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Pourquoi une gestion sensible au genre ? La plus value des femmes pour l’organisation par Marc Timmerman, Partner Axiom Consulting Partners

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Page 1: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ?La plus value des femmes pour l’organisation

par Marc Timmerman, Partner Axiom Consulting Partners

Page 2: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

LE POURQUOILE RATIONALE

Page 3: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Une exercice de réflexion

You have a potential product which could be interesting to 50% of the population and raise your number of consumers at least with 20%.

Investments are low to bring it to market, just requires a different way of managing your product portfolio;

No competitors have taken this market share either, but 1/3 of them are thinking of doing it soon;

Multiple and acknowledged studies indicate that you could make your brand recognition even stronger, become more popular as a company and it could lead to a boost of the company’s gross revenues up to 27%;

Studies indicate that there is no big risk attached to moving into this market space. It is a question of being there first.

Would you say “YES” to this ?

Page 4: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

3 Main Theses

• Leaders will have a difficult time. No more “One Size fits All” OR “Cloning is no longer an option”

• The organisation and the leaders who are not focusing on Diversity & Inclusion make a fatal mistake.

The pool of young white males is drying up.

• The faster you adapt as a Leader, the stronger you and your organization will be.

It will be a competition on Employer Attractiveness and a fight on credibility and against time.

Page 5: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Report on Equality between women and men, European Commission, 2009

• “An equal participation of women and men in decision-making processes is a democratic and economic necessity.

• In the current economic situation it is all the more important to mobilize all talents.

• This is not the time to waste skills and production potential because of outdated perceptions of women’s and men’s roles and leadership abilities.”

Page 6: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

The potential effect of increasing women’s employment

Page 7: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

L’ évolution de la réprésentation de femmesdans les Conseils d’Administration

Page 8: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

La diversité de genre dans les comités de directionreste très bas

Page 9: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

L’impact d’une meilleure équilibre

Page 10: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Changing the inflow & the promotion system is critical

1978

Women university graduates

2010

Women in exec committees

2008

Women university graduates

2040

Women in exec committees

Sweden 61% 17% 64% 18%

France 41% 7% 55% 9%

Spain 32% 6% 60% 11%

Germany 32% 2% 55% 4%

Data Source : McKinsey’s Women Matter 2010

Page 11: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Des changements pro-actives sont nécessaires

Only 28% of 1500 business leaders consider it a top-10 priority. Changing the promotion system is critical as the increasing

number of women graduates will not be sufficient to close the gender gap in top management.

Women continue to face many barriers on their way to the top. 1 : The “double burden” syndrome 2 : The “anytime, anywhere” performance model 3rd one identified by women : the reticence to advocate for

themselves

Data Source : McKinsey’s Women Matter 2010

Page 12: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Certain characteristics within a Board increase the chances of

women directors being recruited or promoted.

Boards with a younger chairman, Chairmen with shorter periods of tenure, Boards containing an HR director, Boards with already one woman on them.

Data Source : Penna, “Not the usual suspects”

Page 13: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

We will need more pain

The only human looking forward to be changed

Page 14: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

L’IDENTIFICATION DE TALENTSLE RECRUTEMENT ET LES PROMOTIONS

Page 15: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

How do most Executives recognize their successors ?

Sources: Organizational Dynamics (1986), Human Resource Management, (1998), National Productivity Review (1989), Journal of Management Development (2003)

Published in “High Potentials : Feiten & Fabels”, Marc Timmerman & Charlotte Sabbe, 2007

• Has a unique perception of occupation

• Is very time conscious

• Shows independence

• Has a high level of commitment

• Has a phenomenal amount of energy

• Shows a vibrant sense of creativity

• Strives for continuous improvement

• Gives sharp remarks

• Shows willpower

• Varying interest in teamwork

• Gives a demanding impression

• Puts the job before everything

• High intelligence

• Has a broad thinking style

• Is part of the dominant coalition

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 16: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Initiative Introspection Problem solving

Derailment is often caused by:

• Cold heartedness

• Arrogance

• Self-glorification

Negotiation skills Sensitivity to others

Team builder Strong relationships

Interpersonal skills Good reputation

EQ

Assertiveness Thoughtfulness EnergyEarly

Career

characteristics High performance & IQ

Mid

Career

characteristics

Avoid Creating your own Louis XIV

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 17: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

IQ + EQ + LQ + (CQ)

= Top Talent

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 18: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Les Compétences critiquesdes Dirigeants du Future

Prof Manfred Kets De Vries (InSead) :

The Leader of the Future has the ability to create a company culture and being the glue of the team:

– Community: creating an environment of mutual support, respect and collaboration– Pleasure: creating employee satisfaction and enthusiasm through stimulating continuous

learning, creativity, excitement and humor– Meaning: providing a meaning for the society as a whole: putting things in perspective

Thus creating the possibility of growing

a Sense of Belonging

Source: EHRF Contact Days in Lugano & The Journal of Human Resource Management (2003)Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 19: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

GESTION DE CARRIÈRES

Page 20: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Methods for Top Talent Identification

Formal processes

Informal processes

Self selection

Line managers

AC/DC

Competency profile

Management reviews

Political networks

Dominant coalition

Corridor discussions

‘Professional’ discussions

Observation

Reactive HR- attitude Proactive HR-attitude

How powerful isthis Dominant Coalition?

How strong is the mass versus the individual?

How much stronger is perception than reality?

Page 21: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Acheter ou Développer vos Talents ?

T

E

S

T

I

N

G

ExperiencedExternal

Influx

Zero-MeasurementPeriodEntry Level

ControlledZigZagManagementPeriod

Junior & Mid Career

Senior MgmtCareerTrack

Top ExecTrack

Final AdmissionAssessment

Senior MgmtDevelopment Centre

Junior MgmtDevelopment Centre

Young Graduate Assessment

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 22: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Réflections en changeant d’employeur

• Female Superstars are better than their male counterparts in remaining very succesful when moving to another company.

• Women look for organisations that welcome them as individuals with distinctive styles, personalities, and methods of distinguishing their franchises.

• When joining an organisation, women will consider the apparent attitudes of the hiring manager and the existence of female colleagues and role models. They look at culture, values, atmosphere and tone.

Data Source : HBR, 02/2008, Boris Groysberg

Page 23: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Women don’t take enough time for their boss

With their leaders

With direct reports

With colleagues

Men 30% 45% 25%Women 15% 70% 15%

Source : Trends June 9TH 2011, Vlerick Research, Katleen De Stobbeleir

Page 24: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

La Pré-Sélection de Femmes à haute Potentiel

• Timing of pre-selecting Top Talents is a key factor in diversity management.– Flexible career speeds are a best practice for better gender balance in the leadership

pipeline

• Women spend less time on Internal Networking than men.– Fear that their relationships to male colleagues would be misinterpreted and

therefore damaging their reputation.

• The impact of a ‘dominant coalition’ is high :– What is the gender balance in the inflow of people ?– Are there preselection criteria ?– Are these preselections based on competencies or on a “male” behaviour style?– Is the mastering of male codes the only way to rise through the ranks?– The way “As Is” could oblige ambitious women to imitate “male” behaviour.

• Why are companies not more attuned to the untapped leadership in their ranks?– Reason n°1: Because they haven’t looked for it!

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 25: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

CAN WE DETECT DIFFERENCES BETWEEN MEN & WOMEN IN LEADERSHIP POSITIONS ?

HUDSON RESEARCH STUDY 2007

Page 26: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Research methodology

• Hudson’s Business Attitude Questionnaire (BAQ) was used as a basis for this study

• Hudson’s European R&D Centre developed the BAQ based on the widely recognized ‘Big 5’ personality model.

• This questionnaire has been proven through hundreds of assessment and development centres worldwide.

• Sample population:• 65,000 men & women in Europe, Australia, Asia,

and the USA completed the BAQ

• From that number, 591 International executives in senior leadership positions were asked to complete the BAQ

• Of the executives who took part,

152 were women and 439 men

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 27: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Male leaders show a more extreme male personality profile

• C-level men score higher on extraversion: leading, persuading and motivating people and, to a certain extent, communicating.

• They also show relatively high scores in decisiveness, result-orientation, strategic approach and autonomy.

• Compared to average men, male leaders score lower on abstract-thinking, helpfulness and meticulousness.

• C-level men show mainly ‘typically’ masculine characteristics, while neglecting the more ‘typically’ feminine aspects.

Page 28: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Women at the top: a male leadership profile with feminine nuances

• C-level women show a personality that is almost the opposite of women in general.

• Like C-level men, C-level women score very high on extraversion: ability to lead, communication, persuasion and motivation.

• Compared with average women they score lower on conscientiousness: they are less meticulous, rational and, to a certain extent, less organised.

• They do not excel in people orientation, but view themselves as being rather co-operative.

Page 29: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

C-Level Men and Women: two of a kind?

• Compared to C-Level men, women tend to focus less on immediate results; take the bigger picture into account and take a more autonomous stand. They keep a distance from the concrete details and day-to-day issues, have a conceptual view and appear more open to change.

• They also pay more attention to open communication in the organisation and adopt a more ‘human’ approach with room for co-operation, mutual support and sociability.

Page 30: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

How women become leaders: from warm to mindful

Younger feminine leaders score higher on altruism: socially confident and people oriented (warmth), but less on openness (mindless), decisiveness and leadership. Their style makes them seen as favourable (warm & mindless)

Senior women focus on openness: abstract thinking, strategic-thinking & open-mindedness (mindful), but less on altruism (cool). Their style makes them seen as both favourable and effective (cool & mindful)

Page 31: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

• Younger feminine leaders score higher on altruism: people-oriented, helpful and socially confident.

They also are more change oriented and organised than younger male leaders.• Younger male leaders focus more on emotional stability (relaxed, stress-resistant and decisive),

they score more strongly on leading ability and persuasiveness and differentiate themselves by their ambition, result-orientation and strategic thinking.

Young Men and Women leaders (<40 yrs)

Page 32: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Catch 22 ?

• Dominant coalition inside top management committees favours ‘male’ personalities

• The risk of not having a clear identity in the eyes of others puts women in a “double-bind” situation:

If they act like a typical male leader, they are perceived as hard, because their behaviour does not correspond to that generally observed and stereotyped with women

If they act like a typical women, they may be perceived as less effective, because the typically male personality traits are still perceived to be more effective characteristics

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 33: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Towards convergence and a better blend for improved Gender Balance and Leadership ?

Women need to develop key leadership traits to get to the top

such as decision making, communication, strategic thinking or

result orientation

Women should also dare to develop their more feminine traits

such as people orientation, altruism and change management

Male leaders should try to develop more feminine leadership traits

and a more participative leadership style more suited for the

modern workplace

Page 34: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Women, better leaders for the future?

• If organisations shift from a more traditional view of leadership to a more participative and democratic view, women should receive more opportunities to obtain and succeed in leadership positions.

• However, in the short term, companies might adopt a short term view that reinforces the hierarchy of men over women in their efforts to succeed during a recession. Not only will this reverse the recent progress of gender equality in business, it might also be to the detriment of the organisation.

• Organisations should determine which business attitudes are most critical for their current and future leaders in relation to their business context and strategy, before deciding which men or women are best suited for the roles.

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 35: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

THE OBSTACLES & THE BEST PRACTICES

Page 36: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Leadership delivering on ‘Promises’ is a KEY differentiator

• The Employer Value Proposition

• One of Our Biggest Challenges on a short term is that we will have to be many different things to many different individuals.

• ‘One Size fits All’ = A dying model !

Page 37: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Les multiples barrières les plus difficiles

Page 38: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

“Change is the law for life” JF Kennedy

• 70% of Baby-Boomers & 92% of Gen Y cite “career-life fit” as a top priority

• The Forces driving the changing world of work :– Rise in non-traditional families– Converging expectations of women & men– Flattened hierarchies– Shortage of critical talent– Changing Buying Power– Virtual, connected workplace– Ageing workforce– Evolving needs of generations

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Source : “The Corporate Lattice”, 2010, Cathleen Benko

Page 39: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Most common gender-balance measures

• 64% : options for flexible working conditions• 56% : Visible monitoring by the CEO and the executive team of the

progress in gender-diversity programs• 55% : Programs to encourage female networking and role models• “CEO commitment and women’s individual development are at the heart

of an effective gender-diversity ecosystem”

Data Source : McKinsey’s Women Matter 2010

Page 40: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Most effective measures promoting gender diversity focus

• CEO commitment• Individual Development programs :

• Skill-building programs aimed at women• Mentoring

• A Collective enabler :• Performance evaluation systems that neutralize the

impact of parental leaves and flexible work arrangements

Data Source : McKinsey’s Women Matter 2010

Page 41: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Best Practice initiatives to promote the integration of women

Objectives Initiatives

Measurement, analysis and reporting of gender equality

• Gender balance on recruitment panels• Representation at different levels of management• Career progression• Salary differences• Targets & accountabilities• Uptake of flexible work options

Enabling workers to balance professional and family lives

• Work-Family responsiveness• Flexible work options• Flexible career options• Leave programs• Re-entry programs

Creating supportive networks

• Mentoring• Coaching• Formal network programs

Preparing women to be leaders

• Training• Talent Management• Stretch assignments

Source : adapted from “Inspiring women: Corporate Best practice in Europe”, London Business School, 2007Source : White paper to be published by Marc Timmerman in 2012

Page 42: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Offering Of Development Practices For Fast Trackers

Top 5 regarding “Perceived Effectiveness” :

1. Starting-up new projects2. Mentoring & Receiving opportunities to make mistakes3. Having a high degree of autonomy4. Having a talented boss5. Learning from talented people

Source : “High Potentials, The Competitive Edge within your Company”, Marc Timmerman & Charlotte Sabbe, 2007

Page 43: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Preferred Leadership Style

Age Groups All 25-30 31-37 >38

Participation 4.32 4.33 4.31 4.36

Coaching 3.92 4.18 3.77 3.99

Informing 3.81 3.98 3.74 3.8

Interaction 3.26 3.34 3.17 3.38

Participation A leader’s use of team members’ information and input in making decisions

Coaching Educating team members and help them to become self-reliant

Informing A leader’s dissemination of company wide information

Interaction Strong focus on interfacing with the team as a whole

Source : “High Potentials, The Competitive Edge within your Company”, Marc Timmerman & Charlotte Sabbe, 2007

Page 44: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

The Functions Of Mentoring

Career Functions :

Sponsorship

Coaching

Protection

Challenging Assignments

Exposure and visibility

Psycho-Social Functions :

Role modeling

Counseling

Acceptance and Confirmation

Friendship

“The most conspicuous difference between star and nonstar women is access to a supportive mentor.”

Source: Mentoring at Work, prof dr Kathy Kram

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Page 45: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Diversité. Et alors ?

Untapped resourcesAccepting the needThe value of differencesEthical FairnessReflecting the market

Page 46: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

The Smart Companies are now

• Working on Diversity & Inclusion Management• Accessing ‘underutilized’ sources of Talent• With the most common order of speed:

– Gender Balance– Ageing workforce– Cultural diversity– People with a handicap

Page 47: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

It is not the strongest of species that survive, nor the most intelligent, but the most responsive to change.

Charles Darwin

Intelligence is the ability to adapt to change.

Stephen Hawking

Page 48: Formation chancellerie une gestion sensible au genre_mtimmerman_jan 2012

Pourquoi une gestion sensible au genre ? par Marc Timmerman, Axiom Consulting Partners BeNeLux

Q&AMERCI DE VOTRE ATTENTION