This non-diversity-based report examines the perceived talent shortage in senior management developing across global businesses. The Economist Intelligence Unit performed a global online survey of executives in a range of industry sectors, requesting their evaluations of attitudes, engagement and implementation within talent management, and their satisfaction with leadership and existing talent management programmes. It found that while organisations are aware of a talent shortage, little progress is being made in developing new talent and insufficient enterprise-level alignment and execution of talent management initiatives exists.A toolkit of seven measures to improve talent management is included, and an appendix provides case studies of eight of the companies surveyed, with descriptions of the initiatives they are currently undertaking.
This bibliography is a quick reference of abstracts on ways to improve women’s career paths within organisations. We have referenced 117 items, organised them into seven topic areas, and provided a brief summary of each item. Articles covering more than one topic have been included in each relevant area.
Building on the research used on Realising the opportunity, we have included other papers which contained significant data or analysis. We have also added in reports which contain concrete proposals for action or recommendations, and information on New Zealand.
We hope Inspiring Action will make it easier for human resources practitioners and managers, Chief Executive Officers and leadership teams, to identify practical steps to take to improve women’s career pathways in organisations. To find articles, use the search function below or download the full report.
2008
Area of focus:
Action
2010
Area of focus:
Action
This is the fourth in a series of research reports from this global management consultancy. A study of European companies, building on McKinsey's initial study in 2007 and with summaries provided by industry, finds that women's representation on boards and executive committees is largely unchanged. The percentage of female versus male university graduates in 1978 is compared with that of 2008, and a forecast of executive representation is provided for 2040.A survey of managers examines the perceived barriers to increased gender diversity, with the "double burden" of work and personal life responsibilities, and the "anywhere, anytime" model of management being the most often identified. While a majority of top level managers believe that gender diversity results in improved financial performance, few companies are implementing multiple measures to achieve this.The report presents a summary of 13 gender diversity measures and recommends three which most highly correlate with success in achieving diversity. A visual model of the ideal "Gender Diversity Ecosystem" is provided, identifying the main elements conducive of transformation
2010
Area of focus:
Action
This paper reports the results of a survey of members of the Australian business community. Amongst other findings, statistics are provided for men's and women's beliefs on: whether equal opportunities exist for women in recruitment, promotion and executive appointment; the importance of parity, as judged by respondents at different levels of organisations; men's and women's aspirations to leadership positions; and the perceived commitment of management to diversity programmes.The study found that while a majority among both genders believe equal opportunities are important for women aspiring to leadership, a majority also believe these do not currently exist. Women are sceptical of existing gender diversity initiatives due to apparent disinterest at senior levels. Three major inhibitors of diversity programmes are identified, and action points are recommended to cement change.
2011
Area of focus:
Action
A report from an initiative of senior Australian business leaders, addressed to Chief Executive Officers and senior executives engaged in implementing gender diversity strategies within their companies. Working from lessons learned implementing these strategies within their own organisations, the authors lay out guidelines for diversity programmes across a three-phase model. Actions which have proven most effective are identified, with examples from a range of companies, including refinements which have been added to strategies over time. The actions cover subjects such as leadership commitment, sponsorship programmes, talent management, bringing bias to the surface where it can be addressed, and normalising use of flexible working arrangements.The authors address difficulties which arise in cementing diversity as a priority, comparing the process to the institution of a "safety culture" within an organisation. An appendix provides detailed case studies of the journeys two companies have made through all three phases of the process.
2011
Area of focus:
Action
This study of male and female MBA-qualified professionals evaluates the truth behind the conventional wisdom of actions and strategies necessary to become an "ideal worker" and attain promotion. Nine strategies for advancement were identified. Based on whether the strategies were aimed at promotion within the organisation, at another workplace, or both, or neither, respondents were classified into strategy profiles of "Climbers", "Scanners", "Hedgers" and "Coasters". The results found that male hedgers were twice as likely to attain roles in the senior executive than female hedgers, and that there was no difference in the success of women based in different strategy profiles. The only quantifiably successful strategies for women were "making their achievements visible", and "coming into contact with powerful others".Men were likely to receive higher compensation for switching to jobs at other companies, whereas women were likely to receive less, lending support to the hypothesis that men are judged on their potential and women on their proven achievements. Little evidence was found to support the theory that women's lack of promotion and salary increase was due to not asking, as statistics for this were largely similar between the two genders.
2011
Area of focus:
Action
This report briefly summarises McKinsey & Co.'s research into women's economic potential. Companies are increasingly recruiting women graduates, but the talent pipeline is failing to progress women to top roles. Women feel they lack access to informal networks, sponsors and role models. Lifestyle issues, as well as institutional and individual mind-sets also act as obstacles to advancement.The report advises companies to focus on progressing female middle managers to higher positions, and warns that a comprehensive transformation of a company's culture is necessary to effect lasting balance in diversity. Actions recommended include developing awareness of the business case for diversity, refinement of staff performance measures, and buy-in of senior management to promote change.
2012
Area of focus:
Action
Recent research conducted by sociologist Christine Williams is discussed, which investigated the negative impact of the implementation of progressive work structures on women's careers.A case study of female geoscientists in the oil and gas industry identified that women are being disproportionately disadvantaged by three new developments in their workplaces. The increased reliance on work in teams creates situations where women's work is not always evaluated fairly. This can occur where employees work together but are evaluated individually and often by their own team. The introduction of "career maps" systems was intended to offer greater flexibility but the systems lack standardisation, creating confusion over promotion and personnel decisions, and allowing supervisors to be inconsistent in granting of leave and options offered. Work related networks are increasingly important for career development, but women feel excluded from these, and women's networks are either unavailable or considered ineffective.The researcher found that working in gender-balanced teams was beneficial to women, as were standardised career map practices. This paper advocates institution of networks which are open to all staff, and making supervisors accountable for diversity outcomes.
2012
Area of focus:
Action
A research report on gender diversity in high-level American companies, presented for a business management audience. McKinsey & Co. studied 60 leading companies on behalf of the Wall Street Journal, and conducted interviews and surveys on staff's attitudes and aspirations.The study identifies leaks in women's career development pipeline, finding that many women settle into staff roles or middle management rather than progressing towards the top. Barriers to women's advancement are identified, as are the characteristics shared by women who rise to the top level. The authors list the practices associated with successful gender diversity programmes, and recommend strategies for management seeking to initiate, develop or embed transformation processes within their companies.
2012
Area of focus:
Action
This paper presents the results of a survey of the career progression of 2,500 women and men working in corporate roles, across five countries. It identifies 11 factors across three levels ("individual", "immediate work environment" and "organisational context") which play a part in women's advancement, and provides succinct recommendations to professional women pursuing leadership roles.Amongst other findings, the survey identified that women in China and Brazil are more successful in achieving promotion than in the UK, the US or Japan, and have better access to critical job assignments. Being a parent was found to correlate with better career progression for both women and men, when compared to non-parents, although outside help with childcare was found to be an important factor.
2012
Area of focus:
Action
"Think, Act, Report" is a voluntary, flexible framework of measures for British businesses, created by the UK government to address gender inequality in the workplace through heightened transparency. This is the programme's own first annual report, setting out the business case and statistics on the gender pay gap, outlining the degree of this programme's acceptance (10 percent of the workforce are now subscribed to it), and describing relevant legislation that has been passed or is pending.Initiatives by companies in a range of sectors including banking, retail, technology, transport and telecommunications are presented as brief case studies. Annexes at the end of the paper list companies which have signed up to Think, Act, Report, and summarise the programme's transparency framework.