Wanda T. Wallace. Ph.D. 9 February 2011 Research Summary Wanda T. Wallace. Ph.D. 9 February 2011 Content © 2011. All rights reserved. Leadership Forum Inc.

Our Definition of Diversity “Diversity aims to create an inclusive culture that values and uses the talents of all would-be members.” Cedric Herring Content © 2011. All rights reserved. Leadership Forum Inc.

Five Levels of Diversity Achieving high performance through diversity Diversity embedded in organisation practices Diversity naturally as part of the organisation’s DNA Organisation builds diverse teams Diversity leveraged to obtain competitive advantage Level 4 Everyone treated as an individual Diversity concerned with integration and inclusion Multicultural rather than culture-blind Performance measures are objective and transparent Different approaches/expectations are recognised and valued Managers manage diversity well and develop people from different groups Level 3 Everyone treated the same Diversity concerned with assimilation Clear articulation of business rationale for diversity Formal diversity management structure and measurement Fair treatment promoted Progress is measured by how well the organisation achieves recruitment, retention and promotion goals Level 2 Policies and procedures in place Diversity is seen as compliance issue Policies – flexible working, for example – meet minimum legal standards Basic level of diversity awareness training in place Networks/affinity groups are established and meet regularly Level 1 No action on diversity Diversity not recognised as an issue or considered by the organisation Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. So How Are We Doing? Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. A Few Facts on Women Across Europe in 2006, women comprised an average of 11% of executive committees in top companies In the US, 15% of directorships of Fortune 500 companies were women in 2009 and it has been static for 5 years Less than one-third of MBAs in the US are women yet they are half or more of law and medical schools Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. A Few Facts In the UK in 2009, there were over 6.7 million disabled people between the ages of 16 and 64 (18% of workforce) – 50% of these were employed versus 70% of the total population. In the UK in 2009, 57% of ethnic minorities were employed. Content © 2011. All rights reserved. Leadership Forum Inc.

Responses from CRF Members Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. How satisfied are you with your organisation’s management of diversity? Satisfied: 38% Neither: 19% Dissatisfied: 43% Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. Does your organisation have diversity goals or targets across all lines of business? Content © 2011. All rights reserved. Leadership Forum Inc.

Does your organisation regularly measure its performance on diversity? Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. To what extent does senior leadership visibly own the diversity strategy? 45% 21% 34% Content © 2011. All rights reserved. Leadership Forum Inc.

What are organisations doing? Content © 2011. All rights reserved. Leadership Forum Inc.

Which of the following do you have in your organisation? Flexible working available to all staff, not just those with children 14% Flexible working options for those with children 13% Diversity training for managers 12% Networks/affinity groups General diversity training or sensitivity training for employees 10% Sabbatical options for all staff Formal mentoring programmes specifically for under-represented groups 7% Performance management system adapted to remove hidden bias Talent management processes that take account of the difficulties women and other minorities have in advancing careers 5% Development programmes for targeted diverse populations Talent management reviews for targeted diverse populations 4% Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. Which actions taken by your organisation have been effective in improving your organisation’s management of diversity? Approach # of Times Mentioned* Learning and development for broad population 17 Senior management leadership and accountability 9 Flexible working policies 7 Mentoring programs Use of metrics to measure problem Recruiting diverse candidates 6 Targets or goals 5 Network/affinity groups 4 Following employee legislation 3 Clear responsibilities and guidelines 2 Mass communications to raise awareness Meritocracy Outside awards Positive discrimination Coaching 1 Dealing with personal bias Learning and development for diversity population Networking events Online toolkit for questions Reverse mentoring * 46 total responses Content © 2011. All rights reserved. Leadership Forum Inc.

Activities from organisations we interviewed Senior level active and visible ownership Metrics Attention to who sponsors and advocates for whom Removing biases – internally and with recruiting Development efforts that support and nurture target populations Monitoring and building management skills Reaching the tipping point Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. What are the barriers? Content © 2011. All rights reserved. Leadership Forum Inc.

Content © 2011. All rights reserved. Leadership Forum Inc. “The sheer conspicuousness of women’s absence from top management puts gender in the driving seat of the diversity movement.” Thomas and Graham, 2008 Content © 2011. All rights reserved. Leadership Forum Inc.

What keeps women from advancing? Senior Level Support Lack of substantive feedback and counsel Lack of well placed sponsors and mentors No one to pull her up Network and Organisational Savvy Lack of access to informal interactions Inadequate understanding of how to influence the organisation Weak network Leadership Style Not like the norm or “like me” Difficulty balancing aggressiveness, conflict and confidence Not seeing how to communicate with impact Career Path Lack of career movement Career tracks with ceilings Access to “plum” assignments Frustration Lack of appreciation of her challenges Isolation Values versus actions Content © 2011. All rights reserved. Leadership Forum Inc.

Is this any different for other populations? Content © 2011. All rights reserved. Leadership Forum Inc.