Break gender stereotypes, give talent a chance Toolkit for SME Advisors and Human Resource ...

88 Pages·2008·0.86 MB·English

Break gender stereotypes,
give talent a chance
Toolkit for SME Advisors
and Human Resource Managers
Prepared by the International Training Centre of
the ILO in partnership with the Association of
European Chambers of Commerce and Industry
(EUROCHAMBRES) in the framework of the
contract “Raising the awareness of companies
about combating gender stereotypes”
commissioned by the European Commission,
Directorate-General for Employment, Social
AffairsandEqualOpportunities.
ThispublicationissupportedundertheEuropeanCommunityProgrammeforEmploymentandSocial
Solidarity(2007-2013).Thisprogrammewasestablishedtofinanciallysupporttheimplementationof
theobjectivesoftheEuropeanUnionintheemploymentandsocialaffairsarea,assetoutintheSocial
Agenda,andtherebycontributetotheachievementoftheLisbonStrategygoalsinthesefields.
The seven-year Programme targets all stakeholders who can help shape the development of
appropriateandeffectiveemploymentandsociallegislationandpolicies,acrosstheEU-27,EFTAand
EUcandidateandpre-candidatecountries.
Theprogrammehassixgeneralobjectives:
(1) toimprovetheknowledgeandunderstandingofthesituationprevailingintheMemberStates
(andinotherparticipatingcountries)throughtheanalysis,evaluationandclosemonitoringofpolicies;
(2) tosupportthedevelopmentofstatisticaltoolsandmethodsandcommonindicators,where
appropriatebrokendownbygenderandagegroup,intheareascoveredbytheprogramme;
(3) tosupportandmonitortheimplementationofCommunitylaw,whereapplicable,andpolicy
objectivesintheMemberStates,andassesstheireffectivenessandimpact;
(4) topromotenetworking,mutuallearning,identificationanddisseminationofgoodpractices
andinnovativeapproachesatEUlevel;
(5) toenhancetheawarenessofthestakeholdersandthegeneralpublicabouttheEU’s
policiesandobjectivespursuedundereachofthepolicysections;
(6) toboostthecapacityofkeyEUnetworkstopromote,supportandfurtherdevelopEU
policiesandobjectives,whereapplicable.
Forfurtherinformation,see:
http://ec.europa.eu/employment_social/progress/index_en.html.
This publication has been commissioned by the European Commission in the framework of the
contract“Raisingtheawarenessofcompaniesaboutcombatinggenderstereotypes”managedbythe
InternationalTrainingCentreoftheInternationalLabourOrganisation(ITC-ILO)inpartnershipwiththe
AssociationofEuropeanChambersofCommerceandIndustry(EUROCHAMBRES).
The contents of this publication do not necessarily reflect the position or opinion of the European
Commission.NeithertheCommissionnoranypersonactingonitsbehalfisresponsiblefortheusethat
mightbemadeoftheinformationcontainedinthispublication.
ISBN978-92-9049-468-3
©EuropeanCommunities,2008
Reproductionisauthorisedprovidedthesourceisacknowledged.
TABLE OF CONTENTS
Purpose and scope of this Toolkit.................................................................1
SECTION ONE: RAISING THE ISSUES..........................................................2
Chapter 1. Give Talent a Chance:
The business case for gender equality ........................................................2
1.1 Overview..........................................................................................................2
1.2 Thebusinesscaseforgenderequality ..........................................................3
1.2.1 Genderisabusinessissue,notawomen’sissue.....................................3
1.2.2 Sixexcellentreasonsforhavingmoregenderequalityinbusiness..........4
1.3 Business:gendermatters...............................................................................8
1.3.1 “WomenintheExecutiveSuitecorrelatetoHighProfits”(Adler,1998)......8
1.3.2 “TheBottomLine:ConnectingCorporatePerformanceandGender
Diversity”,(Catalyst,2004).......................................................................10
1.3.3 “WomenMatter”(McKinsey,2007)..........................................................12
Chapter 2. Do jobs have a gender?.............................................................14
2.1 Overview........................................................................................................14
2.2 Thecurrentsituation......................................................................................14
2.3 Horizontalandverticallabourmarketsegregationandthe
“meta-stereotypes”.......................................................................................16
2.4 Thedeconstructionofstereotypes...............................................................19
2.4.1 “Physicaldifferences”..............................................................................20
2.4.2 “Womenandmenhavedifferentcompetenciesandskills”....................21
2.4.3 “Menarenaturalleaders”........................................................................23
2.4.4 “Womenhavetimeconstraintsandreducedmobility”...........................25
Chapter 3. The rules of the game................................................................27
3.1 Overview........................................................................................................27
3.2 TheEUvaluesinaglobalisedworld.............................................................27
3.2.1 GenderequalityasanelementofEurope’scompetitiveadvantage.......27
3.2.2 SMEsattheheartoftheLisbonStrategy................................................31
3.3 TheEUandtheprincipleofgenderequality ................................................32
3.3.1 TheEURoadmapforequalitybetweenwomenandmen.......................33
3.3.2 TheEUsocialpartners“FrameworkofActionsonGenderEquality
(2005-2010)”.............................................................................................35
3.3.3 TheEUlegislationonequalitybetweenwomenandmen.......................35
3.4 Theinternationaldimension..........................................................................36
3.4.1 TheConventionontheEliminationofDiscriminationagainstWomen
(CEDAW)...................................................................................................37
iii
3.4.2 TheBeijingPlatformforAction ...............................................................37
3.4.3 TheMillenniumDevelopmentGoals........................................................37
3.4.4 TheILODecentWorkAgendaforAllWomenandMen..........................38
Chapter 4. Building gender equality into the Business Model..................40
4.1 Overview .......................................................................................................40
4.2 GenderequalityActionPlans........................................................................40
4.2.1 DevisingagoodgenderequalityActionPlan..........................................41
4.2.2 Trainingandraisingawarenesstohelpeveryoneplaytheirpart............42
4.2.3 AclearGenderEqualityPolicy.................................................................43
4.3 ActionPlanmeasures–Concretesteps.......................................................43
4.3.1 Recruitingandselectingtherightpersonforthejob..............................43
4.3.2 Internalrecruitment–Promotion ............................................................46
4.3.3 Traininganddevelopment.......................................................................47
4.3.4 Jobevaluationandclassification–Equalpay.........................................47
4.3.5 PositiveAction..........................................................................................48
4.3.6 Work-lifebalance–benefitslife,benefitswork!......................................49
4.3.7 Conclusions .............................................................................................50
4.4 Referencesofinitiativesofferingtoolsforgenderequalityplansinenterprise.....50
SECTION TWO: HANDBOOK FOR TRAINERS AND ADVISORS................52
Chapter 1. Workshop overview....................................................................53
1.1 Rationale........................................................................................................53
1.2 AimoftheWorkshop.....................................................................................53
1.3 TargetGroupsProfileandCriteria................................................................54
1.4 Accessibility...................................................................................................55
1.5 LearningApproach........................................................................................55
1.6 Contents........................................................................................................55
1.7 Evaluationandmonitoring.............................................................................56
Chapter 2. Workshop delivery .....................................................................57
2.1 Methodologicalnote......................................................................................57
2.2 DeliveringthelearningUnits:structureandcontents...................................57
DeliveringUnit1:Thebusinesscaseforgenderequality....................................60
DeliveringUnit2:Dojobshaveagender?...........................................................64
DeliveringUnit3:Therulesofthegame .............................................................70
DeliveringUnit4:Buildinggenderequalityintothebusinessmodel...................72
DeliveringUnit5:Genderequality.Plotitinyourworkplan................................77
BIBLIOGRAPHY.............................................................................................78
iv
PURPOSE AND SCOPE OF THIS TOOLKIT
The Toolkit is designed for trainers and advisors, human resource managers, and in
generalforallthosewhoworktoimprovequalityandcompetitivenesswithinSMEs.
It offers information and practical guidance on how SMEs can reap the benefits of
overcoming gender stereotypes on optimizing human resource management practices
andtappingthefullpotentialofalltheiremployees,bothwomenandmen.
Its contents can be used in various ways: to set up an awareness-raising workshop, to
enrich and complement training programmes on human resource management and
businessorganisation,andtogivepracticalideasonhowasmallandmediumenterprise
canundertakegenderequalitymeasuresandrationaliseitsworkorganisationsystems.
Section1,RaisingtheIssuesisdividedinto4Chaptersandbringstogetherarguments,
evidence,tipsandgoodpracticeexamples.
Section2isaHandbook,whichgivesguidanceonhowtousetheinformationprovided
to set up training and advisory sessions, or to introduce human resource management
practicestoovercomegenderstereotypes.
This Toolkit was produced in the framework of the Contract “Raising the awareness of
companies about combating gender stereotypes” commissioned by the European
CommissiontotheInternationalTrainingCentreoftheInternationalLabourOrganisation
(ITC-ILO) in partnership with the Association of European Chambers of Commerce and
Industry(EUROCHAMBRES).1
Furtherinformationandresourcesin14EUofficiallanguagesareavailableat
www.businessandgender.eu.
1 Countriesincludedare:Bulgaria,theCzechRepublic,Estonia,France,Germany,Greece,Hungary,Ireland,
Italy,Malta,Poland,Portugal,Romania,Slovenia,Spain.
1
SECTION
1
RAISINGTHEISSUES
SECTION ONE:
RAISING THE ISSUES
Chapter 1.
Give Talent a Chance:
The business case for gender equality
1.1 Overview
“Womenhavebecomeprobablythegreatestneglectedresourceinbusiness,bothin
theirmarketpotentialasconsumersandintheirproductivepotentialasemployees.
(...) It is a fundamental weakness of business models that were designed for a
male-dominatedworld.(…)Weneedarevolutioninthinking.”
TheFinancialTimes–26thFebruary2008
Today, all the key players in the economic and political world stress the importance of
women as essential economic actors. Their role and status as citizens, consumers,
leadersandemployeesisanindicatorofwelfare,maturityandeconomicviability.
InEurope,women’sgrowingparticipationinemploymentisofferinganimportantsolution
to the challenges of an ageing workforce, declining birth rates and skill shortages.2
Countriesandcompaniesareinurgentneedofconcretepoliciestoenablewomentofulfil
theirpotential.
Leading investment banks such as Goldman Sachs have come to using the term
‘womenomics’,torefertowomenasoneofmainenginesofgrowth.Manyeconomistssay
thatwomenareoneofthethreeemergingforcesshapingthe21stcentury,thethree“Ws”:
Weather,WomenandtheWeb.3
Yet,businessremainslargelyaworldcreatedbymalesformales.4Womenrepresentonly
10% of board members of the largest companies listed on the stock exchange, a figure
which falls to 3% for women at the very highest decision-making level in these
companies.5
This chapter brings together the evidence that proves the business case for gender
equality. It presents the arguments and supporting research which demonstrate that
betterdiversificationofwomenandmeninoccupationsandanenhancedgenderbalance
indecisionmakinginSMEscanbringcompetitiveadvantage,improvestaffproductivity
andcreativity,andattractmorecustomers.
2 Carone,C.,Costello,D.,“CanEuropeAffordtoGrowOld?“,FinanceandDevelopment,September2006,
No.43.
3 Quotedin:Wittenberg–Cox,A.,Maitland,A.,Whywomenmeanbusiness:Understandingtheemergenceof
theneweconomicrevolution,Wiley&Sons,Chichester,2008.
4 AsstatedbyJeremyIsaacs,ChiefExecutiveOfficer,LehmanBrothersinEuropeandAsia,attheOpening
SpeechoftheLehmanBrotherResearchCentreforWomeninBusiness,LondonBusinessSchool,January
2006.Moreinformationat:http://www.london.edu/womeninbusiness.html.
5 Datasource:EuropeanCommission,WomenandMenindecision-making2007.Situationandtrends.Can
befoundat:http://ec.europa.eu/employment_social/publications/2008/ke8108186_en.pdf.
2
CHAPTER CHAPTER CHAPTER CHAPTER
1 2 3 4
Givetalentachance:
Thebusinesscaseforgenderequality
1.2 The business case for gender equality
1.2.1 Gender is a business issue, not a women’s issue.
“Theoptimisationofwomen’stalentswillboostbusinessperformance.Takingaction
to achieve this will require sustained courage and commitment from today’s
corporateleaders.Thisisanopportunitynottobemissed.ItistimeforCEOstoget
seriousaboutsex.”
Whywomenmeanbusiness.Wittenberg–Cox&Maitland,20086
Setting aside for a moment due considerations of equal opportunities, why should we
radically enhance women’s integration into the business world, in both management
positionsandnon-conventionaljobs?
Thereasonisthatbusinesscompetitivenessisatstake.
SMEs in Europe are the main engine of growth and employment and they harbour
enormouspotentialforjobcreation.Thereare23millionSMEsinEurope,accountingfor
morethan75millionjobsandover80%ofemploymentincertainsectors,suchastextiles,
constructionandfurniture.7
Globalisation,thereorganisationofthevaluechain,increasedcompetition,liberalisationof
markets, demographic changes, the ever-growing demand for better skills and
qualificationsaresomeofthedrivingforcestowhichSMEsmustbeabletorespond.
These are major challenges for SMEs today, particularly for the smallest, which have
limited financial and human resources. SMEs more than anyother need to be able to
recruitpersonnelwhoseskillsbettermatchtheirneedsandwhowillbemoreproductive
andcapableofadapting,resultinginincreasedinnovationandcompetitiveness.
Genderstereotypesarepre-conceivedgeneralisationsonwomen’sandmen’ssupposed
lesser or better professional abilities or ambitions. Some employers may think it safe to
rely on stereotypical judgements about women and men when hiring new employees,
re-structuringordecidingapromotionon.
But reality is different: many of the “old” myths about women’s supposed inabilities in
certainjobs,lackofleadership,lowtechnicalcompetenceorscarceloyaltytoworkhave
beenwidelyproventobewrongandoutdated.
Onthecontrary,womentodayare:
(cid:2)
muchofthetalent–womenrepresentupto60%ofuniversitygraduatesinEurope;
(cid:2)
much of the market – women make up to 80% of consumer goods purchasing
decisions,includingon“traditionallymale”goodssuchascars;
(cid:2)
an ingredient for profitability – companies with higher gender balance in
leadershipoutperformthosewithfewerwomenatthetop;
(cid:2)
crucialtodemographicchallenges–countrieswithpoliciesthatsupportwomen’s
worktendtohavehigherbirthratesandhighergrowth.
Thefollowingsectionwillprovideevidencethatachievingabettergenderbalance,bothin
managerialjobsandwithinoccupations,makesgoodbusinesssense.
6 Source:Wittenberg–Cox,A.;Maitland,A.(2008).
7 Source:EUROSTAT,EuropeanBusiness:FactsandFigures,2007edition,OfficeforOfficialPublicationsof
theEuropeanCommunities,Luxembourg,2007.Availableat:http://epp.eurostat.ec.europa.eu.
3
SECTION
1
RAISINGTHEISSUES
1.2.2 Six excellent reasons for having more gender equality in business8
Reason 1. Accessing the full talent pool
ThefirstreasonforaSMEtolookcarefullyatgenderissuesisself-interest:howtowinthe
fiercecompetitionfortalentedpeople.
"SMEscapacitytoinnovateandsucceeddependsonacomplexpaletteofskills,networks
and processes. To innovate, SMEs need more than ever to pool their resources, create
networksandcooperateatlocalorbranchleveltoestablisheffectivepoliciestodevelop
their human capital” – said EU Commissioner Vladimir Spidla during a recent forum for
EuropeanSMEs.9
The shortfall of European workers is expected to increase in the coming decades,
especially for the most highly-qualified jobs. Europe can expect a shortfall of 24 million
people in the active workforce by 2040; if, on the other hand, the female rate of labour
participationcanberaisedtothesamelevelasthatofmalesif,thentheprojectedshortfall
dropsto3million.10
Inrecentyearsgirls’educationalattainmentshavetendedtooutperformboys’,andmore
and more young women are graduating in technical and scientific subjects. Studies on
leadership behaviour found that, despite some differences in leadership styles and
practicesbetweenmaleandfemalemanagers,genderdifferencesdonothaveanimpact
onoverallleadershipefficiencycapacities.11
Tappingtheunderutilisedpoolofskilledwomen(andolderpeople)canthusplayamajor
role in the “war for talent”. Hiring women as managers or in non-traditional positions
allows companies to use the knowledge, experience and creativity of all the population,
ratherthanjusthalfofit.
8 Theclassificationintosixreasonsisdrawnfromtheresultsoftheproject“WomentotheTop”(W2T)funded
bytheEuropeanCommissionwithintheframeworkoftheEUProgrammerelatingtotheCommunity
FrameworkStrategyonGenderEquality(2001-2005).Moreinfo:http://www.women2top.net.
9 “AdaptationofSMEstochange”.-SpeechgivenbyVladimírSPIDLA,memberoftheEuropean
Commissionwithresponsibilityforemployment,socialaffairsandequalopportunities,duringthe
“Restructuring”Forum:Brussels,26November2007(SPEECH/07/746).Moreinformationat:
http://www.europa.eu.
10 McKinsey&Co.,Womenmatter:Genderdiversity,acorporateperformancedriver,2007.Canbe
downloadedat:http://www.mckinsey.com.
11 Peters,H.,Kabakoff,R.,Anewlookattheglassceiling:theperspectivefromthetop,MRGResearch
report,2002.Canbefoundat:http://www.mrg.com.
4