women.
And hereafter, there could be work-at-home arrangements, or
worksharing management positions, or perhaps a progression
to "flexible working," whereby women who leave a company to
raise their families can return to the workplace. We have hopes
for the future.
In actuality, the "shortage of women in IT and engineering" is
also a problem in the U.S. Since the beginning of 2000 women
have been declining in the computing industry, and there is
data reporting that less than 10% of women are promoted to
executive positions. Even in America, conclusions have been
reached that the way to stop the drain of high caliber women is
to sanction "flexible working." And here in Japan, we also await
that discussion.
Ever since joining this company, I have been
involved in research and development of "Dye-
Sensitized Solar Cells," which have been called
the next generation solar cells, and the business
of searching for research and developmental
themes which will define future generations. In
thoroughly investigating the principles of dye-
sensitization in order to raise the efficiency of
these cells, I achieved the highest efficiency
rate in the world, and received an intra-office
MVP award.
Just as my research was beginning to
culminate, I found myself with a child, but since
we handled dangerous agents in chemical
testing, I was unable to enter the laboratory
while pregnant. It was the support of my
colleagues at the lab that helped me pull
through this period. I had already established
my theories for the compound ratio of solutions,
so I had my colleagues take up the continuation
of my experiments. During my pregnancy I
concentrated on writing my research papers,
and after giving birth I received publication in an
authoritative science journal. With my baby and
research paper, I felt as if I had simultaneously
given birth to two monumental works, and it
made me very happy.
Since I wanted to be present when we
achieved the world's highest efficiency rate,
I returned to the workplace a mere 4 months
after giving birth. One day, a very important
day, I received a call from the nursery school
that my child was running a fever. Thanks to my
husband, who worked at the same company as
myself and went instead to pick up our child, I
was able to share with my colleagues the big
moment that we achieved our lab results. I
think I was able to balance work and raising a
child only because of the help of my husband
and colleagues. And I also am deeply thankful
towards my company and my superiors, who
recognise the contributions of each and every
employee, and allowed me the responsibility of
important work from such an early age.
After majoring in the Department of Science, Physical Chemistry,
and completing her Master's course, joined Sony in 2002. Worked
on the research and development of Dye-Sensitized Solar Cells
at the Advanced Materials Laboratories. Received recognition for
the results of her basic research, and was awarded the intra-office
award of "Sony MVP2010."
Sony Corporation
Advanced Materials
Laboratories
Novel Functional Materials
Research Laboratory
Section Chief
Reiko
Ogura
More Than Just A Company's Institutional Systems, It Takes The Presence Of Our
Superiors And Colleagues To Support A Balanced Life While Child-Rearing.
Case Study
The Prospects For Empowering Women In The IT And Engineering Fields
The Future
7. Spring Professional Leadership Series Gender Balance In The Workforce-Attracting Female Professionals To Japan’s Workplace
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0Corporate information
Japan
Spring Professional Japan
Address Roppongi Hills Mori Tower, 20F, 6-10-1 Roppongi,
Minato-ku, Tokyo 106-6120
Contact Tel: +81 3 4520 6130 Fax: +81 3 4520 6140
Email: inquiry@springjapan.com
Website: springjapan.com
Company
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Managing Director
Business Activities
Group Company
Spring Professional Japan, Ltd.
January 6, 2014
35,000,000 JPY (Capital Reserve 35,000,000 JPY, Adecco Group 100% ownership)
Lanis Yarzab
Fee based HR recruitment services for IT and Engineering Industries
Adecco Ltd.
