1. Engaging MEN IN GENDER BALANCE A Business imperative!
PWN Geneva-Lausanne Launch
March 29th, 2017
Robert Baker
PWN Global – VP Engaging Men
Senior Partner, Mercer

3. ENGAGING MEN WHY IT MATTERS!
80%
170
25%

4. But getting men engaged is difficult!
Peer pressure
Socialisation, unconscious bias
Sharing feelings?
Fear of making mistakes
Lack of role models
No burning platform
Low awareness, relevance, interest
Impact of targets / quotas
Don’t know what to do
Backlash at focus on women?
Page 4
18/11/2018
18/11/2018

5. Middle-managers – a challenge!
Execs / Senior Managers
strong belief (84%)
39% active supporters
Expected to walk
the talk?
Younger Generation
strongest belief (88%) but least active (11%)
Have high hopes but little influence?
Middle-Managers
less convinced (71%) 82% passive supporters or resisters
A potentially blocking factor?
18/11/2018
Source: Marc Timmerman, Axiom, 2016

6. 1 2 3 4 Engaging mIDDLE-MANAGERS so what does it take?
Understand the Business Value 2
Make the Emotional Connection 3
Follow Male Leaders 4
Know What to Do
Page 6
18/11/2018

7. Business value of gender balance
Performance
Talent
Customers
Leadership
Business value of gender balance
18/11/2018

8. WOMEN bring UNIQUE SKILLS to leadership
Source: When Women Thrive , Mercer

9. BUT WOMEN UNDER REPRESENTED AT THE TOP!
The Average EUROPEAN Organization
F: 13%
M: 14%
F: 9%
M: 9%
F: 8%
M: 8%
M: 5%
F: 11%
M: 6%
hires
F: 14%
M: 14%
F: 9%
M: 9%
F: 8%
M: 8%
F: 7%
F: 10%
exits
Female
MALE
21%
79%
24%
76%
32%
68%
Here you see the Internal Labor Map (ILM) for the average organization in Europe.
A few notable observations:
Good news: (i) The future trajectory for female executives in Europe has improved over 2014 data. (ii) Hire rates for women at the top of the organization are almost double those for men. (iii) Though still very low, at 21%, European organizations have one of the highest representations of women at the executive level.
Opportunities for improvement: (i) The focus on boosting female representation at top levels has not extended to lower levels of the career hierarchy, and women in the senior ranks are more likely to quit. (ii) If current hiring, promotion, and retention rates stay constant, women will account for only 33% of executives in the average European organization by 2025, (iii) Women at the top of the organization are leaving at a higher rate than men.
On hires:
A concentrated focus on female hiring at the top two career levels.
Hiring gap between women and men at the support staff level only.
On promotions:
Women are equally promoted at all levels, except from support staff.
On exists:
Unfavorable female attrition at the highest level.
Below the executive level, exit rates are generally equal between men and women across the board, except at the senior manager level.
40%
60%
51%
49%
MERCER SURVEY OUTCOMES: EUROPE ILM MAP
18/11/2018

10. The emotional connection

11. Follow Male leaders Michel Landel CEO Sodexo Paul Polman CEO Unilever
“By tapping into the full potential of men and women, Sodexo is stronger, more innovative, and better at serving its 75 million consumers worldwide.”
Michel Landel CEO Sodexo
“Unilever works to remain a “gender-balanced” company that provides equal opportunities to women. If you invest in women, then you often get a higher return.”
Paul Polman CEO Unilever
“My mission is to support our efforts in making Rockwell Automation an attractive place for women to work.”
Thomas Donato President EMEA Rockwell Automation

12. middle managers – best practices
18/11/2018
Source: Linchpin - Dr Elisabeth Keelan, Cranfield University

13. championing gender initiatives
18/11/2018
Source: Linchpin - Dr Elisabeth Keelan, Cranfield University

14. What we need middle-managers to do
Address their own biases
Sponsor female talent
Set an example:
Work flexibly
Take paternity leave etc
Demonstrate
support
18/11/2018

15. Convincing middle-managers
Focus agenda on business issues
Executive Sponsorship
Listening” sessions - offer safe environment
Promote business value and personal development
Training programmes on bias and empathy
Publicise the data and targets
Reverse Mentoring
Gender neutral branding – open to all
Highlight role models
18/11/2018 15

16. GENDER BALANCE PROGRESS 2027?
50%
50%

17. Engaging MEN IN GENDER BALANCE A Business imperative what will you do?
THANK YOU!