Women held back long before they reach the glass ceiling

Gender discrimination is holding women back from the very start of their careers, and long before they reach the supposed ‘glass ceiling’, according to new global research out today (30 April 2009). Not only do men receive more specialist training and development, women miss out on support as they step up into new roles or promotions, as well as the chance to take on multinational responsibilities.
 
30 April 2009

Holding Women Back: Troubling Discoveries And Best Practices For Helping Female Leaders Succeed from global talent management consultancy DDI, analyses data from over 10,000 business leaders across the globe, including 3,800 women. The research shows that while the amount of specialist development increases with each management level, the proportion of women participating in it decreases.
 
Women may not even be aware they are facing discrimination; discriminatory attitudes are often more covert and the selection processes for high potential groups, talent pools and mentor schemes that help prepare them for more senior roles are shrouded in secrecy.
 
At the first level of management there are 28 per cent more men than women receiving specialist development through high potential groups or talent pools. At executive level, this rises to 50 per cent more men. Women also receive less support than men during career transition such as promotions or new roles.
 
Mary-Rose Lines, a senior consultant at DDI UK, comments: “The benefits of diversity at all levels of leadership are clear and well-documented, so to find that women are being held back by ‘invisible discrimination’ is both disappointing and worrying. If careers are like trains, it seems men board the intercity while women make do on the suburban line.”
 
“The study shows that even in industries or businesses rich with talented women, there is still a disproportionate number of men in the most senior executive roles, proving that even with numbers on their side, there is no protection.”
 
Further key findings in the report include:
  • Across the globe, women are more likely to fall off the management ladder before reaching the top.
  • Women fare better when they match the number of men in the management ranks, compared to than when they are in the minority.
  • Organisations are already failing to adaquately support staff as they tackle new responsibilities and step up into new roles, but women are receiving even less help during these transitions than men.
  • Men are more than twice as likely as women to receive multinational leadership responsibilities, with 21 per cent of male respondents reporting overseas scope in their role, compared to just 9 per cent of women.
  • In industries dominated by men, most women fall off the management ladder well before reaching executive level, with just 7 per cent of women at this level.
  • In situations where the gender balance is even among first-time managers, still only just over a third of senior or executive level employees are women.
DDI has identified seven steps organisations can take to help women progress further up the leadership ladder:
  • Formalise succession planning, as those organisations that make formal plans to replace senior staff have more women in senior positions.
  • Recognise performance equally to help close the continuing pay gap.
  • Give women equal access to training and other opportunities.
  • Provide women with mentors, whether formally or informally, which will help encourage female managers to proactively seek opportunities and broaden their horizons.
  • Make sure female employees have access to international opportunities, as there are still assumptions women will not want to use opportunities abroad, despite the excellent development this provides. In addition, it has been noted that workers with families can be more successful on expatriate assignments.
  • Make sure support for staff during times of promotion or role change is better and equal.
  • Make HR policies more family-friendly.
What women can do to help ensure they keep their career moving upwards:
  • Make your intentions known, as many senior leaders assume women will not want to take on roles higher up the ladder.
  • Consider multinational assignments, and don’t be afraid to take the family with you.
  • Counteract behaviour stereotypes, as people’s preconceptions of feminine behaviour can contrast with the received image of a successful leader.
  • Don’t wait for opportunities to land in your lap, go out and seek them.
  • Stay positive, as any sign of gender discrimination can crush spirit and confidence. Focus on what you love about your work.

 

Note: Holding Women Back: Troubling Discoveries And Best Practices For Helping Female Leaders Succeed is a fresh examination of data gathered for DDI’s Global Leadership Forecast 2008/09 from leaders whose gender could be matched to an organisation (and thus industry). The sample is 10,006 leaders from 376 organisations in 76 countries around the globe, including 3,807 women and 6,199 men.