HUMAN RESOURCES. Human Resources: THE AGE OLD GLASS CEILING QUESTIONS How and why do men and...

HUMAN

RESOURCES

Human Resources:THE AGE OLD GLASS CEILING QUESTIONS

Human Resources:THE AGE OLD GLASS CEILING QUESTIONS

• How and why do men and women’s career paths differ?

• Why are women paid differently?

• Do women have to perform better in order to get ahead?

• Why do the results fall short of expectations?

• Why is progress of women into senior leadership positions in banking (especially in traditional female areas) so painfully slow?

Human Resources:THE HISTORY


• Significant progress has been made in rectifying gender inequality in the banking industry in Australia in recent times.

• I have concentrated my research and presentation on women in professional jobs – well qualified, possess a high degree of technical know-how and often occupy positions of authority.

• Access to education and training has improved – it’s not enough.

• Energy has been applied to attitudinal and institutional discrimination.



• I believe that the obstacles are quite often rooted in the:– “boys club” and – challenges that face women trying to balance work and family commitments– the need to shift the thinking that extended work hours are required for

recognition and promotion

• Banking in Australia is a victim of “vertical gender segregation” i.e greater female participation at the lower clerical levels and participation levels reducing dramatically as they get to senior management.

Human Resources:THE STATISTICS/TRENDS - KANGAROO LEAPING


• Globally, women hold 1% to 3% of top executive jobs in the largest corporations.

• In Australia it is 1.3% & in the US it is 5.1%.

• In Australia, the pay of females as a percentage of mens pay rose from 90% in 1990 to 93% in 1993.

• In Australia, the weekly income of female managers was 88% of male counterparts in 1998. This is high.

• Interestingly, Australia is flouting a world trend of male versus female graduate earnings – female graduates earn 96.8% of the salary of male graduates.



• A similar statistic shows that in the US, the earnings differential is that men earn somewhere between 27% to 38% more than females.

• In 1998 in Australia, women comprised 27.3% of the managerial workforce compared with 17.2% in 1990.

• A survey of private-sector boards in Australia reports an increase in the number of women on these boards from 4% in 1996 to 7.6% in 1998 to 8.3% in 1999.

• In Australia women on average increased their share of senior management jobs from 8% in 1994 to 11% in 1996.

• In Australian banking and finance specific the trend for the proportion of females in senior management trends high.

Human Resources:THE ANSWERS

Human Resources:THE ANSWERS

• The manageable cop out - women are exiting large organisations to work in or set up their own businesses – in Australia 35% of small business owners are female.

• Align women with profit - making women visible at the top can provide a competitive edge in selling services and products to women customers.

• Promote greater sharing of family responsibilities between men and women.

• Build women’s self confidence and competence.

• As an employer, constantly ask yourself the question: ”What would our employees expect of us if we were already an employer of choice?”

Human Resources:THE FACTS


• In Australia men & women spend the same amount of time on necessary activities (sleeping, eating, personal hygiene). However on average men spend twice as much time on work or education/training and women spend the commensurate amount of time on household work (childcare, shopping, cleaning).

• Statistics show it is easier for men to have both a career and a family.

• Pay differentials are a persistent form of gender inequality.

• Wage differences in managerial jobs stem from reality that when women hold management jobs they are often in lower-paying areas of the organisation which then leads to earnings gaps say in bonus payments where the male is in revenue generating arena that receives a bonus.



• Earnings gaps reflect the differences in seniority and the concentration of women in low paid managerial groups.

• Women are typically “crowded” into a range of occupations where there is less responsibility and therefore lower pay.

• Women work part-time where there are fewer opportunities for advancement and promotion.

• Women managers tend to be younger on average, as most senior jobs are filled by older men.

• Discrimination seems to be greatest where the most power is exercised.



• Periods away from the workplace to have and care for children are becoming shorter.

• Developments in job evaluation methodologies often show that jobs occupied by women are in fact the same as their higher paid male colleagues.

Human Resources:THE ANALYSIS

Human Resources:THE ANALYSIS

Some personal HR war stories:

• The Rugby Shorts

• If You Work Full Time We Will Promote You to Director

• The Sloppy Dresser

• She’s 30, So Is She Going To Have A Baby?

Human Resources:WHAT WE DO AT JPMORGAN


• Flexible workplace practices and policies that support working mothers

• Paid maternity leave (8 weeks) – aside from the US, Australia is the only advanced industrial society to fail to provide general access to paid maternity leave (NB: International Labour Organisation’s standard is 14 weeks). This sends a really strong message to our employees and prospective employees our commitment to the careers of women in banking

• Diversity Council

• Practice what we preach



• Recruitment & promotion methods are fair and not single dimensional

• From the top - management buy-in

• Concentrate on “pipeline” females at junior & middle management levels

• Human Resources consultation

• 360 degree performance appraisal

• Promote the JP Morgan “Values” all the time

HUMAN RESOURCES. Human Resources: THE AGE OLD GLASS CEILING QUESTIONS How and why do men and...

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