Nadereh chamlou talent crisis and gender equality english


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Human Capital Concerns – Ensuring Gender Equality

Nadereh Chamlou, Senior Advisor, Middle East and North Africa, The World Bank

The importance of a focus on gender impact in all aspects of PFM will the topic of this session.

Published in: Business, Career, Technology
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Nadereh chamlou talent crisis and gender equality english

  1. 1. ICGF Conference Miami, May 21, 2010 Nadereh Chamlou The World Bank
  2. 2. <ul><li>Emerging global talent crisis and its root causes </li></ul><ul><li>Solutions to talent crisis: skills upgrading, labor mobility, and off-shoring to labor abundant locations </li></ul><ul><li>“ Brain waste” due to widespread gender gap caused by traditions, conservative attitudes and social norms </li></ul><ul><li>Bridging gender gap is good business, not just for fairness </li></ul><ul><li>Conclusion: talent crisis cannot be met without narrowing of gender gap </li></ul>
  3. 3. <ul><li>Global economy will face demographic shock of a scale not yet observed </li></ul><ul><li>Despite the significant workforce transformation – more educated, more mobile, and more diverse than ever before – we are at the dawn of an unparalleled skills crisis as the working-age population of many developed economies starts to decline. </li></ul><ul><li>By 2050, the global population of 60+ projected to exceed <15 cohort for first time in history; developed economies will not find enough employees in home markets to sustain profitability and growth. </li></ul><ul><li>Challenge will be broad-based and affect all stakeholders and organizations. </li></ul><ul><li> Human capital shortage will surpass financial and natural resource constraints and will slow down the economic engine of the future </li></ul><ul><li>Source: Stimulating Economies through Fostering Talent Mobility (World Economic Forum ) </li></ul>
  4. 4. <ul><li>Current high unemployment levels have not disguised talent shortages and employing the unemployed is not a solution </li></ul><ul><li>Need for effective collaboration among business, NGOs, government, and universities – issues broad-based and universal </li></ul><ul><li>Emerging consensus on solving the talent shortages: </li></ul><ul><ul><ul><li>Education, skills upgrading, and innovation </li></ul></ul></ul><ul><ul><ul><li>Talent mobility and new talent environment of “brain circulation” </li></ul></ul></ul><ul><ul><ul><li>Outsourcing/offshoring core knowledge functions to labor abundant markets </li></ul></ul></ul>
  5. 5. <ul><li>Crises pinpoint inefficiencies. Yet, prescriptions discussed earlier to deal with the global talent crisis are insufficient </li></ul><ul><li>A critical shortcoming: BRAIN WASTE – defined as “women and minorities BEING underutilized in the work place” </li></ul><ul><li>Diversity and inclusion are part of the TALK, but not quite yet part of the WALK within organizations/businesses </li></ul><ul><ul><li>Diversity & Inclusion still perceived as “doing good” rather than as serious business needs </li></ul></ul><ul><li>Gender gap in economic opportunities remain despite impressive female gains in education </li></ul><ul><ul><li>is THE persistent “ brain waste ” that cuts across ethnic groups, nations, and cultures </li></ul></ul>
  6. 6. <ul><li>Gender is Smart Economics (The World Bank, 2009) </li></ul><ul><li>The Bottom Line: Connecting Corporate Performance and Gender Diversity (Catalyst, 2004) </li></ul><ul><li>Stimulating Economies through Fostering Talent Mobility (World Economic Forum, 2009) </li></ul><ul><li>The Gender Corporate Gap report (World Economic Forum, 2009) </li></ul><ul><li> While causality between number of female managers and share price cannot be proven, studies suggest that better talent management, may also lead to better management of other assets/operations </li></ul>ICGF Conference
  7. 7. <ul><li>Companies with a higher percentage of women in top management experienced better financial performance than companies with lower women’s representation </li></ul><ul><li>This finding holds for Return on Equity (ROE), which is 35% higher, and for Total Return to Shareholders (TRS), 34% higher </li></ul><ul><li>In the 5 industries analyzed, companies with highest women’s representation in top management experienced higher ROE than companies with lowest women’s representation </li></ul><ul><li>In 4 out of 5 industries, companies with highest women’s representation in management experienced a higher TRS than companies with lowest women’s representation </li></ul><ul><li>Study replicated in Canada, Europe, and OECD countries with similar conclusions. </li></ul>
  8. 8. <ul><li>Based on CAC 40 listed companies, the more women in management, the lower the share price decline during 2008/2009 financial crisis </li></ul><ul><ul><li>CAC 40 declined by 43%, while corporates with high gender diversity lost less </li></ul></ul><ul><ul><ul><li>Hermes rose 17% </li></ul></ul></ul><ul><ul><ul><li>Sodexho decreased 8% </li></ul></ul></ul><ul><ul><ul><li>Danone fell 30% </li></ul></ul></ul><ul><li>In contrast, companies with mainly male management decreased more than CAC 40 </li></ul><ul><ul><ul><li>Lucent fell by 70% </li></ul></ul></ul><ul><ul><ul><li>Renault fell by 81% </li></ul></ul></ul><ul><ul><ul><li>Arcelor Mittal fell by 67% </li></ul></ul></ul><ul><li>Similarly, in banking, BNP Paribas with higher management diversity fell 39% while Credit Agricole with less diversity fell by 62% </li></ul>
  9. 9. <ul><li>Report on 6,000 companies in 16 major economies, employing between 1,000-30,000 </li></ul><ul><ul><ul><li>Women largely concentrated in entry or middle level positions </li></ul></ul></ul><ul><ul><ul><li>Except for Norway where board diversity is mandated by law, the higher the levels of responsibility the lower the percentage of women </li></ul></ul></ul><ul><li>Closing the male/female employment gap is estimated to boost US GDP by 9%, Eurozone GDP by 13%, Japan GDP by 16%, suggesting: </li></ul><ul><ul><ul><li>economies benefit by better integrating female talent pool </li></ul></ul></ul><ul><ul><ul><li>particularly positive correlation between gender diversity in leadership and company financial performance </li></ul></ul></ul><ul><ul><ul><li>diverse backgrounds – rather than homogeneity – key to understanding markets and risks </li></ul></ul></ul>
  10. 10. <ul><li>Female labor force participation considerably below potential and below world average </li></ul>World average 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1.80 2.00 1980 2000 2005 Countries below the line underutilize investments in female capacity relative to actual FLFP -
  11. 11. <ul><li>Still, women’s entrepreneurship is on the rise </li></ul><ul><li>Share/size of female-owned firms in developing regions </li></ul>Source: World Bank Enterprise Survey Data
  12. 12. Source: World Bank Enterprise Survey Data
  13. 13. <ul><li>Export as much </li></ul><ul><ul><li>More so Egypt (30% women, 20% men), Jordan (50% women, 30% men), and Morocco (65% women, 50% men) </li></ul></ul><ul><li>Attract as much Foreign Direct Investment </li></ul><ul><li>Use Websites and E-mail AS OFTEN </li></ul><ul><li>And, hire as educated and skilled workers as male firms, with one exception … </li></ul><ul><ul><li>FEMALE-OWNED FIRMS hire more women (25% vs 22%), but more IN professional and manageMENT POSITIONS </li></ul></ul>
  14. 14. <ul><li>Investment climate is difficult for all </li></ul><ul><li>(but more so for women) </li></ul>
  15. 15. Source: World Bank Enterprise survey Data
  16. 16. <ul><li>WORLDWIDE, 24% of workers are women </li></ul><ul><li>Female-owned firms hire more women, IN GENERAL </li></ul><ul><li>MENA is lowest – but, THERE TOO, female-owned firms hire more women </li></ul>Source: World Bank Enterprise Survey Data World average
  17. 17. Source: World Bank Enterprise Survey Data World average % of women in professional and managerial positions (as % of total non production workers) 37 48 51 33 42 26 37 42 34 35 0 20 40 60 All countries East Asia & Pacific Latin America & Caribbean Middle East & North Africa Sub-Saharan Africa % Male-owned firms Female-owned firms
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  19. 19. Source: World Bank Central Database and Edstats (September 2009)
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  25. 25. <ul><li>Ultimately, Human Capital is the most indispensable driver of economic growth and THE foundation of innovation </li></ul><ul><li>Tapping into global talent pool – through migration, skills upgrading, off-shoring of core functions is necessary, but insufficient without due attention to gender diversity </li></ul><ul><li>Bridging the gender gap at all levels is critical for talent management and a stop to the brain waste </li></ul><ul><li>MENA has potential to become a future talent hub, particularly by absorbing the growing number of female university graduates </li></ul>