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Identifying and fast tracking high potential women Adelaide Women adelaide.edu.au
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Identifying and fast tracking team Project team Anita Berry, Senior Marketing Manger, Marketing and Communications Sue Hampstead, Manager Employee Services, Human Resources Caroline Laurence, Associate Professor, Postdoctoral Fellow, Discipline of General Practice, School of Population Health Jane Mathias, Professor, School of Psychology Susan Oakley, Associate Professor, Head Gender Studies and Social Analysis, School of Social Sciences Project sponsor Kent Anderson, Pro Vice-Chancellor (International) Project coach Sophie Hampel, Inkling Women University of Adelaide2
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Agenda Why promote women from within the University? Project purpose Where are we now? Current landscape and background What did we do? Project approach and methodology What did we discover? Project findings How can we improve? Project recommendations University of Adelaide4
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27.5% University of Adelaide5
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7 Retain talented women
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University of Adelaide8 Improve organisational performance
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Where are we at now? University of Adelaide9
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Identification: finding high performers University of Adelaide10 Academic women Level A = 45% Senior = 22% Professional women HEO2 = 66% Senior = 28%
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University of Adelaide11 Internal External
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University of Adelaide12 The horizon: moving forward
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What did we do? University of Adelaide13
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University of Adelaide14 Literature review
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University of Adelaide 15 Interviews with senior University staff
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The interview Key attributes of high potential leaders Approaches they currently use in their area Suggestions on how the University might identify high potential leaders How high potential females can be fast tracked into leadership opportunities University of Adelaide16
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Findings x University of Adelaide17
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Findings: Attributes of high potential leaders University of Adelaide18 Strategic Broad-based & long-term perspective Able to identify important issues & foresee consequences Innovative & responsive Initiative Drive & integrity Enthusiastic & motivated Willingness to take on new roles & responsibilities Integrity, commitment & ethics Effective communication Interpersonal skills Articulate & communicate key issues Engaging Teamwork Optimise group outcomes Respectful
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Findings: Identifying and fast tracking University of Adelaide19 PDRs Line managers Acting/deputy positions Secondments/roles at a higher level Continuing mentoring/coaching during transition to leadership roles Development of a ‘talent’ pool Identification Fast tracking Support system
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University of Adelaide20 Findings: Barriers and concerns PDRs not performed Squeaky wheel ‘Masculine’ management style Male culture Resources Equity and transparency Multiple procedures Feudal system
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Recommendations University of Adelaide21
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Key recommendations University of Adelaide22 What: Simplify the seven leadership capabilities How:Align with terminology used by senior management to the four capabilities What:Establish defined pathways for succession planning How:Utilise secondments, committee positions, deputy/acting/ associate roles and/or special projects for career & skill development Establish a database of high potential female leaders Provide discretionary budgets Short-term <12 months
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Key recommendations University of Adelaide23 Medium-term 1-2 years What: Expand the current leadership programs How:Add on module that incorporates coaching, mentoring What:Broaden PDR How:Incorporate leadership What:Use the PDR How:Formalise training
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Key recommendations University of Adelaide24 Long-term >2 years What: Develop a culture that recognises and celebrates the unique talent of existing female staff and that promotes women from within the University How:Understand the current culture at the University Use the Adelaide Women Programs to provide direction on changing the culture
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Sponsor: Kent Anderson Coach: Sophie Hampel Interviewees: Senior University staff University of Adelaide25 Thank you
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University of Adelaide26
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