ELISABETH KELAN LEHMAN BROTHERS C W B · 2008-12-04 · ELISABETH KELAN Forma parte del equipo de investigación del centro internacional Lehman Brothers Centre for Women in Business

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ELISABETH KELAN

Forma parte del equipo de investigación del centro internacional

Lehman Brothers Centre for Women in Business de la London

Business School. Este centro desarrolla programas dirigidos a

mejorar y potenciar el liderazgo de las mujeres directivas. Entre las

empresas a las que se ofrecen estos servicios encontramos

compañías internacionales como Nortel, Kraft, Philips, Hewlett

Packard o Unilever. También es coautora, junto con Lynda Gratton,

de documentos como “Innovative Potencial Men and Women in

Teams” o “Inspiring Women: Corporate Best Practice in Europe”.

Por último, cabe destacar que posee su propia consultaría -Athena

associates- que asesora en temas de género y management.

http://www.london.edu/womeninbusiness/theteam.html

http://portalcontent.london.edu:8080/faculty/search.do?uid=ekelan

http://www.elisabeth-kelan.net/

Inspiring Women:Corporate Best Practice in Europe

Corporate Best Practice in Europe / The Experience of 61 Organisations

The organisations we studied By industry

Industry Sector CompaniesAutomotive Daimler Chrysler; Volkswagen; Volvo CarsB2B CargillBiotech GSK BiologicalsConsulting Accenture; PA ConsultingEducation London Business SchoolEnergy Shell; TOTALFinancial Services AIB; Barclays; DSM; Fortis Bank; Lehman Brothers; Lloyds; London Stock Exchange;

Merrill Lynch; Nomura; Société Générale; Standard Chartered BankFinancial Services (Audit) BDO Stoy Hayward; Ernst & Young; KPMG; PwCFMCG Coca Cola; L’Oréal; Sara LeeInsurance AXA PPP; AXA Ireland; Swiss ReMedia Creative Reuters; Royal Opera House; ?What if!; WPPLaw Allen & Overy; Denton Wilde Sapte; White & CaseManufacturing CorningNot for Profit Dyslexia Action; International Trade CentreProperty Jones Lang LasallePublic Sector CAA; Govt: GCHQ, GSI; Police: Met (London) TransportPublishing Economist; Pearson; PenguinRetail TescoTechnology Fujitsu; Hewlett Packard; IBM; Microsoft; SymantecTelco BT; Nortel; Orange; SwisscomTransport Prologis; Transport for LondonUtility Royal Mail


What is it these organisations focus on with regard to women?The Four Waves of Intervention

Measurement & Reporting

Enabling women to be wives, mothers & carers

Creating supportive networks

Preparing women to be leaders

1

2

3

4

1 2 3 4


The Four Waves

Wave 1 Measurement & Reporting Representation at different levels of management Targets and accountability Uptake of flexible work options

Enabling women to be wives, mothers & carers

Wave 2 Work-family responsiveness Flexible work options Leave programmes Re-entry programmes

Wave 3 Creating supportive networks Mentoring Coaching Formal networking programmes

Wave 4 Preparing women to be leaders Training Talent management Stretch assignments

– Lead important projects – Lead business critical projects – Overseas assignments


Wave 1Measurement & Reporting

Examples of current activity Recruitment, induction and progression Demographics on women in managerial roles Targets and accountability of senior managers

Reporting

Targets: Shortlist women for senior roles

Experience

Actuals

23%Targets: Senior Executive – gender ratios

16%Women turnover rates

59%

Measuring salary differences between men and women

66%Measuring proportion of women at key job levels

72%


Wave 2Enabling women to be wives, mothers & carers

Examples of current activity Work-family responsiveness Flexible work options Leave programmes Re-entry programmes

Reporting

Experience

Actuals

Flexible working Manager (43%)0-10%

Part time Manager & Senior Executive (80%)

20%

Having access

Flexible working

89%Part time working

95%Job share

77%

Job share Manager (65%)

0-10%Less than


Wave 3Creating supportive networks

Examples of current activity Induction networking Formal networks

Reporting

Experience

Actuals

Within: Induction networking – Men & Women

78%Within & outside: Women’s networks

76%

Having access

Support network within company

66%Support network outside company

64%


Wave 4Preparing women to be leaders

Examples of current activity Stretch assignments Involved in / leading important or business critical projects Overseas assignments

Reporting

Experience

Actuals

Women: Leading business critical projects (43%)

20%Women: Leading important projects (52%)

20%

Having access

Policy – Women leading business critical projects

36%Targets – Number of women on business critical projects

7%Targets – Number of women on overseas assignments

2%

On overseas assignments (52%)

10%Less thanLess than Less than


What are organisations measuring and targeting?

0

5%

10%

15%

20%

25%

30%

27%

23%22%

18%

16%

10%

7%

3%2%

Senior Exec roles

Shortlists for senior roles

Rep on Exec board

Graduate recruitment

Gender ratios – Perf targets for Senior Exec

Participating in internal training

Participating in external training

Leading important projects

In business critical projects

On overseas assignments

2%

Innovative Potential: Men and Women in Teams

Innovative Potential: Men and Women in Teams / Bi-annual Forum

Our study comprises 21 cross-sector organisations ranging in size and maturity, featuring:

Profile: Participating organisations

Specifications for teams were:

i. Knowledge-based workersii. Either virtual or centrally locatediii. Worked together for minimum 3 monthsiv. Under direction of project leader

More than

100teams surveyed

60+teams complete responses

Over

850survey respondents

17countries spanned globally


Participating companies By industry

Industry Sector Companies

Automotive Volvo Cars

B2B Cargill

Biotech GSK Biologicals

Consulting Accenture; IBM Consulting

Education London Business School

Financial Services AIB; Fortis Bank; Lehman Brothers; Lloyds; Société Générale

Financial Services (Audit) BDO Stoy Hayward; KPMG

FMCG L’Oréal

Insurance AXA PPP; AXA Ireland

Manufacturing Corning

Media Reuters

Technology Symantec

Telco Nortel; Orange


Are Men from Mars and Women from Venus?

We looked at possible differences in a wide variety of individual criteria at work

NO significant differences between industry sectors

NO significant differences between Men and Women

The Individual Criteria we studied:Self-confidencePersonal initiativeSensitivity to others’ viewsPositive moodNegative moodInclusiveness

Life satisfactionCareer satisfactionPerceptions of task significanceOrganisational commitmentIntention to leave


We did find differences in what happens out of work

Planet Earth 1

Men Team Members earn more than their Partners

Income – More than my Partner 33% 69%Income – Less than my Partner 31% 11%

Women Men

Key FindingsTeam Members: At Home

Women Team Members carry most of the domestic burden at home

Most domestic labour – By me 47% 14%Most domestic labour – By my partner 6% 44%


Men and Women Team Leaders showed differences in our sample, in their Life Experiences at Home

Planet Earth 2

Women Team Leaders are less likely to have children

Without Children 52% 4%

Women Men

Key FindingsTeam Leaders: Life Experience

Men Team Leaders are more likely to have younger children

Youngest Child in Pre-School 23% 46%

Women Team Leaders are six times more likely to carry the domestic burden

Most domestic labour – By me 31% 5%

Men Team Leaders earn more than their Partners

Income – More than my Partner 65% 96%


Boundary Spanning

Psychological Safety Self-Confidence

Knowledge Transfer Experimentation Task

Performance

Innovation

Innovative Potential What Drives Innovation?


80

60

40

20

0

Per

cent

age

of W

omen

in T

eam

s

Percentage of Men in Teams

100

120

100

75

50

25

0

100

75

25

0

We Studied Teams with Different Proportions of Men and Women

100 Teams with Different proportions of Men and Women


4,50

4,00

3,50

3,00

2,50

Mem

ber

Psy

chol

ogic

ally

Saf

e Com

m. C

limat

e

0,000 0,200 0,400 0,600 0,800 1,000

Proportion of Women

R Sq Quadratic = 0,042

Proportions of Men and Women in Teams Psychological Safety

Psychological safety is optimal with 50:50 proportions of Men and Women


Proportions of Men and Women in Teams Self-confidence

Self-confidence of team members is optimal with 60:40 proportions of Women and Men

4,75

4,25

4,00

3,75

3,50

Mem

ber

Mea

n Sel

f Con

fiden

ce

0,000 0,200 0,400 0,600 0,800 1,000

Proportion of Women


4,50


Proportions of Men and Women in Teams Experimentation

Experimentation is optimal with 50:50 proportions of Men and Women

5,00

4,00

3,50

3,00

2,00

Lead

er T

eam

Exp

erim

enta

tion

0,000 0,200 0,400 0,600 0,800 1,000

Proportion of Women


2,50

4,50


Proportions of Men and Women in Teams Efficiency

Efficiency is optimal with 50:50 proportions of Men and Women

5,00

4,00

3,00

2,00

1,00

Lead

er V

alue

App

ropr

iatio

n

0,000 0,200 0,400 0,600 0,800 1,000

Proportion of Women


Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women – and men. Do you?

Bound by Stereotypes?Elisabeth Kelan shows that many organisations make sweeping assumptions about working women – and men. Do you?

© Jebens Design and London Business School


Pink Mobile Phones

n Emergence of ‘pinked up’ technologyn Lady Geek research shows that only 9% of women like pink mobile phonesn By not creating consumer technology which women would buy, £600 million are lost per year in the UK alone


Saatchi & Saatchi and Ladygeek.org.uk


Organisational Pitfalls

Assumption: women want flexible workingn Our research found that only 48% of female leaders have childrenn 96% of the male leaders are fathers and they experience a higher spill over from work to life and vice versan Many - not just working mothers - would like to use flexible working options

Assumption: women do not want a careern Women narrate their careers as being a result of coincidence, serendipity and luckn Men narrate their careers as rationally planned actionn Double bind when it comes to negotiation and promotion


What are Gender Stereotypes?

Gender stereotypes are commonly held beliefs about men and women as mutually exclusive groupsn Descriptive (how men and women are) and prescriptive (how men and women are supposed to be)n Conscious and unconscious categorisation of people to simplify complex reality

Strong beliefs in gender difference n BUT few differences hold up under analysis (e.g. throwing objects)

Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions Bound by Stereotypes? Elisabeth Kelan shows that many organisations make sweeping assumptions about working women – and men. about working women – and men. about working women – and men. Do you?Do you?Do you?

Why are Gender Stereotypes Problematic?

Stereotype threatn The risk of proving the stereotype right n This has detrimental affects on performance

Stereotypes construct reality and leave alternative explanations out of sightn ‘Mompreneurs’ instead of changing organisations


The Iceberg

n Stereotypes are like an icebergn Gender stereotypes are often invisible and unconsciousn The importance of turning the unconscious conscious


Changing Gender Stereotypes

Make gender stereotypes visible n Bring stereotypes from the unconscious to conscious level n Stereotype reactance: performing better when the stereotype is fl agged up

Reprogram stereotypesn Attach different meaningsn Role models

Question assumptionsn Focus on aspects you can changen Change takes time


Contact Details

Dr Elisabeth Kelan [email protected]

Website and Newsletter: www.london.edu/womeninbusiness.html


Documents

ELISABETH KELAN LEHMAN BROTHERS C W B · 2008-12-04 · ELISABETH KELAN Forma parte del equipo de investigación del centro internacional Lehman Brothers Centre for Women in Business