Kate Gould Presentation at Get on Board Australia Breakfast | 5 May 2015
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Kate Gould's presentation delivered at the Get on Board Australia information breakfast in Adelaide on Tuesday 5 May 2015.
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Kate Gould Presentation at Get on Board Australia Breakfast | 5 May 2015
- 1. today’s plan 1. what you’re up against 2. consider your workplace 3. value of diversity 4. what can the organisation do? 5. the “trickle down” effect 6. what can the individual do? 7. gender and negotiating
- 2. think about your workplace? • do you have a board? • how many women vs men on your board?
- 3. think about your workplace? • how many women vs men on your senior management team?
- 4. think about your workplace? • on scale of 1 to 10 how would you rate the flexibility of your workplace?
- 5. think about your workplace? • on scale of 1 to 10 how would you rate the diversity of your workplace?
- 6. Why over 55% of university students in 2010 were women but women account for only 3% of ASX200 CEOs?
- 7. 800 “diversity conscious” Australian companies report higher financial performance, productivity and employee retention Making Diversity Work Prof Carol Kulik (2011)
- 8. The Evidence The world's biggest companies, worth more than $10 billion, with women and men on their boards, outperformed by 26% comparable businesses with all-male boards over the past six years. The Advertiser 4 September 2012 quoting Credit Suisse Research
- 9. The evidence is now irrefutable - organisations with both men and women equally represented at senior levels/boards perform better.
- 10. two sides to this debate what can the organisation do? what can the individual do?
- 11. Education • Education – know the advantages of a diversified workforce, sell the message (ensure the HR Department is informed) • Women, as well as men, to be educated and support other women Organisation
- 12. Organisation Measure, Targets and Reward • Measure performance, how many women in senior roles? • Set targets for numbers of women in senior leadership roles, then issue performance bonuses based on achieving these targets • Influence performance through peer pressure, eg measurements, targets, “name and shame”
- 13. Organisation Leadership • Employers to take leadership role, influencing cultural change • Need to support and champion female role models • Need to identify, mentor and promote talented women, eg break the cycle • Don't focus on the pipeline, ie attracting women at low levels of employment or areas of traditional female participation, instead focus on the “trickle-down effect” of appointing and retaining women in senior roles • Men to come up with solutions – must lead by example • Ensure consequences for not adhering to policies or bad behaviour
- 14. Organisation Flexibility • Flexible employment is core to attracting and retaining women, women are still the primary carers for children and the elderly (encourage men to job-share, so women’s job- sharing isn’t seen as a liability) • Men need to take up parental leave options • More women in part-time employment, maybe to attract and retain women in the workforce, there’s a need to increase the number of part-time roles?
- 15. Organisation Recruitment and Retention • If a woman applies for a non-traditional female role, they must be interviewed • Interview panels must always include at least one woman • If a woman leaves a senior role, her manager to account for why she left, ie ensure rigorous exit interview is undertaken
- 16. Organisation General • Consider the consequences of all policies on women • After a pay review, senior executives must report the difference between pay increases on a gender basis • The process to change is as important as the outcome, in order that the change remains
- 17. trickle down effect You’ve heard of the “pipeline”? Well it doesn’t work. Try the “trickle-down” effect.
- 18. Why trickle-down rather than bottom-up? • Mentoring women in lower-level jobs • Expanded social networks • Championing female hires • Weakening gender stereotypes • Acting as positive role models (attraction) The US evidence • Increase in share of female top managers is associated with subsequent increases in the share of women in mid-level management • Robust for firm size, workforce composition, and other key variables • Strongest among federal contractors • One-year lag, wanes over time Kurtulus & Tomaskovic-Devey, 2012
- 20. women’s salaries 70% of all university graduates - entering the workforce at almost equal numbers to men - take home $2000 a year less (on average) than their male counterparts from day one, and this gap widens over time. (Equal Opportunity in the Workplace Agency EOWA)
- 21. gender and negotiating Why do women earn less than men?
- 22. gender and negotiating • median earnings for women are about 18% lower than for men • salary gap begins at career entry and grows progressively wider • over the long run, women’s retirement savings are half those of men • women accept opening offers and don’t negotiate • when women do negotiate, they use an accommodating style that fails to deliver better economic outcomes
- 23. gender and negotiatinghighlow low high likeable competent WOMEN accommodating emotional MEN assertive rationale +competent +accommodating Making Diversity Work Prof Carol Kulik (2011)
- 24. gender and negotiatingEffective Strategies • Avoid negative violations Individual Strategies • Anticipatory excuses: “I need to talk with you about my salary package; my mentor suggested that would be a good idea” • Anticipatory justifications: “My professional association just released a salary survey…I’m only asking for what they say is a fair rate” Organisational Strategies • Establish zones of negotiability • Establish conditions required to negotiate employment terms
- 25. gender and negotiating Effective Strategies • Increase positive violations Individual Strategies • Inclusive language: “I really hope we can find a solution that works for both of us” • Turns rather than moves: “I’m a little puzzled…I think what you mean is…could you tell me more about that?” Organisational Strategies • Redefine the desirable behaviours and traits associated with effective negotiation (listening carefully, having insight into the other negotiator’s feelings)
- 26. gender and negotiating Gender Takeaways • Women don’t negotiate – but they need to! • There are individual-level strategies that seem to work, but they aren’t easy to implement • We may be better off changing organisational contexts and creating new negotiation styles for everyone
- 27. getting on a boardMake your Name • Grab high profile tasks • Place yourself in positions of visibility & high impact Make Connections • Network • Be authentic, don’t push too hard • Give back, do good work (start with not for profits) Build your Brand • Just like a company, consider your vision and values “thousand small gestures” • Upskill • Why do you want to be on a board
Editor's Notes
- Pair and Share Exercise Now share this information with members of your same organisation. Or pair with someone else from another organisation.
- This is the question we’ll explore today.
- Education Education – know the advantages of a diversified workforce (particularly women in senior roles), sell the message (ensure the HR Department is informed) Women, as well as men, to be educated and support other women, individual stories can cause damage eg no more “just toughen up girls” or “I had it hard, so can you” stories.
- Leadership Employers to take a leadership role and adopt best practice, influencing cultural change Need to support and champion female role models Need to identify, mentor and promote talented women ensuring that these women don’t suffer the injustices of early employees, ie need to break the cycle Don't focus on the pipeline, ie attracting women at low levels of employment or areas of traditional female participation eg marketing and human resources, instead focus on the “trickle-down effect” of appointing and retaining women in senior roles, impact is far greater to the organisation Given that men occupy most of the senior leadership roles, men need to come up with the solutions – must lead by example Ensure consequences for not adhering to policies or bad behaviour, eg disciplinary action
- General Consider the consequences of all policies on women, eg does a forced shut down of the office over Christmas impact women being able to take leave throughout the year to align with school holidays? Women are still the primary carers for children After a pay review, senior executives must report the difference between pay increases on a gender basis The process to change is as important as the outcome, in order that the change remains
- Kurtulus & Tomaskovic-Devey, 2012 quoted in Carol Kulik, University of South Australia, Powerpoint Presentation
- Personal Exercise Can you identify a recent negotiating experience? Think of how you managed it? Did you get the outcome you wanted? How would you describe your negotiation style? If you can’t think of one, perhaps think of one you would like to have? How do you feel about approaching this conversation? Write down some words for how these negotiation experiences make you feel. (You won’t be asked to share this information)
- quoted from Carol Kulik, University of South Australia, Powerpoint Presentation 2012
- Competent but less likeable: Social stereotypes and strategic choices in negotiation. “A large body of research demonstrates that women consistently receive poorer negotiation outcomes than men: lower starting salaries, lower bonuses, and fewer pay rises. Unfortunately, the research also suggests that “best practice” negotiation strategies frequently backfire for female employees and damage their relationships with employers. From a prescribed gender perspective, men are expected to be competent (but not especially likeable). Women are expected to be likeable (but not especially competent). Translated into negotiation terms, we expect men to compete (that’s a display of competence) but we expect women to accommodate (that’s a display of likeability). What happens when women negotiate? In the short run, they violate gender expectations and lose likeability (the straight down arrow). But when we negotiate with unlikeable people, we dig in our heels and resist influence attempts. So in the longer run, women who negotiate violate gender expectations, lose likeability, and appear incompetent because they fail to negotiate good economic outcomes (the diagonal down arrow). Two big problems when your negotiation opponent doesn’t like you – we resist persuasion and we don’t want to negotiate in the future. So if the woman is a new employee, negotiating with her new boss, this has long run consequences. Now, we’ve been doing, we’ve been creating simulated negotiations between employee and employer, where we tell them to negotiate in particular ways. One takeaway is that this effect (being competent but not liked) is much stronger when women negotiate with other women – men are much more oblivious to strategy, competitive behaviour is largely forgiven.” Carol Kulik, University of South Australia, Powerpoint Presentation 2012
- quoted from Carol Kulik, University of South Australia, Powerpoint Presentation 2012
- quoted from Carol Kulik, University of South Australia, Powerpoint Presentation 2012
- quoted from Carol Kulik, University of South Australia, Powerpoint Presentation 2012