Women in business: from classroom to boardroom
Grant Thornton International Business Report 2014
We have been tracking the proportion of women in senior management since
2004 and the research this year finds that the proportion of women in the
most senior roles has stagnated at 24% - the same as the result in 2012, 2009
and 2007. The question this raises is: what are the roadblocks on the path
to senior management?
Od 2014 roku śledzimy liczbę kobiet na stanowiskach menedżerskich. Tegoroczne badania wskazują, że ich udział procentowy wśród najważniejszych osób w firmie zatrzymał się na poziomie 24% - czyli takim samym jak w 2012, 2009 i 2007. Rodzi się pytanie - jakie bariery spotyka kobieta na drodze do wyższych stanowisk?
The seventh edition of the Grant Thornton International Business Report focused on
“Women in Business” forms part of Grant Thornton’s global research program into women’s
representation in corporates. This report analyses the various gender diversity programs across the
world to promote more women representation in the senior positions.
24%: that is the proportion of women holding the most senior roles in businesses across the globe. We have been tracking this figure over the past decade and are sorry to report there has been no significant movement. In fact, this figure is exactly the same as 2007, 2009 and 2013, suggesting that women’s ascent up the corporate ladder has returned to its ‘natural level’ following the financial crisis, during which women were disproportionately hit.
How will the new development banks (AIIB and NDB) being set up in China in 2015-2016 work in terms of gender and diversity? Will they apply research findings about the positive effects more women in management has on development and the bottom line? Will they hire more broadly from diverse and underrepresented groups than the Bretton Woods institutions? Attracting, advancing and keeping people with the best possible competencies about development challenges and solutions is key to reaching the UN's new sustainable development goals (SDGs).
Etude PwC sur les talents féminins de la génération Y (2014)PwC France
A l’occasion de la Journée Internationale de la Femme, le cabinet d’audit et de conseil PwC publie le rapport “Next Generation Diversity : Developing tomorrow’s female leaders”. L’étude analyse les moyens pour attirer, développer et retenir les talents féminins de la génération Y, et en faire les dirigeantes de demain. Plus éduquées que jamais et représentant une part plus importante de la population active, ces jeunes femmes sont plus confiantes dans leur réussite professionnelle que les générations précédentes. Elles recherchent des employeurs connus pour leur respect de la diversité et de l’égalité, mais leurs attentes ne sont pas toujours comblées.
The seventh edition of the Grant Thornton International Business Report focused on
“Women in Business” forms part of Grant Thornton’s global research program into women’s
representation in corporates. This report analyses the various gender diversity programs across the
world to promote more women representation in the senior positions.
24%: that is the proportion of women holding the most senior roles in businesses across the globe. We have been tracking this figure over the past decade and are sorry to report there has been no significant movement. In fact, this figure is exactly the same as 2007, 2009 and 2013, suggesting that women’s ascent up the corporate ladder has returned to its ‘natural level’ following the financial crisis, during which women were disproportionately hit.
How will the new development banks (AIIB and NDB) being set up in China in 2015-2016 work in terms of gender and diversity? Will they apply research findings about the positive effects more women in management has on development and the bottom line? Will they hire more broadly from diverse and underrepresented groups than the Bretton Woods institutions? Attracting, advancing and keeping people with the best possible competencies about development challenges and solutions is key to reaching the UN's new sustainable development goals (SDGs).
Etude PwC sur les talents féminins de la génération Y (2014)PwC France
A l’occasion de la Journée Internationale de la Femme, le cabinet d’audit et de conseil PwC publie le rapport “Next Generation Diversity : Developing tomorrow’s female leaders”. L’étude analyse les moyens pour attirer, développer et retenir les talents féminins de la génération Y, et en faire les dirigeantes de demain. Plus éduquées que jamais et représentant une part plus importante de la population active, ces jeunes femmes sont plus confiantes dans leur réussite professionnelle que les générations précédentes. Elles recherchent des employeurs connus pour leur respect de la diversité et de l’égalité, mais leurs attentes ne sont pas toujours comblées.
Prawie połowa osób zasiadających w Polsce na kierowniczych stanowiskach to kobiety – wynika z badania „Women in Business 2017” prowadzonego przez Grant Thornton. Polska jest pod tym względem w światowej czołówce
YouthSpeak Report on Millennials - Improving the Journey from Education to Em...Gordon Ching
YouthSpeak is a global youth movement and youth insight survey powered by AIESEC. We are focused on understanding the hopes and challenges surrounding the journey from higher educa>on to employment for young people. Over 100 countries and territories and 40,000 voices is captured in the 2015 comprehensive survey to engage stakeholders across government, business, third sector and educators in leHng the voices of young people be heard. This survey will provide decision makers with key insights into a global youth opinion and how we can bridge the gap between young people and decision makers across sectors.
The Business Case of Gender Diversity and the UN Women Empowerment PrinciplesAnke Domscheit-Berg
Presentation held at the Business and Professional Women's International Congress in Helsinki, Finland, 18.06.2011.
Topic: The Business Case of Gender Diversity and the UN Women Empowerment Principles
Notable business leaders will make the business case for gender parity and share their perspectives on its importance. Learn about gender parity in their companies, where they are on the journey to parity, the hurdles they've experienced, and what they've found beneficial in achieving their diversity and inclusion goals.
The 2015 Global Women Entrepreneur Leaders Scorecard: Focus on LATAM and the ...Ruta Aidis
The GWEL Scorecard is a data-driven diagnostic tool that identifies the impediments to high-impact female entrepreneurs and introduces actionable steps for governments, corporations, the media, entrepreneur leaders and individuals to improve the conditions to help expand the pool of high-impact female entrepreneurs. This presentation highlights the country results for Latin American and the Caribbean.
The 2015 Global Women Entrepreneur Leaders Scorecard Results: Focus on Latin ...ACG Inc
This presentation was prepared for the Inter-American Development Bank and focuses on specific situation for growth oriented women entrepreneurs in Latin America and the Caribbean.
Lebanese Women in Business: Evidence from a Challenging and Evolving Lebanese...CSCJournals
This study aims to investigate the effect of corporate governance, corporate values and glass ceiling on opportunities and obstacles that face the career progress of women as compared to that of men in the Lebanese society. Accordingly, the study aims to represent a profile of Lebanese business women and their business, to explore gender differences in entrepreneurial characteristics in Lebanon, to challenge gender stereotypes, to identify problems unique to Lebanese women in setting up and running their business, to establish factors that lead to higher levels of Women entrepreneurship in Lebanon to suggest policies that may enhance the national level of Women business activity in Lebanon, and to discuss how Lebanese women can stay competitive.
Women in the boardroom in the tourism industryDavid Mora
Informe elaborado por la empresa británica Equality in Tourism, que analiza la presencia de mujeres en los consejos de administración de las principales empresas turísticas británicas.
Informe elaborado por People First, donde algunas mujeres con cargos de responsabilidad en empresas turísticas reflexionan sobre el papel de la mujer en la industria del travel y los problemas para acceder a puestos de máxima dirección.
Global Women Entrepreneur Leaders ScorecardACG Inc
The first ever diagnostic tool to raise awareness and provide actionable steps for governments, corporations, the media, entrepreneurs and individuals to improve conditions for high-impact women entrepreneurs worldwide.
First Jobs for Young Women in the Middle East and North Africa [WHITE PAPER]Bayt.com
"First Jobs for Young Women in the Middle East and North Africa: Expectations and Reality" is a research initiative from Education For Employment (EFE), Bayt.com and YouGov that provides insight into factors that inhibit or discourage young women from securing a first job. The recommendations are based on a survey of over 2,300 young women and employers across the Middle East and North Africa region (MENA) and complement existing research on women’s labor force participation in the region.
1. Rakhshinda Perveen. A Tax Break For Economic freedom. The case of divorced mothers divorced disabled and never married (above 40 years) Pakistani women. A Civic Entrepreneur’s Perspectives. Economic Freedom Network Pakistan. Friedrich Naumann Stiftung (A German Foundation).2011 & 2014.
Prawie połowa osób zasiadających w Polsce na kierowniczych stanowiskach to kobiety – wynika z badania „Women in Business 2017” prowadzonego przez Grant Thornton. Polska jest pod tym względem w światowej czołówce
YouthSpeak Report on Millennials - Improving the Journey from Education to Em...Gordon Ching
YouthSpeak is a global youth movement and youth insight survey powered by AIESEC. We are focused on understanding the hopes and challenges surrounding the journey from higher educa>on to employment for young people. Over 100 countries and territories and 40,000 voices is captured in the 2015 comprehensive survey to engage stakeholders across government, business, third sector and educators in leHng the voices of young people be heard. This survey will provide decision makers with key insights into a global youth opinion and how we can bridge the gap between young people and decision makers across sectors.
The Business Case of Gender Diversity and the UN Women Empowerment PrinciplesAnke Domscheit-Berg
Presentation held at the Business and Professional Women's International Congress in Helsinki, Finland, 18.06.2011.
Topic: The Business Case of Gender Diversity and the UN Women Empowerment Principles
Notable business leaders will make the business case for gender parity and share their perspectives on its importance. Learn about gender parity in their companies, where they are on the journey to parity, the hurdles they've experienced, and what they've found beneficial in achieving their diversity and inclusion goals.
The 2015 Global Women Entrepreneur Leaders Scorecard: Focus on LATAM and the ...Ruta Aidis
The GWEL Scorecard is a data-driven diagnostic tool that identifies the impediments to high-impact female entrepreneurs and introduces actionable steps for governments, corporations, the media, entrepreneur leaders and individuals to improve the conditions to help expand the pool of high-impact female entrepreneurs. This presentation highlights the country results for Latin American and the Caribbean.
The 2015 Global Women Entrepreneur Leaders Scorecard Results: Focus on Latin ...ACG Inc
This presentation was prepared for the Inter-American Development Bank and focuses on specific situation for growth oriented women entrepreneurs in Latin America and the Caribbean.
Lebanese Women in Business: Evidence from a Challenging and Evolving Lebanese...CSCJournals
This study aims to investigate the effect of corporate governance, corporate values and glass ceiling on opportunities and obstacles that face the career progress of women as compared to that of men in the Lebanese society. Accordingly, the study aims to represent a profile of Lebanese business women and their business, to explore gender differences in entrepreneurial characteristics in Lebanon, to challenge gender stereotypes, to identify problems unique to Lebanese women in setting up and running their business, to establish factors that lead to higher levels of Women entrepreneurship in Lebanon to suggest policies that may enhance the national level of Women business activity in Lebanon, and to discuss how Lebanese women can stay competitive.
Women in the boardroom in the tourism industryDavid Mora
Informe elaborado por la empresa británica Equality in Tourism, que analiza la presencia de mujeres en los consejos de administración de las principales empresas turísticas británicas.
Informe elaborado por People First, donde algunas mujeres con cargos de responsabilidad en empresas turísticas reflexionan sobre el papel de la mujer en la industria del travel y los problemas para acceder a puestos de máxima dirección.
Global Women Entrepreneur Leaders ScorecardACG Inc
The first ever diagnostic tool to raise awareness and provide actionable steps for governments, corporations, the media, entrepreneurs and individuals to improve conditions for high-impact women entrepreneurs worldwide.
First Jobs for Young Women in the Middle East and North Africa [WHITE PAPER]Bayt.com
"First Jobs for Young Women in the Middle East and North Africa: Expectations and Reality" is a research initiative from Education For Employment (EFE), Bayt.com and YouGov that provides insight into factors that inhibit or discourage young women from securing a first job. The recommendations are based on a survey of over 2,300 young women and employers across the Middle East and North Africa region (MENA) and complement existing research on women’s labor force participation in the region.
1. Rakhshinda Perveen. A Tax Break For Economic freedom. The case of divorced mothers divorced disabled and never married (above 40 years) Pakistani women. A Civic Entrepreneur’s Perspectives. Economic Freedom Network Pakistan. Friedrich Naumann Stiftung (A German Foundation).2011 & 2014.
What Does Finance Bill 2016 (Pakistan) Propose 4 Textile Industry?Anthony Williams
Textile Industry in the biggest Industry in Pakistan. What does the recent Annual Budget 2016 have for the biggest textile, employing the most people and the longest supply chain in Pakistan.
The Conversation Company is a story about boosting your business by investing in company cutlure, people (internal & external) and social media. A Conversation Company optimizes the conversation potential of an organization.
PPT ON WOMEN EMPOWERMENT, empowerment,india, ppt on women empowerment,women,women empowerment,rights, women rights, powerpoint presentation on women empowerment, women empowerment in India, government policies on women empowerment
Next Generation Diversity: Developing tomorrow’s female leadersPwC Russia
To mark International Women's Day on Saturday 8th March 2014, PwC releases a report focusing on what organisations can do to create the right environment for millennial women to flourish in the workplace. The report Next generation diversity – Developing tomorrow's female leaders identifies six key themes which are integral to the successful attraction, retention and development of the female millennial.
Why do so few women make it to the top of the business world? And what can we do about it?
These are the key questions considered by our 2015 women in business report which looks at the barriers and enabler along the path to business leadership. Drawing on a suvey of 5,404 business leaders and in-depth interviews with 20 policymakers, academics and senior decision-makers from inside and outside Grant Thornton, we draw out 12 recommendations for society, government, businesses and women themselves on how to facilitate female advancement.
Women have a vital role in environmental management and development, this presentation present the efforts that has done to empower women in Arab region
Women in Management - The Power of Role ModelsStephen Wills
Women make up half of the world’s population, but they are nowhere near making up half of the leadership contributions. When it comes to management, women make up 60% of junior managers, but by the time you get to the top ranks this number barely makes it into the low double digits – and still fewer among our biggest businesses. Why?
Visit - www.ProcurementCentral.com
Gender and Human Resource Management International Human .docxAASTHA76
Gender and Human Resource Management
International Human Resource Management: (PG: 15PFMC078) (UG: 151030018)
Dr Helen Macnaughtan [email protected]
Gender and Human Resource Management
o Measuring Gender
Globally
implications for economy,
business, HRM
o Gender and Work
in Japan (and Korea)
o Gender and Work in MENA (GCC)
Measuring Gender Globally
o Gender has become an important measurement in the
assessment of social progress and economic development
o eg: World Economic Forum “Global Gender Gap Report”
has been measuring and ranking country progress in gender
equality since 2006 based on key indicators:
(a) educational attainment
(b) health and survival
(c) political empowerment
(d) economic participation and opportunity
o How to measure economic opportunities?
female-male labour force participation rates
female-male income values
female-male ratios in senior positions
female-male ratios in professional/technical sectors
Global Performance on Gender Gap WEF, 2017
o No country in the world has
fully closed the gender gap
completely, but the Nordic
countries show strongest
performance for some years
o UK = 15 / 144 countries
o What about East Asia?
o Japan = 114; Korea = 118
o China = 100
o What about MENA region?
Gender Gap: The top performing nations
Gender: the MENA region (WEF 2017)
o In the MENA region,
only Israel has closed
over 70% of the gender
gap, but region as a
whole has closed almost
60% of gap
o MENA region ranks last
globally on overall
index
o Only 40% of economic
index closed and only
9% of political index
closed
Gender: the MENA region (WEF 2017)
Why Gender Diversity in an Economy Matters?
o Studies suggest greater gender equality in workforce contributes to
increased GDP (and increased profitability for business)
o As women become more economically independent, they become
significant consumers of goods and services
(e.g. women make purchasing decisions in households)
o Women are more likely than men to invest a larger proportion of
household income in education and health of children
o As economies age, labour force and talent shortages emerge;
integration of women is key to promoting sustainability and
dynamism
o Studies show that in an economy and society where it is relatively
easy for women to combine work and parenting, there is higher
fertility and higher gender equality in employment
Gender Divide in Management
Grant Thornton Women in Business
Report (2016) reveals
global average of 24% of senior
management positions held by
women
• Even in countries where FLPR is high, this does not mean high proportion of
females in senior business roles
• Indicates there are significant barriers to women progressing through the
business (and public sector) pipeline to senior roles
2016
Japan and South Korea .
Hays ondersteunt de promotie van vrouwen op de werkvloer. Veel bedrijven hebben een tekort aan vaardigheden in huis en het vergroten van het aantal vrouwelijke professionals kan helpen om dit probleem aan te pakken. Het verbeteren van toegang tot talent, stelt organisaties beter in staat om prestaties te vergroten, te groeien en toekomstig succes veilig te stellen.
Phaidon International continues the 2017 Inclusive Talent Series in March discussing the challenges faced by women group within STEM industries; Attraction, Retention and Advancement.
Hays Global Gender Diversity Report 2016Hays Portugal
De acordo com um inquérito realizado pela Hays junto de mais de 11.500 inquiridos em 24 países, por ocasião do Dia Internacional da Mulher, homens e mulheres têm percepções muito diferentes quanto à desigualdade entre géneros a nível profissional.
O relatório analisa as respostas dos inquiridos em factores como ambição, auto-promoção, igualdade salarial, oportunidades de carreira e políticas de diversidade de género nas empresas.
Nadereh chamlou talent crisis and gender equality englishicgfmconference
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.
Welcome to Sitalakshmi Girls Higher Secondary School in Madurai. Sitalakshmi Girls Higher Secondary School Is a Girls Only School Affiliated with the Tamil Nadu Board of Secondary Education (Tnbse) & Tamil Nadu Board of Higher Secondary Education (Tnbhse), Established in 1963."
Produkcja prawa zwolniła, ale nadal przytłacza firmyGrant Thornton
W 2017 r. w życie weszło 27,1 tys. stron nowych aktów prawnych, czyli o 15 proc. mniej niż rok wcześniej. Na tym jednak dobre wiadomości się kończą – wynika z raportu Grant Thornton.
Stabilność prawa to jeden z warunków długotrwałego rozwoju gospodarczego. Nadmierna zmienność regulacji nie tylko utrudnia firmom działalność, naraża je na kary i grzywny, ale też zniechęca przedsiębiorców do podejmowania inwestycji. Żeby mierzyć skalę zmienności prawa, uruchomiliśmy trzy lata temu swój „Barometr otoczenia prawnego w polskiej gospodarce”, czyli projekt badawczy, który na konkretnych liczbach pokazuje, jak dużo prawa produkuje się w Polsce w danym okresie.
10 najważniejszych zmian w podatkach ostatnich dwóch latGrant Thornton
Ranking najważniejszych z punktu widzenia podatnika zmian w przepisach podatkowych, które weszły w życie przez pierwsze dwa lata obecnej kadencji rządu
Polskie firmy nie chcą rozwijać nowych produktów Grant Thornton
Firma, aby się rozwijać, musi stale wprowadzać na rynek nowe produkty i usługi. W innym wypadku zostanie wyprzedzona przez bardziej dynamiczną konkurencję.
Jak pod tym względem wypadają obecnie polskie firmy? Zapraszamy do zapoznania się z wynikami badania przeprowadzonego przez Grant Thornton wśród średnich i dużych przedsiębiorstw z 33 krajów świata
Z przyjemnością prezentujemy kolejną edycję „Purpurowego Informatora”, czyli cyklu analiz, w którym omawiamy ważne dla przedsiębiorców kwestie prawne, księgowe i kadrowe.
Tym razem tematem naszego cyklu jest Jednolity Plik Kontrolny (JPK). Co to jest? Do czego służy? Jacy podatnicy mają obowiązek przekazywania JPK? Odpowiedzi na te i inne pytania znajdą Państwo w poniższym materiale.
Zmiany w przepisach o ochronie danych osobowychGrant Thornton
W maju 2018 roku zacznie obowiązywać unijne rozporządzenie o ochronie danych osobowych. Nowe przepisy będą dotyczyć wszystkich podmiotów, które na terenie UE przetwarzają dane w sposób zautomatyzowany. Warto zapoznać się z najważniejszymi zmianami zachodzącymi w rozporządzeniu i rozpocząć przygotowania już teraz.
Rekordowe wyniki rynku Catalyst w 2016 rokuGrant Thornton
Wartość nieskarbowych instrumentów dłużnych notowanych na Catalyst osiągnęła na koniec czwartego kwartału 2016 roku 81,8 mld zł, co było najwyższym wynikiem od momentu powstania rynku Catalyst – wynika z przygotowanego przez nas raportu pod patronatem Giełdy Papierów Wartościowych w Warszawie.
Festiwalowe szaleństwo na studencką kieszeńGrant Thornton
Średni koszt wyjazdu na festiwal muzyczny latem 2017 r. to 1530,04 zł – wynika z naszego raportu. Spośród największych europejskich festiwali najtaniej spędzisz czas na Coulors of Ostrava. Najbardziej ceną kuszą jednak polskie imprezy, zwłaszcza Przystanek Woodstock.
Grant Thornton’s transactional teams advised on a number of high profile deals throughout Europe in 2016, driving strong outcomes through highly experienced and internationally connected professionals. Grant Thornton’s success was reflected in the number two position (by average deal value) in the ranking of the top ten M&A advisors in Europe.
Z przyjemnością prezentujemy kolejną edycję „Purpurowego Informatora”, czyli cyklu analiz, w którym omawiamy ważne dla przedsiębiorców kwestie prawne, księgowe i kadrowe. Tym razem tematem naszego cyklu jest pakiet zmian w ustawie o rachunkowości, które obowiązują od 2016 roku.
Wpływy transferowe klubów piłkarskiej Ekstraklasy osiągnęły w sezonie 2016/2017 wartość 33,5 mln EUR – wynika z Grant Thornton. To najlepszy wynik w historii.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. Women in business:
from classroom to boardroom
Grant Thornton International Business Report 2014
2. Women in business: the path to the boardroom
Contents
Foreword 4
Education 6
The workforce
8
Senior management
10
Roles 12
Industries 12
Quotas 13
Working mothers... and fathers
14
3. Women in business: the path to the boardroom
Women in business today: fast facts
43%
Russia
67%
of businesses have
no women
gender split in
senior management
Germany
in senior
US
as CFO
US tertiary education
proportion of
senior management
roles held by
women
globally
Latin
America
13%
graduate intake
are women
63%
have a woman
management
24%
highest proportion
of women in
South
Africa
29%
have plans to
hire more women
(next 12 months)
globally
China
Japan
9%
lowest proportion
of women in
senior management
globally
31%
highest developed
New Zealand
economy proportion
5.1%
of women in
senior management
Women in business: the path to the boardroom 3
4. Women in business: the path to the boardroom
Foreword
Just one in seven delegates at the annual World Economic Forum gathering was a
woman this year. This statistic alone explains why the issue of women in businesses
inspires so much passion and debate, emphasising that the path from the classroom
to the boardroom is anything but straightforward.
Ironically, attendees in Davos looked at
the role improved gender balance can have
on businesses’ bottom lines, highlighting
the example of the car market in which
women influence 85% of purchases
worldwide. Involving women at all stages
of the production process, from design,
to engineering, to marketing, could help
businesses create products and services
that appeal to both genders.
We have been tracking the proportion
of women in senior management since
2004 and the research this year finds
that the proportion of women in the
most senior roles has stagnated at 24% the same as the result in 2012, 2009
and 2007. The question this raises is:
what are the roadblocks on the path
to senior management?
This report starts by looking at
education, an essential building block
of any career. We find some positive
news here, with female participation
in education soaring in many economies
over recent years, particularly emerging
markets, which have traditionally lagged
4 Women in business: the path to the boardroom
behind. In fact, we have now reached
a point where there are more women
studying in tertiary education than men,
although whether the subjects they are
studying prepare them appropriately for
jobs in senior management is debatable.
The figures gathered this year around
the gender of graduates being hired by
businesses add a further layer of complexity
to this discussion; just 21% of the typical
global graduate intake are women. The IBR
surveys neither large corporates nor public
sector organisations, both of which tend to
hire more females at graduate level, but the
results are nevertheless surprising. They
suggest that mid-market businesses are
closing themselves off to a huge swathe
of potential workers – talent which
numerous studies suggests would help
them grow faster.
The focus turns to what should be done.
Support amongst businesses for quotas
is steadily growing and regulation in
Europe seems to be moving in that
direction. Personally I have mixed feelings
about quotas – if they shine a spotlight
on the shortfall of women on boards
then that is helpful, but we certainly do
not want to get to a point where women
are simply brought in to make up the
numbers. I am more interested in what
businesses can do to facilitate the path
of women to the boardroom. Getting
more graduates through the door would
certainly be a good start, but very few
businesses offer working mothers
the childcare support that might help
them better juggle home and work life.
At Grant Thornton, we have developed
the Women’s International Leadership
Link, a programme to support and
mentor women, but just one in ten
businesses around the world have a
similar programme. Perhaps this is
something business leaders should
consider if they want to benefit from
the improved decision-making greater
gender diversity can bring.
Francesca Lagerberg
Grant Thornton International Ltd
Global leader - tax services
5. Women in business: the path to the boardroom
From classroom to boardroom
Girls enrolled in
...83%
secondary
educated
high low
education
will be
insufficiently
since 1999
88% +9%
865 million
women to enter
income
92%
income
+50%
57%
increase in Latin America
and MENA female tertiary
education since 1980
OECD
a female CEO
gender pay gap
businesses have
17%
49%
all people
global
G7
17%
partners
32% BRIC
average
EU target for
female directors
intake of women
senior roles
in education
workforce
21% average
40%
51%
women in
business graduate
& social services
global
24% 2007
senior roles
21%
global workforce
32%
women in
global
24% 2014
held by women
premium
Grant Thornton
12%
Proportion of
wage
ratio of women to men
in tertiary education
girls in primary education
workforce by 2020
52%
university
108:100
5.2
in sub-Saharan
Africa
Fertility
rates
1.8
in OECD
45%
business support
for quotas
+8%
increase
from 2013
40%
no women in
senior
management
1-in-10
businesses run
mentoring schemes
for women
18%
businesses offer
childcare
vouchers
Women in business: the path to the boardroom 5
6. Women in business: the path to the boardroom
Education
According to UNICEF1, “Girls’ education
is the single most powerful investment
for development. When you educate a
girl, you educate a nation. Investing in
young girls can accelerate the fight
against poverty, inequity and gender
discrimination. An educated girl is more
empowered, as she is likely to get a job
and earn a higher wage, and her nation’s
economy is likely to benefit as a result:
one percentage point increase in female
education raises the average level of
GDP by 0.3 percentage points.”
However, Booz Allen estimates that
of the 865 million women due to enter the
global economy by the end of this decade,
just 17% will have received a sufficient
education. Historically, for a variety of
social and cultural reasons, female
participation rates in education have been
lower than that of their male counterparts.
But a huge amount of progress has been
made in recent years; even since the turn
of the century, female participation in
primary education has gone up globally
6 Women in business: the path to the boardroom
from 79% to 88% by 2012 and is now
approaching the rate for males (90%).
This improvement has been driven by
a 10pp rise since 1999 in developing
economies to 87%. Over this time, the
steepest rises (+21pp) have been observed
in south and west Asia (88%) and in
sub-Saharan Africa (75%). There has
also been a marked increase in Arab
States (+11pp to 84%). In all three
regions however, the participation
of males remains between two and
five percentage points higher.
Similar improvements in levels of
participation in secondary education have
been observed, albeit from a much lower
base. In 1999, just 50% of girls carried
3.3
on with schooling after the age of eleven,
rising to 61% by 2012. This compares to
64% of boys, up from 54% over the same
period. Again, there is a huge disparity
between developed and developing worlds:
in higher income economies, 92% of
girls are enrolled in secondary education,
compared to just 57% of those in lower
1
UNICEF; Day of the Girl Child; 2013
Ratio of females to 100 males
in tertiary education
38%
38%
51%
120
51%
100
46%
80
46%
60
24%
40
24%
20
47%
47%
1980
The importance of education to the progress of women down the
path to senior management cannot be understated; it is an essential
building block for all business leaders. Numerous empirical studies
find education to be the single most important factor contributing
to wage differentials around the world.
-1%
-1%
50%
37%
50%
Change since 1980
17%
37%
Women
Men
17%
Source: UNESCO 2013
7. Numerous empirical studies find education to be the single most
important factor contributing to wage differentials around the world.
been made across the developing world;
in 1980, the female tertiary education
participation ratio in China and India
was less than 40 (for every 100 males), but
has now climbed to 111 in China and 78 in
India. And some of the fastest gains over
this period were made in Latin America
(+51pp) and the Middle East and North
Africa (+50pp). Females in some of the
least developed regions, notably subSaharan Africa (61) and south Asia (74),
are much less likely to go to college or
university than their peers in high income
economies (126), but both regions have
seen significant progress. Interestingly
however, high female to male enrolment
Ratio of female to male tertiary education enrollment (%)
120
China
100
Japan
India
80
ratios – for example in North America
(140) and the European Union (126) –
do not translate into higher levels
of women in senior management
(see Senior management).
“Girls’ education
is the single most
powerful investment for
development. When you
educate a girl, you
educate a nation.”
60
UNICEF
40
2011
2005
2000
1995
1990
20
1985
income economies. However, developing
countries have made significant progress;
female participation in secondary
education is up from just 42% in 1999,
driven by huge rises in east Asia (+18pp),
south and west Asia (+14pp) and Latin
America (+12pp), although rates in
sub-Saharan Africa remain very low
at just over one in five.
The impact of tertiary education
achievement has arguably an even greater
impact on the career paths of women.
Across the OECD, the wage premium
associated with gaining university-level
qualifications is 52%; in other words,
these graduates earn more than half as
much again as their peers without degrees.
Gender wage differentials will be discussed
in the next section, but the positive news is
that female enrolment in tertiary education
has risen significantly over the past forty to
fifty years. In fact, whereas there were 74
women for every 100 men enrolled into
colleges and universities around the world
in 1970, by 2011 female participation in
tertiary education has actually risen
to 108 women for every 100 men.
Female empowerment and development
go hand-in-hand and massive strides have
1980
%
Women in business: the path to the boardroom
Source: UNESCO 2013
Women in business: the path to the boardroom 7
8. Women in business: the path to the boardroom
The workforce
You would expect the graduate intake of businesses around the world to reflect this high level of women
studying at universities and colleges. However 66% of businesses globally report that fewer than half of
the graduates they employ are women, rising to three-quarters in southern Europe (75%) and Latin
America (74%), where the ‘macho’ culture perhaps weighs on women entering the workforce.
8 Women in business: the path to the boardroom
The fact that far fewer women
enrol in subjects such as science and
mathematics, which many businesses look
for, is one contributing factor. Women are
also more likely to take jobs in the public
sector; indeed, looking at the IBR results
by industry we find that women hold over
half of senior roles in education and
social services (51%), more than double
the global average.
However, this has clear drawbacks
for the business world; talking about
the role of gender equality in economic
development, Professor Jeffrey Sachs,
of Columbia University, says: “any
economy only using half its human
resources is bound to fall behind.”
Empirical studies suggest that greater
gender3.3
diversity correlates directly to
higher sales, growth, returns on invested
capital and equity. Indeed, data from
the IBR reveals that the fastest-growing
businesses have more women in senior
roles (26%) compared with the global
average (24%).
What proportion of your workforce/graduate
intake are women?
Graduates
Workforce
30
25
Percentage of businesses
But even in societies regarded as more
progressive, such as North America (59%)
and the Nordic region (60%), well under
half of graduate roles are taken by women.
Overall, just 21% of graduate roles
globally are awarded to women in an
average year.
Data from IBR 2013 tells us that 32%
of employees globally are women, a
proportion which varies very little between
regions with Asia Pacific the highest at 35%
and North America the lowest at 30%.
However, comparing the graduate intake of
women with their proportion of the total
workforce provides some stark variations
that elicit questions around equality of
opportunity and the jobs women are doing.
In Latin America there are 19% more
women in the workforce compared with
women entering as graduates; southern
Europe (17%), Asia Pacific and eastern
Europe (both 14%) are also above the
global average (11%). The Nordics (2%)
and North America (7%) have graduate
intakes of women which most closely
resemble their overall workforce.
20
15
10
5
0%
1-10%
11-25%
26-49%
51-75%
Proportion of women
Source: Grant Thornton IBR 2013/14
19%
17%
14%
More than
75%
9. 15
Women in business: the path to the boardroom
10
5
A myriad of reasons could explain
The upshot is that the pool of people
these pay differentials. Type of occupation,
fighting for the top jobs is weighted in
experience, and skill all have an impact;
favour
expect three 26-49%
1-10%
51-75% More than
0% of men; you might 11-25% or
Facebook COO, Sheryl Sandberg, thinks
four men applying for senior management
75%
women are less likely to ask for pay raises
roles for every one woman. Research by
and stretch assignments to facilitate a path
the 30% Club suggests a man who starts
to the top. One of the biggest drivers is
work at a FTSE100 company is four
women leaving the workforce to raise
and a half times more likely to reach
children, slowing their progress to the
the boardroom. This resonates with
19%
17%
14%
boardroom. But females who reach the
Grant Thornton’s global workforce:
pinnacle of the business world clearly
49% of our people are female, but this
have levels of experience, skill and drive
drops to just 17% of our partners
Latin
Southern
Eastern
comparable to male counterparts.
There is also some disturbing data
America
Europe
Europe
Research2 also suggests that there is
around pay differentials. Across the
cultural bias surrounding a lack of
OECD, the gender pay gap in average
so-called ‘executive presence’ amongst
full-time earnings is 17.3%; women aged
women and that mothers have too many
35-44 with tertiary education on average
competing demands to be thought of
earn just 73% of what their male
as the ‘ideal worker’ who are ‘always
counterparts do. Even for people at the
14%
12%
11%
there’ for their employer – the so-called
very pinnacle of the corporate ladder,
‘motherhood tax’.
huge gender wage gaps exist. Bloomberg
What is clear, is that ability does not
reported recently that the top female
Asia
Global
explain gender pay gaps. Data collected
executives at Standard & Poor’sEU
500
Pacific
by the Financial Times suggests that on
Index earned 18% less than their male
average, by the age of 27, men earn 22%
counterparts on average. This is partly
explained by the paucity of female CEOs
more than women with equivalent
(20 out of 500) but even when they reach
qualifications. And a study of almost
the very top, compensation is not equal.
10,000 MBA students from across the
Mary 8% was recently appointed CEO
Barra
world by Catalyst found that, even after
7%
2%
of GM, becoming the first woman to lead
controlling for a range of variables such as
any global car maker, but recent analysis
skill, parental status, aspiration, experience
suggests she will earn less than half what
and industry, males got better jobs with
North
ASEAN predecessor took home.
Nordic
her (male)
starting salaries almost US$5,000 higher.
America
Difference between % of women in
workforce and % of women graduates
2%
Nordic
7%
North America
8%
ASEAN
11%
Global
12%
European Union
14%
Asia Pacific
14%
Eastern Europe
17%
Southern Europe
19%
Latin America
Source: Grant Thornton IBR 2013/14
2
Getting a Job: Is There a Motherhood Penalty? http://gender.stanford.edu/sites/default/files/motherhoodpenalty.pdf
Women in business: the path to the boardroom 9
10. Women in business: the path to the boardroom
Senior management
For proponents of greater gender diversity in the leadership of businesses around the world, the
results from our IBR 2014 report are a disappointment. The data shows that less than a quarter of senior
management roles are held by women (24%). This is unchanged from 2013, and even from 2007, and
suggests that the proportion of women in senior management has returned to its ‘natural level’ following
the financial crisis during which women were disproportionately hit.
Economies in eastern Europe (37%)
and southeast Asia (35%) lead the way
on women in leadership. Globally, Russia
(43%) has the highest proportion of
women in senior management, a figure
that has held fairly stable since 2004,
helped by a gender ratio that favours
women by 6:5. Elsewhere in Eastern
Europe, the Baltic states of Estonia,
Lithuania and Latvia (39%), Georgia,
Armenia (both 35%) and Poland (34%)
are all well above the global average.
This can be traced back to the promotion
of women in the former Soviet Union.
The communist leaders promised ‘equal
opportunity for all’, best demonstrated
through the promotion of women in the
rapidly expanding services sectors, such
as health, education and accountancy.
In east Asia, the relatively high
proportions of women in senior
management can be partly explained
by the tendency for families to live
with or near parents and grandparents
which provides free, in-built childcare
10 Women in business: the path to the boardroom
infrastructure, allowing mothers to go
out and work. Women in Indonesia (41%),
the Philippines (40%) and Thailand (38%)
all seem to benefit from the support
provided by their families. Women are
also well-represented in the leadership
of Chinese businesses (38%); similarly
to Russia, the focus of socialism on
equality may have a role to play here,
as well as the one-child policy which
lowered the childcare burden and
rapid urbanisation (see next section).
On the whole, developed countries
tend to have lower proportions of women
in senior management: across the G7,
just 21% of senior roles are held by
women, compared to 32% in the BRIC
3.3
economies. Again, there are many possible
explanations for this but the development
of the ‘nuclear family’ without the
childcare infrastructure described above;
lower career aspirations in the West
compared to in emerging economies that
are experiencing significant growth and
cultural shifts that have spurred female
ambition; and the higher proportion
of family-owned and run businesses
in emerging markets are amongst the
most significant.
Japan ranks bottom of the 45-economy
survey, as it has done every year since
2004, with just 9% of senior roles held by
women, barely changed from a decade ago
(8%). Other patriarchal societies, such
as India and the United Arab Emirates
(both 14%) also rank in the bottom five,
although the huge strides these economies
have made in recent years in terms of
tertiary education (see Education section)
could boost the aspirations of a generation
of young women, just as it seems to have
done in China.
Proportion of women in senior management globally
19%
24%
24%
20%
21%
24%
24%
2004*
2007
2009
2011
2012
2013
2014
*did not include China or Brazil
Source: Grant Thornton IBR 2014
11. Women in business: the path to the boardroom
Perhaps more surprisingly, they are joined
in the bottom five by two European
countries: the Netherlands (10%) and
Switzerland (13%).
Europe (see Quotas), Germany, Denmark
(both 14%), the UK (20%)
and Spain (22%) also rank in the bottom
ten countries for women in senior roles,
with the EU average at just 23%.
Some progress has been made at the
EU-wide level since 2004 (17%), but
European businesses are amongst the most
likely globally to have no women at all in
their senior teams (38%), led by Denmark
(71%), Germany (67%) and Switzerland
European businesses are amongst
the most likely globally to have no
women at all in their senior teams.
And despite a great focus on increasing
female participation on boards across
Proportion of women in senior management
(64%). This drops to 29% across North
America, but both Canada (22%) and
the United States (23%) have seen no
significant increase in the number of
women holding top jobs over the
past decade.
In Latin America, 40% of businesses
have no women in senior management,
but women in two of the continent’s
fastest growing economies - Peru (35%)
and Chile (30%) – hold relatively high
10%
Netherlands
20%
39%
Denmark
Lithuania
14%
22%
Germany
Switzerland
35%
38%
Georgia
Thailand
14%
UAE
38%
China
9%
Armenia
35%
Spain
13%
Russia
Latvia
14%
US
43%
Estonia
41%
UK
22%
37%
proportions of top jobs. Brazil (22%)
and Argentina (25%), despite both having
female presidents, continue to lag behind.
In Africa, where great strides have been
made to increase female participation
in politics, both Botswana (32%) and
South Africa (26%) rank above the
global average.
40%
Japan
Philippines
14%
India
41%
Indonesia
Top ten
Bottom ten
Source: Grant Thornton IBR 2014
Women in business: the path to the boardroom 11
12. Women in business: the path to the boardroom
12%
11%
8%
7%
7%
4
Roles
Industries
More positive news comes from the proportion of women running businesses across
the world, which has risen to close to 12% up from 10% last year and just 5% in 2012.
The role of CFO remains more common for women (23%) – behind only HR Director
(25%) - and while still relatively low, such positions appear to be important stretch roles
which provide opportunity for greater exposure for women progressing towards the role
of CEO, perhaps explaining the progress observed in recent years.
Proportion of women in senior roles by industry
51%
37%
17%
16%
16%
Mining &
quarrying
Agriculture
12%
Energy
3% 3%
3%
3%
20%
Transport
4% 4%
4%
4%
22%
Construction
& real easte
7% 7%
7%
7%
24%
Manufacturing
7% 7%
7%
7%
27%
Retail
8% 8%
8%
8%
29%
Professional services
11% 11%
11%
11%
Financial services
12% 12%
12%
12%
Hospitality
23% 23%
23%
23%
Education & social services
25% 25%
25%
25%
29%
Healthcare
Percentage of roles held by women
Source: Grant Thornton IBR 2014
Human
Resource
Director
11%
11%
11%
11%
11%
8% 8%
8%
8%
8%
Chief Financial
Officer (CFO)
7% 7%
7%
7%
7%
Chief Executive
Officer (CEO)/
Managing Director
Chief Marketing
Director (CMO)
7% 7%
7%
7%
7%
4% 4%
4%
4%
4%
3% 3%
3%
3%
3%
51%51%
51%
51%
Corporate
Controller
Sales
Director
Chief Operating
Officer (COO)
Partner
Chief Information
Officer (CIO)
37%37% Thornton IBR 2014
37% Grant
37%
Source:
29%29% 29%
29% 29%
29% 29%
29%
27%27%
27%
27%
24%24%
24%
24%
22%22%
22%
22%
20%20%
20%
20%
12 Women in business: the path to the boardroom
Businesses with strong links to the public sector are most likely to have women in
their leadership teams. More than half of education & social services (51%) firms
have women in senior management, while healthcare (29%) is also well above the
global average. Businesses in services sectors such as hospitality (37%), financial
services (29%) and professional services (27%) also have relatively higher
proportions of women in senior roles. Women are more poorly represented in
primary sector businesses such as mining (12%), agriculture and energy (both 16%).
13. Women in business: the path to the boardroom
Quotas
Introducing quotas to increase the number of women on boards is an idea that has gathered momentum over recent years,
particularly in Europe. In November 2013, the European parliament voted by clear majority in favour of a proposed law on
mandatory quotas on the number of women on boards. And a number of countries, including France, Spain, the UK and now,
following September’s election, Germany, have brought in their own guidance for businesses around gender diversity.
The paucity of women on boards around
the world suggest that quotas may need to
be introduced to produce the ‘step change’
required to get women on equal footing
with men in terms of access to the most
senior positions in companies. Indeed,
the proportion of business leaders who
support the idea of quotas has risen from
37% in 2013 to 45% this year, with
support building in China, Europe and
Latin America.
Quotas can be controversial and some
women themselves have been hesitant to
be seen in a tokenistic light rather than for
their individual talent. However attitudes
are slowly shifting: Christine Lagarde,
managing director of the IMF has admitted
to resisting the idea of quotas all her
professional career, but admitted at Davos
that without targets there “was no way
we were going to jump the right step.”
The German Chancellor, Angela Merkel,
has also previously resisted moves to
introduce quotas, but her Social Democrat
coalition partners have insisted on a target
of 30% of non-executive board seats
being filled by women from 2016.
However, the data suggests that
Germany, and others, have quite some way
to go to achieve the EU aims. Across the
EU, data from the European Commission
suggests that 16% of board roles are held
by women, ranging from around 11% in
Italy, to 18% in Germany, 25% in France
and 29% in Finland. In the UK, the
proportion of women on FTSE 100 boards
topped 20% for women for first time in
2013, although still below the government
target of 25% by 2015, while just four of
these companies have a female CEO. And
the pattern is repeated across the developed
world: just 16% of Australian ASX board
members are women, rising slightly to
17% of those in the Fortune 500. Data
from the IBR reveals that globally, just
17% are held by women, ranging from
just 7% in the United Arab Emirates to
37% in Thailand.
Support introduction of quotas for women on executive
boards of large listed companies (% of businesses)
Nordic
21%
North America
European Union
Eastern Europe
Global
Southern Europe
Southeast Asia
Latin America
Asia Pacific (excl. Japan)
30%
41%
43%
45%
46%
55%
68%
71%
Source: Grant Thornton IBR 2014
Women in business: the path to the boardroom 13
14. Women in business: the path to the boardroom
Working mothers... and fathers
The rapid urbanisation experienced by many developing economies has had a sharp impact on fertility
rates. In rural areas, children are important sources of farm labour and support for elderly relatives,
but in urban areas children cost relatively more in terms of education, health and housing.
China has experienced the largest internal
migration in human history since 1978
with approximately 160m people moving
from the countryside into the cities and
the fertility rate has almost halved from
3.0 to 1.7 over this period. In South Asia,
the fertility rate has dropped from 5.0 in
1980 to 2.6 today. The rate in sub-Saharan
Africa remains high at 5.2, but this is
down from 6.8 over the past 35 years.
This compares to just 1.8 in OECD
countries where levels of urbanisation
are higher. However, given that of the
50 fastest growing cities in the world,
48 are found in the developing world,
global fertility levels look set to
fall futher.
In theory, having fewer children
alleviates childcare pressures, freeing
up mothers to pursue their careers.
Meanwhile urbanisation presents new
opportunities and raises aspirations,
leading to women choosing to have
children later in life, further dampening
fertility rates. However, the movement to
cities also breaks down traditional models
14 Women in business: the path to the boardroom
of extended families that provide in-built
childcare infrastructure, enabling women
to work full-time. This is one of the
reasons why we do not see much lower
fertility rates in the developed economies
– 1.9 in North America, 1.6 in the EU and
1.4 in Japan – translate into higher levels
of women in senior management.
Clearly, one of the keys to attracting
and retaining women in companies is
supporting them through motherhood,
allowing them the time and flexibility to
work and raise children at the same time.
While just 14% of businesses have specific
plans to hire more women into their senior
management teams over the next 12
months and just 11% run a specific
programme to support/mentor women,
businesses are running plenty of schemes
ostensibly to support the career paths of
3.3
working mothers. Principally, 63%
globally offer flexible working, although
this is clearly not a panacea given the high
penetration across Europe (79%) and
North America (75%), and a further 51%
offer the opportunity to buy extra holiday
or take unpaid leave. But you would
expect both of these to be offered to all
employees as opposed to specifically for
working mothers. Likewise, more than
two in five businesses will reserve job roles
of women on maternity leave for up to a
year (44%), but this is required by law in
many countries – the proportion drops to
19% beyond a year.
One of the keys to attracting and
retaining women in companies
is supporting them through
motherhood, allowing them the
time and fexibility to work and
raise children at the same time
Just over a third of businesses try to keep
women engaged by providing mentoring
or coaching (38%) or access to continuing
professional development during maternity
leave (37%), but it is notable that schemes
that would really help alleviate the burden
of childcare are rare. Fewer than one in
five businesses offer childcare vouchers/
support (18%); just 16% offer salary
increases or other incentives that might
make paying for childcare more financially
viable; and just 6% offer onsite childcare
facilities. The clear inference is that
businesses could be doing a lot
more to support working mothers.
Of course it may be that time and
resources would be better invested in
changing cultural perceptions, particularly
around the role of the father. The New
York Times* reported recently that
working mothers on Wall Street with
stay-at-home spouses have increased
ten-fold over the past 30 years. However,
the reaction in Germany, a relatively liberal
country in many regards, to the decision
by Jörg Asmussen to leave the European
Central Bank and take up a more junior
position in the government in order to
spend more time with his family shows
there is still much work to be done to shift
perceptions around the role of the father.
*Wall Street Mothers, Stay-Home Fathers –
New York Times, 2013
15. Women in business: the path to the boardroom
It may be that time and resources would be better invested in
changing cultural perceptions, particularly around the role of the father.
Schemes offered to support the career paths of working mothers (% of respondents)
12
12
12
12
12
12 3
3 9 63% 3
9
63% 39 63% 9 63%51% 51%44% 63% 3 38% 37% 37% 37% 37% 37%
38%
38% 44% 37%
51%
44% 44%
38%
51%
38%
44% 12 51%
9 63% 3
12
6 51%
9 12
3 6
44% 38% 38% 37%
6
63%
6
6
51%
44%
12
9
63%
9
3
9
Flexible working
(alternative times,
6
locations etc)
63% 3
51%
6
6
6
44%
51%
Opportunity to buy
extra holiday or take
unpaid leave
37%
63% 3
51%
38% Reservation of job
38%
44% 6
roles of women on
9
maternity leave for up
to a year
37%
44%
38%
Mentoring/
Coaching
37%
Access to continuing
professional
development
19%
19%
16% 16%
19% 19% 19% 29% 16% 16% 16%18%
6%
29% 29% 29% 29% 19%
18%
18% 18% 18% 16% 16%6% 16%
6%
6%
6%
19%
19% 29%
19%
18%
29% 29%19% 18% 18%16% 16%
29% 29%
18%
18%
6%
6% 6% 6%
6%
Paid maternity
leave (beyond what
is legally required)
Reservation of job
roles of women on
maternity leave for
more than a year
Childcare vouchers/
support
Salary rise or other
incentives to return
to work
On-site childcare
facilities
Source: Grant Thornton IBR 2014
Women in business: the path to the boardroom 15