UNiSA 2003 How can we improve retention of women managers in the InfoTech industry? Reflections and the road ahead. Poornima Shenoy November 6, 2003 Hawke Research Institute, UNiSA

UNiSA 2003 “ This is one business where the assets walk out of the door every evening”. Warren Buffet, Chairman Berkshire-Hathaway & legendary investor

UNiSA 2003 Background Women form 21% of the work force in the Indian software industry. Women in entry positions are around 40% which is higher than other industries. However decision makers are just 2-3%. In UK, women constitute 31% of the work force in the software industry but this is expected to drop to 25% in the next few years. The InfoTech* industry is losing more women than it is hiring. Retention of women managers is becoming a critical issue. * Here InfoTech refers to all functions across software and hardware organizations.It excludes Business Process Outsourcing.

UNiSA 2003 Background …….continued Women bring diversity and flexibility with a blend of technical, creative, personal and business skills to the work place Loss of talented and trained personnel costs companies- in the finance industry it is about UK pounds per person To achieve success and to ensure a pipeline of women managers in the future, clear guidelines need to be laid out

UNiSA yrs3-6yrs6-10yrs >25yrs15-25 yrs10-15 yrs Career path progression 6. PAYOFF Time to be responsible not only for self but to organization, industry & society 1. EXPLORATION Which career / organization to choose 2. DEVELOPMENT Start identifying skills, switch jobs & functions 3. COMMITMENT Settle down in an organization / profession build loyalty 4. VERIFICATION Decide on priorities of & models of work – e.g.s business, out-of- home 5. PAYBACK Time to contribute positively to bottom-line

UNiSA 2003 Women in focus Women exit at two stages of their career: -motherhood -at a more mature stage in their work life This could be classified as the verification stage in the career progression chart viz. women with typically around 12 to 14 years of experience. Those with domain knowledge, managerial experience and in their mid to late thirties.

UNiSA 2003 BOARD 20 YRS + TOP MGT yrs 8-15yrs SENIOR MGT. MIDDLE MANAGEMENT JUNIOR MANAGEMENT 3-8 yrs 1-3 yrs yrs yrs yrs yrs 45+ AgeYears Of experience Ideal progression through hierarchy The crucial years in career are from 30+…..coincides wonderfully with the child bearing age

UNiSA 2003 Hypothesis Women continue in their jobs because of their own inner motivation and personal drive rather than due to external factors.

UNiSA 2003 Objectives Purpose -find out how can middle and senior women managers at this level be retained -influencers Analyze -factors that make an impact -reasons for retention Summarize -What can industry do to initiate the process of change? An impact will be felt in the next 5-10 years if addressed now.

UNiSA 2003 Process Methodology:11 personal interviews in Bangalore (5) and London (6). Data collection and analysis: Structured and in depth questionnaire with open ended questions. Qualitative and exploratory research. Case study approach. Statistically not valid. Limited secondary data. Approach:To identify personal and professional factors that helped women managers in India, how these compared with their UK counterparts and common factors to identify learning.

UNiSA 2003 Bangalore, India Why Bangalore: IT capital of India. Highest concentration of women managers. Industry well represented. Chief observations: Family support and encouragement are critical to succeed Jobs have to be challenging Organization culture has to be supportive Role of other women managers and mentoring are important in organizations Leadership has to provide direction Absence of role models

UNiSA 2003 London, UK Why London:Financial and technology capital of UK. Awareness levels in both cities comparable. Chief observations: Support from partner is important from the personal angle Compensation is a significant factor Need for regular challenges Personal development and professional growth are linked Organizational support is needed for formal mentoring and career planning in the work place Leadership has a major role to play Role models are needed within organisations

UNiSA 2003 Observations FactorsBangaloreLondon Organization Need for challenging roles Importance of mentoring Presence of other women managers Company culture Compensation Professional growth and personal development Progressive work environment Acknowledgement of role models

UNiSA 2003 Observations …….continued FactorsBangaloreLondon Leadership Absence of gender bias Articulated policy from top Personal Support from partner Support from family Government Legislation Industrial Laws

UNiSA 2003 Retention and Beneficiary Framework Women Managers Government OrganizationSociety Leaders

UNiSA 2003 Recommendations Organization Corporate culture Mentoring:retention & career progression tool Networking Training and development Understanding work-life balance Line responsibilities  Leadership ”Walk the talk and practice what they preach” Effective leadership is needed for direction

UNiSA 2003 Recommendations Society Support on the domestic front reduces obstacles to growth Reduce gender stereo types and aid in formation of thought from a young age Government Introduce legislation that will make organisations re-look at women friendly policy formulation Maternity and paternity leave, flexible working options

UNiSA 2003 Summary Old Hypothesis: Women continue in their jobs because of their own inner motivation and personal drive rather than due to external factors. New Hypothesis: It is the external environment that will support women continuing in service and reduce attrition. Chief factors would be the organization culture, leadership, supportive legislation and societal makeup.

UNiSA 2003 Celebrating Diversity “ Conformity is a bad thing when you want to get creativity Conformity is a bad thing when you want to bring in new talent I believe diversity is a really important aspect of reinventing the organization -and I mean diversity in all its forms:  diversity in terms of the color of our skin  diversity in terms of ideas  diversity in terms of style  diversity in terms of how we express ourselves  diversity in terms of perspective and our experience LET US VALUE DIFFERENCES” Carly Fiorina

UNiSA 2003 Thank you Bangalore, India