1. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 1 Women in Top Leadership: NZ Falls Behind? Findings of 2010 independent research by Anne Fitzpatrick. Presented to IPANZ Sept 2011

2. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 2 Overview NZ Public Service research- CEs, SMs NZ private sector in international context The business case NZ & international initiatives Public policy issues Where to from here

3. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 3 My Research Methodology analysis of NZ Public Service CE appointment data* from 2000-2010 9 Interviews with mix of external recruiters/assessors & key influencers analysis of previous role of successful candidates review of international literature *Data supplied by State Services Commission

4. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 4 Public Service CE Appointments 2000-2010 72% 28% 74% 26% CE Applicants (incl. Women’s Affairs)

5. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 5 Public Service CE Appointments 2000-2010 Source: State Services Commission 64% 74% 36% 26%

6. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 6 Public Service CE Appointments 2000-2010 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Male AppointedFemale Appointed 2000 to 20042005 to 2010 Data provided by State Services Commission CE Appointees (incl. Women’s Affairs) 4% 64% 36% 96%

7. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 7 Pipeline of Senior Managers Women senior managers has grown steadily from 34% in 2004 to nearly 40% in 2010 Pipeline does not account for decline in women CEs Source: SSC Annual Human Resources Capability Survey

8. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 8 Interview Themes Job performance vs interview performance Tolerance for risk taking & rejection Lack of female role models Insufficient experience esp large operational delivery roles Reduced visibility/ self advocacy

9. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 9 Source of Successful Candidates for CE positions Legend Internal = within organisation PST2 = Public Service tier 2 WPST2 = Wider public sector tier 2 PSCE = Public Service chief executive WPSCE = Wider public sector chief executive NZCE = CE from other NZ organisation Offshore = Outside NZ

10. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 10 A ‘Chief’ Priority: Attracting More Women to Chief Executive positions in the New Zealand Public Service - 2009 EMPA Research supply-side factors -NZ women less interested, more negative perception than Aussies -women more reticent to apply for promotion -women need more encouragement to apply than males demand-side factors -important to provide targeted career support, training and development opportunities - female role models and “trail blazers” can encourage women to aspire - women face additional trade offs because of family responsibilities

11. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 11 Private Sector Chief Executives- NZ within OECD % Women chief executives in OECD businesses Globally8% New Zealand7% Thailand30% China 19% Taiwan18% Vietnam16% Source: Grant Thornton 2011 International Business Report

12. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 12 NZ Private Sector in Global Context 32% 31% 27% 21% 24% 20% Source: Grant Thornton Internal Business Reports

13. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 13 The Business Case McKinsey 2008 ‘organisations with three or more women on their senior management teams scored higher on all nine dimensions of organisational performance’ Source: A business case for women. McKinsey Quarterly(4), 26-33.

14. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 14 OECD Findings ‘Diversity plays a part in: - Maintaining core public values - increasing managerial efficiency - Improving policy effectiveness - Raising quality of public services - Enhancing social mobility’

15. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 15 SSC Diversity & Equity Report 2010 SSC conclusions from international literature re ‘what works’ A widespread vision Leadership from the top down Action in all areas Accountability

16. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 16 NZ Initiatives for Developing Women Leaders ANZ Bank New Zealand Post Global Women IOD Mentoring Scheme Various external leadership development programme for women-NZIM, ANZSoG, NZ Universities

17. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 17 International Experience Glass ceilings & sticky floors & sticky shoes Leading corporates- Hewlett Packard, Time Warner, Lloyds TSB, Walmart, Piney Bowes, Shell McKinsey:  Visible monitoring has biggest impact on gender diversity, then skill building for women & mentoring (Oct 2010)  Structural barriers dealt with. Need tough action for invisible barriers (Sept 11)  More data, thoughtful targets, company specific business case, better sponsorship (transparent, sanctioned)

18. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 18 NZ Public Policy Issues Raising NZ’s standard of living Economic growth agenda and innovation Targets, accountabilities, & implications for performance management Grow vs Buy Unintended consequences of merit principle? Do we have toxic organisation cultures?

19. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 19 Rich research pickings Who is applying/ not applying for CE roles and why? How does NZ’s public service experience compare with jurisdictions in other countries? What is happening in NZ Crown Entities? Repeat SSC’s Career Progression & Development Survey

20. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 20 Overall picture Declining picture for New Zealand and other Western countries, esp at CE level NZ Public Service tracking better on women SMs, but not CEs Impact on NZ’s economic growth & comparative advantage

21. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 21 Where to from here Raise awareness & commitment of the business imperatives Address both at systemic level and at individual level ie women and their managers Establish targets

22. © Anne Fitzpatrick annefitz@ihug.co.nz Ph 021 866 733 22 Recommendations Establish public target of 30% female CEs by 2015 with interim targets, regular monitor and report Set annual expectations of CEs of % women in senior management Require 30% female on long list, at least 1 on short list by 2013 Implement recommendations of a ‘A Chief Priority’ report Regular review recruitment and selection process to ensure it is ‘fit for purpose’