Women Leaders and Resilience: Perspectives from the C ... · Women Leaders and Resilience:...

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Women Leaders and Resilience:

Perspectives from the C-Suite International Women’s Day 2010 Global Research Results

March 2010

Source: International Women’s Day Survey, 2010Copyright © 2010 Accenture All Rights Reserved.

Research objectives

• Accenture’s global research study, “Women Leaders

and Resilience: Perspectives from the C-Suite,” was

conducted for release on International Women's Day

to help fuel the dialogue on key issues affecting

working women.

• The research sought to:

– Identify the value senior executives give to

resilience as a primary quality of leadership

– Better understand the actions organizations take to

develop women for leadership positions

1


Methodology

• Accenture conducted a global online and telephone

survey of 524 senior executives from medium to large

companies in 20 countries

– Argentina, Australia, Brazil, Canada, China, France Germany,

India, Indonesia, Italy, Malaysia, Mexico, Netherlands, Nordics

[Denmark, Finland, Norway, Sweden], Singapore, South

Africa, Spain, Switzerland, the United Kingdom and the United

States

• The survey was conducted between November 2009

and mid-February 2010; the margin of error is +/-4%

2


COO (or equivalent)

8%

CFO (or equivalent)

26%Head of HR/Chief Talent Officer

1%

16%

14%

20%

15%0

Other

Chief Learning Officer (CLO)

CIO (or equivalent)

CEO (or equivalent)

Respondents’ profile

3


Executive summary


Resilience key to keeping a job

• More than two-thirds (71%) of corporate leaders around the

world report that resilience – the ability to overcome

challenges and turn them into opportunities – is very to

extremely important in determining whom to retain

• These leaders view women as slightly more resilient than

men

‒ 53% reported women are very to extremely resilient

‒ 51% reported men are very to extremely resilient

• And they are providing their female professionals with

programs to develop resilience

‒ 60% offer career enhancing assignments

‒ 40% are preparing women for senior management roles

5


Women’s training programs intact

• Despite the economic downturn, many women’s

professional development programs remain intact

– 48% of respondents reported no changes to leadership programs for

women

– 48% did not alter coaching and mentoring programs for women

• Very few executives reported eliminating leadership

curricula, mentoring activities or leadership programs (cited

by just 3% each)

• Some executives report expanding their programs for

women

– 18% made moderate to extensive increases to leadership programs

– 22% augmented their mentoring programs

6


Other development

programs for women

• And companies are taking a variety of other

actions to support women’s career

development

– 48% provide internal mentors

– 46% offer work-life programs

– 37% provide external coaches

– 24% assign an advocate early in women’s

careers

7


Resilience and seniority

• Respondents associate resilience most

frequently with seniority

– 77% say senior managers are most resilient

– 55% say middle managers are most resilient

– 36 % say employees below middle manager

are most resilient

8


• There are regional differences in how respondents rank female employees who are Baby Boomers (born 1946-1964), Generation X (born 1965-1978) and Generation Y (born after 1979)

– Level of confidence – 44 % of respondents in North America reported that Baby Boomers have the most self-confidence. Their counterparts in Latin America, Europe and Asia-Pacific, however, say the same of Generation X (reported by 46%, 43% and 35%, respectively)

– Level of productivity – Again, 46% in North America ranked Baby Boomers first in terms of productivity, vs. executives in Latin America, Europe and Asia-Pacific, who rank Generation X first in this area (reported by 37%, 44% and 38%, respectively)

9

Regional differences:

Generations



Generations (cont’d)

– Degree of flexibility – Respondents from all regions – North America, Latin America, Europe and Asia- Pacific – report that Generation Y is the most flexible (reported by 35%, 55%, 43% and 41%, respectively)

10



Resilience attributes

• There are also regional differences in the attributes respondents associate most closely with women

– Proficiency –North American executives are more likely to relate this trait to women (11% for women, vs. 8% for men). But respondents in other regions say men are more likely to demonstrate this quality (Latin America: women 7%, men 38%; Europe: women 11%, men 19%; Asia-Pacific: women 11%, men 27%)

– Confidence – Executives in North America, Europe and Asia-Pacific are more likely to link a confident demeanor to men than women (8% women vs. 26% men, 9% vs. 39% and 16% vs. 28%, respectively). In contrast, in Latin America, 38% assign the quality to women, vs. 14%, who cite men

11



Resilience attributes (cont’d)

- Team work – Respondents in North America, Europe and Asia-

Pacific link the ability to work with people at all levels to women

more frequently than they do to men (22% women vs. 7% men,

27% women vs. 13% men and 27% women vs. 15% men,

respectively). In Latin America, however, 18% of respondents

cite women, vs. 34%, who choose men

12


Findings


Using a scale of 1 to 5 where 1 is not at all important and 5 is extremely important, how

important would you say adaptability/resilience is in determining which employees to retain?

5%

6%

18%

39%

32%

1 - Not at all important

2

3

4

5 - Extremely important

71%

14

Resilience, or adaptability, is an

important factor in determining

which employees are retained


Women, men equally resilient

How adaptable/resilient would you rate each of the following segments of your workforce in light of

current economic instability, again using a 1 to 5 scale where 1 is not at all resilient and 5 is

extremely resilient

Women2%

5% 40% 44% 9%

Men 1%

5% 42% 43% 8%

Top-two box

51%

53%

15

5 – Extremelyresilient 3 41 – Not at allresilient 2


Which of the following actions has your organization taken to prepare

women for leadership roles?

Other (specify) 6%

Assign an advocate early in their career 24%

Provide external coaching 37%

Provide financial support for relevant continuing educati 38%

Showcase visible support 40%

Encourage participation in professional networks and corp 43%

Provide work-life balance programs 46%

Provide internal mentors 48%

Provide career-enhancing assignments 60%

16

Most companies focus on providing

career-enhancing assignments to women

in preparation for leadership roles


Are you currently preparing more women for senior management roles

than you have in the last year?

No60%

Yes40%

17

More organizations are preparing

women for senior management

roles than they did last year


For each of the following talent management practices, please indicate if during the past 12

months you have eliminated it entirely, reduced it (extensively or moderately), made no

changes, or increased it (extensively or moderately)

Coaching and/or mentoring

programs for women

20%

16%

48%

5%3%3%

Leadership programs specific

to women

23%

4%

13%

48%

3%3%

Weren’t employing the practice anyway

Increased it extensively

Increased it moderately

Made no changes

Reduced it moderately

Reduced it extensively

Eliminated it entirely

18

5%

6%

Most organizations made no

changes to their talent management

practices in the past 12 months


Coaching and/or mentoring programs for women

22%

7%

3%

Leadership programs specific to women

18%

8%

3%


Increased it

Made no changes

Reduced it


For each of the following talent management practices/processes, please indicate if

during the past 12 months you have eliminated it entirely, reduced it (extensively or

moderately), made no changes, or increasedit (extensively or moderately)

19

Few companies eliminated

leadership curricula or

mentoring programs


How adaptable/resilient would you rate each of the following segments of your workforce

in light of current economic instability, again using a 1 to 5 scale where 1 is not at all

resilient and 5 is extremely resilient

Below manager – general population 2%

46% 29% 7%

Middle-management

17%

7% 36% 43% 12%

Senior management 4%5%

14% 41% 36%

Top-two box

77%

55%

36%

20

5 – Extremelyresilient 3 41 – Not at allresilient 2

2%

Senior managers are viewed as

most resilient


Level of confidence by region

21

We'd like you to rank the three different generations of women on each of the following

characteristics. Please rank these generations from 1st to 3rd on their level of confidence:

No difference Generation Y (1979 or after) Generation X (1965-1978) Baby Boomers (1946-1964)


Level of productivity by region

22


characteristics. Please rank these generations from 1st to 3rd on their level of productivity:



Degree of flexibility by region

23


characteristics. Please rank these generations from 1st to 3rd on their degree of flexibility:



Based on your experience, please indicate whether you tend to associate each of the

following qualities more with your male or your female workforce

67%Proficiency in key

skill areas

Confident

demeanor

Participation in

professional

networks

North AmericaCentral/South America Europe APACOVERALL

Women No DifferenceMen

24

10%23% 81%11%8% 55%7%38% 70%11%19% 62%11%27%

55%18%27% 65%9%26% 48%38%14% 53%8%39% 56%16%28%

54%18%28% 64%22%14% 54%22%24% 48%15%37% 49%12%39%

There are regional differences in

attributes associated with women


Appendix: Country Data


Country breakdown

North America Sample size

Canada 13

US 116

Central/South America

Argentina 2

Brazil 2

Mexico 52

Europe

France 54

Germany 34

Italy 1

Netherlands 15

Nordic 4

Spain 30

UK 83

Switzerland 16

26

Note: Due to space constraints, countries with

sample sizes of less than 5 are displayed in the

following section, “Countries with few responses”

APAC Sample size

Australia 27

China 8

India 30

Indonesia 1

Malaysia 18

Singapore 8

South Africa 10


40%

50%

29%

29%

6%

44%

44%

7%

38%

38%

37%

50%

4%

40%

19%

6%

63%

25%

7%

47%

22%

10%

40%

26%

21%

29%

7%

11%

41%

24%

2%7%

35%

21%

8%

38%

38%

6%

35%

31%

25%

33%

1 - Not at all important 2 3 4 5 - Extremely important

Using a scale of 1 to 5 where 1 is not at all important and 5 is extremely important, how important

would you say adaptability/resilience is in determining which employees to let go?

Adaptable/resilient

27

South Africa

SingaporeMalaysiaIndiaChinaAustraliaSwitzerlandUKSpainNetherlandsGermanyFranceMexicoUS

Canada

APACEuropeCentral / South America

NorthAmerica


56%

29%

29%31%

7%

37%

4%

33%

17%

4%

44%

4%

60%

6%

47%

7%

38%

14%

21%

21%

7%

6%

38%

13%

2%

10%

45%

4%

4%

44%

15%

1%4%

49%

11%

8%

33%

17%

How adaptable/resilient would you rate each of the following segments of your workforce in light of current economic

instability, using a 1 to 5 scale where 1 is not at all resilient and 5 is extremely resilient

Adaptable/resilient: Women

28

South Africa


Canada


NorthAmerica

1%

1 – Not at all resilient 2 3 4 5 – Extremely resilient


29%

7%

31%

7%

33%

7%

17%

33%

17%

8%

31%

8%

40%

3%

44%

1%

3%

31%

10%

14%

14%

7%

3%

39%

16%

14%

39%

6%

2%

4%

53%

12%

1%4%

43%

12%

8%

42%

3% 12%

44%

14%

How adaptable/resilient would you rate each of the following segments of your workforce in light of current

economic instability, using a 1 to 5 scale where 1 is not at all resilient and 5 is extremely resilient

Adaptable/resilient: Men

29

1 – Not at all resilient 2 3 4 5 – Extremely resilient

South Africa


Canada


NorthAmerica


For each of the following talent management practices/processes, please indicate if during the past

12 months you have eliminated it entirely, reduced it (extensively or moderately), made no changes,

or increased it (extensively or moderately)

20%

20%

40%

10%

25%

13%

62%

50%

6%

44%

39%

7%

43%

4%

43%

0%

43%

20%

8%

60%

4%

38%

19%

43%

24%

1%

7%

53%

3%

6%

21%

3%

21%

45%

3%

7%

36%

21%

29%

7%

29%

3%

6%

47%

3%

6%

17%

6%

51%

10%

4%

16%

18%

44%

2%

19%

17%

48%

5%2%

23%

15%

47%

15%

Leadership programs

specific to women

30

Weren’t employing thepractice anyway



Made no changes


South Africa


Canada


NorthAmerica

4%4%




For each of the following talent management practices/processes, please indicate if during the past

12 months you have eliminated it entirely, reduced it (extensively or moderately), made no changes,

or increased it (extensively or moderately)

25%

13%

62%

33%

11%

45%

36%

18%

42%

50%

33%

12%

24%

52%

31%

25%

44%

17%

14%

50%

6%3%

21%

7%

52%

3%

7%

21%

21%

44%

7%

36%

12%

46%

3%

24%

30%

40%

46%

8%

4%

47%

6%

9%

16%

12%

50%

4%4%

13%

20%

49%

4%

15%

31%

Coaching and/or mentoring

programs for women

31

Weren’t employing thepractice anyway



Made no changes


South Africa


Canada


NorthAmerica



3%


4%

25%

11%5%

For each of the following

talent management

practices/processes, please

indicate if during the past 12

months you have eliminated

it entirely, reduced it

(extensively or moderately),

made no changes, or

increased it (extensively or

moderately)

South Africa

1%

25%

37%

3%

13%

UK

25%

8%

49%

5%4%

US

16%

12%

53%

4%




Made no changes




APACEuropeNorth America

Leadership programs specific

to minority groups

32


80%

No

Yes

20%

73%

50%

50%

27%

21%

79%

11%

89%

17%

83%

25%

75%

36%

73%

17%

83%

100% 100%

64%

16%

84%

14%

86%

48%

52%

27%

Did the percentage of men vs. women involved in these changes reflect the approximate

balance of men versus women in your company?

33

South Africa

SingaporeMalaysiaIndiaChinaAustraliaSwitzerlandUKSpainNetherlandsGermanyFranceMexicoUSCanada


NorthAmerica

Differences among countries in the proportion of

men and women let go in relation to the balance

of men and women in their workforces


95%

47%

50%

63%Men

Women 50%

5%

53%

38%

71%

29%38%

57%

69%

43%

31%

49%

42%

58%

51%

63%

37%

53%

46%

63%

47%

54%

Approximately what percentage of the employees you let go were:

(Average percentage shown)

34

South Africa

IndiaChinaAustraliaSwitzerlandUKSpainNetherlandsGermanyFranceMexicoUSCanada


NorthAmerica

A higher percentage of

men then women were let go


38%

38%30%28%

6%

49%

63%

31%

2%

49%

4%

38%

5%

34%

24%

37%

62%

23%

13%

34%

3%

13%

67%

19%

8%

13%

3%

38%

12%

29%

47%

60%

43%

30%

2%

34%

46%

5%

42%

35%

7%

39%

39%


current economic instability, using a 1 to 5 scale where 1 is not at all resilient and 5 is extremely resilient

35

IndiaChinaAustraliaSwitzerlandUKSpainGermanyFranceMexicoUSCanada


NorthAmerica

SingaporeMalaysiaNetherlands South Africa

Respondents associate resilience most frequently with senior managers

Resilience: Senior management

5 – Extremely resilient 3 41 – Not at all resilient 2


10%

50%

62%

28%

6%

7%

55%

7%

25%

25%

4%

48%

13%

49%

1%

14%

45%

7%

10%

27%

23%

20%

20%

9%

46%

24%

17%

39%

9%

4%

48%

15%

2%

38%

18%

17%

25%

17%

6%



Resilience: Middle managers

36

South Africa



NorthAmerica



20%13%

17%

21%

24%

3%

13%

25%

22%

30%

6%

50%

15%

31%

6%

3%

43%

10%

53%

7%

3%

38%

6%

29%

20%

6%

2%

12%

33%

10%

1%

16%

30%

9%

39%

23%

7% 4%

25% 22% 25%

20%



37

South Africa



NorthAmerica


7% 4%10%6%7%

Resilience: Below manager level



than you have in the last year?

72%

28%

40%

60%

41%

17%

33%

67%59%

83%

49%

51%

35%

75%

25%

72%

60%

47%

53%

40%

60%

40%

60%65%

40%35%

28%

60%

40%

65%No

Yes

Preparing women for senior

management roles

(compared to last year)

38

South Africa

IndiaChinaAustraliaSwitzerlandUKSpainNetherlandsGermanyFranceMexicoUS

Canada


NorthAmerica

SingaporeMalaysia


Approximately what percentage more than last year?

(Average percentages shown)

40.00%

12.50%

27.20%

20.05%

54.50%

13.00%

17.83%18.82%

15.71%

12.40%

16.11%16.00%18.00%

19.47%

3.00%

39

South Africa


Canada


NorthAmerica

SingaporeMalaysia

Percentage more preparing


roles (vs. last year)


Are you currently preparing more women for senior management roles than you

have in the last FIVE years?

46%

54%

80%

20%

41%

20%

47%

53%59%

80%

37%

63%56%

61%

39%

48%

60%

64%

36%

50%

50%

71%

29%

48%

40%

52%52%

35%

65%

44%

No

Yes

40

South Africa


Canada


NorthAmerica

SingaporeMalaysia


management roles

(compared to the last 5 years)


Approximately what percentage more than the last five years?

(Average percentages shown)

33.00%

23.13%

32.29%31.39%

36.8%

31.04%29.78%

23.21%21.58%21.25%

33.31%

20.50%

31.67%

21.98%23.33%

41

South Africa


Canada


NorthAmerica

SingaporeMalaysia

Percentage more preparing


roles (compared to last 5 years)


Which of the following actions has your organization taken to prepare women for leadership roles?

100%

79%

40%

67%67%

57%

50%53%

50%48%

64%67% 66%

57%

80%

42

South Africa

IndiaChinaAustraliaSwitzerlandUKSpainGermanyFranceMexicoUS

Canada


NorthAmerica

SingaporeMalaysiaNetherlands

Preparing women for leadership:

Provide career-enhancing

assignments


Which of the following actions has your organization taken to prepare women for

leadership roles? Providing internal mentors

28%

35%

18%

33%

66%

29%

62%

67%

57%

50%

20%

67%

83%

40%

75%


Internal mentors

43

South Africa


Canada


NorthAmerica


Which of the following actions has your organization taken to prepare women

for leadership roles? Provide external coaching

50%

57%

20%

53%

11%

36%

17%

29%

18%

28%

36%

50%

37%

57%

40%

44

South Africa


Canada


NorthAmerica

SingaporeMalaysia

Preparing women for

leadership: External coaching



leadership roles? Providing work-life balance programs

38%

50%

40%

67%

44%

57%

17%

53%

46%

41%

36%

67%

46%

29%

80%

45

South Africa


Canada


NorthAmerica

SingaporeMalaysia


Work-life balance programs


Which of the following actions has your organization taken to prepare women

for leadership roles? Showcase visible support

63%

43%40%

60%

89%

21%

33%

53%

25%28%

42%

33%

39%43%

40%

46

South Africa


Canada


NorthAmerica

SingaporeMalaysia


Showcase visible support


17%

24%

14%

11%

20%

29%27%

33%

50%

43%

29%

33%

Note: Netherlands reported 0% in this category


Assign an advocate


leadership roles?

South Africa

MalaysiaIndiaAustraliaSwitzerlandUKSpainGermanyFranceMexicoUSCanada


NorthAmerica

47


Which of the following actions has your organization taken to prepare women for leadership

roles? Encourage participation in professional networks, corporate citizenship activities

63%

29%

20%

60%

22%

14%

35%

18%

24%

66%67%

41% 43%40%

48

South Africa


Canada


NorthAmerica

SingaporeMalaysia


Encourage participation in

organizations


50%

36%

40%

53%56%

21%

17%

41%

25%

38%

43%

67%

22%

43%40%


leadership roles? Providing financial support for relevant continuing education

49

South Africa


Canada


NorthAmerica

SingaporeMalaysiaNetherlands


Financial support for continuing

education


33%

11%13%

28%

22%

14%

28%

13%

13%

22%

15%

38%

6%

14%

9%

33%

10%

20%

20%

27%

15%

38%

9%

27%

25%18%

6%

46%

Based on your experience, please indicate whether you tend to associate each of the following qualities

more with your male or your female workforce – ability to adapt easily to change in your company

50


Canada


NorthAmerica



Ability to adapt easily to

change in your company

54%

76%

48% 53%

58% 60%57%

77%

56%

74%

58%

50%

87%

56%63%


33%

13%

25%

17%

28%

21%

28%

25%

8%

44%

12%

44%

5%

37%

13%

37%

13%

33%

6%

47%

9%

40%

39%

15%

9%

25%

8%

31%


following qualities more with your male or your female workforce: confident demeanor

51

Confident demeanor


Canada


NorthAmerica




Skills proficiency

17%

44%

28%

22%

14%

31%

13%

37%

4%

26%

25%

44%8%

15%

10%

23%

20%

20%

6%

27%

11%

13%

8%

39%

12%

7%

Based on your experience, please indicate whether you tend to associate each of

the following qualities more with your male or your female workforce



Canada


NorthAmerica


31%


22%

11%

22%

22%

18%

32%39%

50%

7%

11%

13%

31%

18%

16%

27%

27%

20%

40%

12%

29%

17%

22%

25%

17%

15%

11%

25%



Take on challenges



Canada


NorthAmerica


67%


22%

33%

8%

22%

28%

28%

21%

50%

30%

4%

43%

19%

17%

11%

27%

17%

33%

13%

32%

21%

30%

7%

14%

36%23%

7%

8%

13%

Based on your experience, please indicate whether you tend to associate each of

the following qualities more with your male or your female workforce

Work well with others



Canada


NorthAmerica



12%

13%

11%

50%

10%

45%13%

25%

19%

37%

12%

44%

20%

28%

31%

31%

44%47%

6%

44%

11%

43%

24%

24%

23%

13%

15%

23%



Canada


NorthAmerica




Participate in professional networks

55


10%

14%

29%

24%

46%

7%

7%

25%

16%

20%

4%7%

36%

20%

33%

33%

21%

7%

7%

33%

24%

30%30%

6%

9%

29%

21%

6%

18%

21%

22%

8%

8%

8% 5%

46%

6%

29%

29%

For each of the following statements, please indicate your agreement with the statements as they

apply to your overall enterprise. Please use a scale of 1 to 5, where 1 means that you strongly

disagree that the statement is true about your enterprise.

56


Canada


NorthAmerica


5 – Strongly agree3 41 – Strongly disagree 2

Percentage of women in senior

leadership roles and formal programs

to prepare women for such roles


14%

17%

38%

13%

40%

3%

13%

34%

19%

28%

15%

18%

39%

10%

3%

13%

40%

23%

39%

23%16%

22%

56%

10%6%

50%

60%

40%

11%

33%

17%

17%

17%

27%

37%

8%

42%

13%

14%

37%

17%

26%

For each of the following statements, please indicate your agreement with the statements as they apply to

your overall enterprise. Please use a scale of 1 to 5, where 1 means that you strongly disagree that the

statement is true about your enterprise.

5757



NorthAmerica


5 – Strongly agree3 41 – Strongly disagree 2

Encourage women to step

outside their comfort zones


53%

33%

11%

29%

43%

29%

53%36%

8%

33%

33%

39%

26%

33%

31%

61%

25%

53%

20%

3%

33%

40%

27%

43%

28%

48%

24%

32%

46%

31%

23%

Please rank women in the Baby Boom generation (born between 1946 and 1964),Generation X (born between

1965 and 1978) and Generation Y (born after 1979) on the following characteristics:

58



NorthAmerica


Level of confidence by generation



45%

17%

41%

6%

27%

20%

28%

29%

17%

57%

13%21%

25%

24%

38%

24%

7%

24%

18%

27%

8%

28%

6%

28%

31%

15%

15%

17%

33%

Please rank women in the Baby Boom generation (born between 1946 and 1964),Generation X ([born

between 1965 and 1978) and Generation Y (born after 1979) on the following characteristics:

59

Degree of flexibility by generation



NorthAmerica




33%

49%

35%

24%

32%

16%

66%

17%

39%

44%

65%

21%

27%

38%

55%

24%

60%

33%

49%

21%

54%

10%

38%

20%

27%

48%

47%

23%

17%56%

Please rank women in the Baby Boom generation (born between 1946 and 1964),Generation X ([born

between 1965 and 1978) and Generation Y (born after 1979) on the following characteristics:

60

Level of productivity by generation



NorthAmerica




Appendix: Regional Data


9%

21%

11%

23%

17%

Resilience is important in

determining which employees to fire

62

Using a scale of 1 to 5 where 1 is not at all important and 5 is extremely important, how important

would you say adaptability/resilience is in determining which employees to let go?

5%6%

18%

39%

32%

71%

6%

31%

34%

9%

42%

22%

Central/South America

4%7%

39%

39%

4%

40%

4%4%

North America APACEurope

35%

75%64%

78%65%

Overall

2

3

4

5 – Extremely important

1 – Not at allimportant


Women are being prepared

for leadership roles

63


Assign an advocate early in their career

Other 6%

24%

Provide external coaching 37%

Provide financial support for relevant continuing education

38%

Showcase visible support 40%

Encourage participation in professional networks

and corporate citizenship activities

43%

Provide work-life balance programs

46%

Provide internal mentors 48%

Provide career-enhancing assignments

60% 64%

63%

66%

41%

39%

6%

28%

38%

45%

47%

31%

31%

34%

31%

47%

34%

3%

19%

39%

5%

28%

19%

48%

28%

44%

28%

59%

11%

29%

49%

44%

49%

44%

53%

55%

71%

North AmericaCentral/

South America Europe APACOverall


Full-time equivalent employees

(FTEs) fired

If you eliminated full-time equivalent employees in the past 12 months: Did the percentage of men vs. women involved in these changes reflect the approximate balance of men versus women in your company?

No

33%

Yes

67%

No

19%

Yes

81%

No47%

Yes

53%

Yes

74%

No

26%No

44%

Yes

56%

North AmericaCentral/

South America

Europe APAC

Overall

64


Organizations are preparing more

women for senior management roles

than last year

65

Are you currently preparing more women for senior management

roles than you have in the last year?

No 60%

Yes 40%Yes 48%

No64%

36%

58%

33%

67%

42%

52%

Overall

Central/South

America

APACEuropeNorth

America



management roles

(compared to last year)

66


Mean

20

(Value = Mean)

1920

17

22

Overall

(Value = Mean)

Central/South

America

APACEuropeNorth

America


Organizations are preparing more


than five years ago

67


than you have in the last FIVE years?

No

Yes

44%

56%

Overall

Yes

No46%

54%

44%

56%

40%

60%

45%

55%

Central/South

America

APACEuropeNorth

America


Percentage of women being

prepared for senior management

roles in last five years

68

Approximately what percentage more than in the last five years?

(Value = Mean)

28

Mean

Overall

2224

34

31

Central/South

America

APACEuropeNorth

America


1%3% 9%


economic instability, again using a 1 to 5 scale where 1 is not at all resilient and 5 is extremely resilient

4%

Women

2%

5%40% 44% 9%

Men

1%

5%42% 43% 8%

Below manager –

general population

2%

17%46% 29% 7%

Middle-

management

2%

7%36% 43% 12%

Senior

management 5%

14%41% 36%


37% 18%

6%

14%41% 36%

1%

4%36% 47% 12%

1%

4%41% 43% 11%

2%

18% 43% 29% 8%

2%

7%36%

5%

4%

29%46% 16%

2%

4%

27%57% 11%

2%

11%45% 34% 9%

5%

4%

27%48% 16%

2%

9%34% 46%

1%

7%44% 43% 5%

0%

6%49% 38% 6%

3%

17%44% 31% 6%

0%

14%35% 40% 11%

4%

9%

15%37% 34%

0%

2%

19%52% 26%

4%45% 47% 5%

1%

1%

8%53%

52%

33%

38%

5%

2%

22%50%

5%3%

22%

4%

North AmericaCentral/South America Europe APACOverall

Resilience is associated with

seniority

69


Appendix: Countries with few

responses


Country breakdown

*All graphs are displayed in absolutes

due to small base sizes

Central/South America Count

Argentina 5

Brazil 5

Europe

Italy 1

Nordic 2

APAC

Indonesia 1

71


If you eliminated full-time equivalent employees in the past 12 months:

Did the percentage

of men vs. women

involved in these

changes reflect the

approximate balance

of men versus

women in your

company?

1

1

Nordic BrazilArgentina

Yes

No

2 5

72

Eliminated FTEs in last year


If you eliminated full-time equivalent employees in the past 12 months:

Approximately what

percentage of the

employees you let

go were:

Nordic BrazilArgentina

WomenMen

(Value = Mean)

73

Percentage of women/men

dismissed in the past year

85


Using a scale of 1 to 5 where 1 is not at all important and 5 is extremely important, how

important would you say adaptability/resilience is in determining which employees to retain?

1

1

1

Brazil Italy

1

Nordic

15

Argentina

15

Indonesia

74

5 – Extremely

important

4

3

2

1 – Not at all

important

Resilience in determining

who to retain


Nordic

1

Brazil

2

Argentina

12

5 1

1

1

Italy Indonesia

For each of the following talent management practices/processes, please indicate if during

the past 12 months you have eliminated it entirely, reduced it (extensively or moderately),

made no changes, or increased it (extensively or moderately)

Leadership programs specific to women

IndonesiaItaly

1

Nordic

1

1

1

Brazil

2

2

Argentina

1

2

2

Coaching and/or mentoring programs for women

75

Weren’t employing the practice anywayIncreased it Made no changesReduced itEliminated it entirely

Changes made to leadership and

mentoring programs for women


Are you currently preparing more women for senior management roles than

you have in the last year?

No

Yes

Italy

1

Nordic

2

Brazil

2

2

Argentina

2

2

1

Indonesia

76

Change in the percentage of

women being prepared for senior

management roles in the last year



10%

50%

Argentina Brazil

(Value = Mean)

77

Increase in percentage of women

being prepared for leadership roles

from the past year


Are you currently preparing more women for senior management roles than

you have in the last FIVE years?

Italy

No

Yes

IndonesiaNordic

1

Brazil

2

2

Argentina

2

2

1

1

1

78

Change in the percentage of women

being prepared for senior management

roles in the last five years


Approximately what percentage more than in the last five years?

Brazil

100%

Argentina

10%

2%

20%

Nordic Italy

(Value = Mean)

79

Increase in percentage of women

being prepared for leadership roles

in the last five years



Other 0

Provide financial support for relevant continuing education 0

Provide career-enhancing assignments

0

Assign an advocate early in their career

0

Showcase visible support

2

Provide internal mentors

2

Encourage participation in professional networks

and corporate citizenship activities5

Provide work-life balance programs 5

Provide external coaching

5

Brazil Nordic Italy IndonesiaArgentina

2

0

2

2

2

2

2

2

2

0

1

1

1

0

1

1

1

1

0

0

1

0

1

0

0

1

0

0

0

0

0

0

0

0

1

0

80

Programs to prepare women

for leadership roles



current economic instability, again using a 1 to 5 scale where 1 is not at all resilient and 5 is

extremely resilient

Women 5

Men 5

Below manager –general population

Middle-management 5

Senior management 2 2

22


2 2

5

2 2

2 2

2 2 1 1

1 1

1 1 1

1 1 1

1 2

1

1

1

1

1

1

1

1

1

1

81


Resilience as a factor in

determining who to retain


Based on your experience, please indicate whether you tend to associate each of the following qualities

more with your male or your female workforce

0

05

0 2 2

0 2 2

2 0 2

2 0 2

0 2 2Ability to adapt

easily to changes

in your company

Proficiency in key

skill areas

Willingness to take

on new challenges

Ability to work

with people at all

levels

Confident

demeanor

Participation in

professional

networks

Argentina Italy Indonesia

5

2

0

2

0

2 2

5

0

5

0

0

0

0

0

2

2

0

1

0

11

21

0 1 1

1 0

1 2

1

0

0 1 1

0

10

0

0

0

0

01

1

01

0

01

0

01

0

01

0

01

0

01

0

01

0

01

0

01

Brazil Nordic

82


Qualities associated with

women and men


For each of the following statements, please indicate your agreement with the statements as they apply

to your overall enterprise. Please use a scale of 1 to 5, where 1 means that you strongly disagree that

the statement is true about your enterprise.

2 0

0

0

Somewhat agree Strongly agree

Only top-two box mentions in regional results

We have a large

percentage of women

in senior leadership

roles and have formal

programs to prepare

female employees for

such roles.

We encourage all

women to step

outside their comfort

zone in taking on new

responsibilities.


0 2

0 2

1 1

0

0

0 1

0

0

0

0

1 0

83

Women in senior leadership roles,

programs to encourage stepping

outside comfort zone


We'd like you to rank the three different generations of women on each of the following three

characteristics. Please rank these generations from 1st to 3rd on each characteristic:

Level of productivity

0 0

2

2

Degree of flexibility

0 0

5

0

Level of confidenc

e

0 00

5



0

2

0

2


0

2

2

0

Level of confidenc

e

0 0

2

2


1

1

0

1


1

1

1

0

Level of confidenc

e

0 0

2

0


0

1

0 0


0 0

1

0

Level of confidenc

e

0 0

1

0


0

1

0 0

Level of confidenc

e

0 0

1

0

84

Differences in generations on three attributes



Women Leaders and Resilience:

Perspectives from the C-Suite International Women’s Day 2010 Global Research Results

March 2010

Women Leaders and Resilience: Perspectives from the C ... · Women Leaders and Resilience:...

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