November 1, 2014

Research Says: Growing Women In Leadership Talent Pool Pays Off

research

Study: Unlocking The Full Potential Of Women (McKinsey 2011, Barsh, Yee)

Finding: The talent pipeline for women into senior management starts to diminish at the Director level, generating a shrinking talent pool for the C-Suite ranks.

Note about The Woman Effect Research Index: This study was performed by researchers not affiliated with InPower Women. Our Research Index includes all relevant research to the subject of women, business and power. We do not influence how the research was conducted or reported by the researchers. In our abstracts, we focus on pulling out the most actionable advice for individual women. To suggest additional research we should index, or discuss our choice of abstract focus, please contact us

InPower Insight: Companies need to manage their talent management pool from the bottom to the top to grow women into the top slots and reap the financial and productivity benefits that come along with women in leadership.

Summary: 

The good news: many companies have begun to make gender diversity a priority. Less good news: few companies have fully realized the goal.

In its previous studies McKinsey demonstrated that including women in leadership was highly consistent with excellent, and even outstanding, performance. When women and men share the top spots, there is more intelligence – and diversity of talent – to help solve problems and foster innovation. However, only 14% of women sit on executive committees and only 3% are CEOs of Fortune 500 firms.

Through an evaluation of 60 Fortune 500 companies, McKinsey researchers tracked the progress these firms have made and developed four measurements that were predictive of company success at promoting women into leadership:

  •  A starting position that reflects the talent. We set the bar at the Fortune 500 average share of women accounting for 53 percent (or more) of entry-level professionals or at women having the same odds of advancing to the manager level as men; 31 companies met or exceeded this cutoff.
  • Better odds of promotion. Based on figures from the top third of participants, we identified companies in which women’s chances for advancing from manager to director and then to vice president were at least 85 percent of men’s chances for doing so; 20 companies met or exceeded this metric.
  • More women at the top. Based on figures from the top third of participants, we set this metric as having at least 22 percent female representation on the executive committee; 19 companies met this bar.
  • Women in the line. Finally, again based on figures from the top third of participants, we looked for companies with at least 55 percent of women vice presidents and senior vice presidents in line positions; 20 companies made this cut.

Only 12 firms had fulfilled three of the four measures for gender diversity. None had realized all four.

Two “archetypes of talent pipelines emerged”. In “fat” funnel companies, a very high number of women began at entry- level  and continued to move an impressive number of women into senior roles. At “steady” pipeline companies, a smaller number of women began but most were retained as they went higher up. Interestingly enough, 82% of women did not aspire to the C- suite (compared to 64% of men).

Measuring the development of the talent pipeline, it appears that women begin to opt out of the upward crawl fairly early, at the director level, due to four primary factors:

  • Structural obstacles
  • Lifestyle choices
  • Institutional mindsets
  • Individual mindsets
Those who stay in demonstrate great resilience, work ethic, results-orientation, persistence and leadership.
The study provides good advice to companies hoping to grow their talent pool of female leaders, including hands-on leadership, pervasive sponsorship and strong accountability supported by data.

Career Coaching Tip: If you’re an ambitious woman, take a good look at your options and choose wisely your path, based on what will make you personally most happy and fulfilled (if you’re unfulfilled, you’ll never have the energy to “make it” no matter what path you choose). Know that the path up and out are both available to you and get smart on both before you begin working the internal mechanics of advancement or decide to jump ship or stay put. If you decide to stay in, don’t think you’re playing a game, know you’re doing what it takes to lead and be a leader. Know yourself. Know your biases, strengths and weaknesses and work to play on your strengths and balance you’re weakness. Learn to ask for what you want and need, without apology or embarrassment. Look for sponsors to help you and go for the top ranks. Work in a company that gets it be vocal about ways they can help you even more than they are. Show them this research and ask them to plot their own female leader development pipeline so you can see what kind of reality you’re really living in. Bring other women along with you. Dont’ stop. Go.

Category: Participation

Keywords:

Source Link

Photo Credit: Vibin JK

April Sweazy (120 Posts)

April is a writer, budding artist and deep soulful woman who has spent her career protecting women in every way you can imagine (and maybe some you can’t). Read April’s posts and follow her on Google+ and Twitter.


Have a Kindle? Follow This Blog!

Trackbacks

  1. [...] a study done by McKinsey, Fifty-three percent of corporate entry level jobs are occupied by women. However, [...]

  2. [...] on http://www.inpowerwomen.com Rate this:Share this:MoreLike this:LikeBe the first to like [...]

  3. [...] are plenty of the Debbie Downers who look at the exodus of women from the corporate ranks and see bad news. If your priority is getting women in to socially, politically and economically [...]

  4. [...] encounters measurable cultural barriers to advancement in the organizations she works [...]

  5. [...] are plenty of the Debbie Downers who look at the exodus of women from the corporate ranks and see bad news. If your priority is getting women in to socially, politically and economically [...]

  6. Project Eve says:

    [...] are plenty of the Debbie Downers who look at the exodus of women from the corporate ranks and see bad news. If your priority is getting women in to socially, politically and economically [...]

  7. [...] leadership ranks.  McKinsey data shows that in the pipeline, from entry level to vice president, the average company watches about 25% of its best female talent walk out the [...]

  8. [...] leadership ranks. McKinsey data shows that in the pipeline, from entry level to vice president, the average company watches about 25% of their best female talent walk right out the door. They’re not all leaving [...]

  9. [...] a studydone by McKinsey, Fifty-three percent of corporate entry level jobs are occupied by women. However, [...]

  10. [...] we learn how to hire and pay for true talent (there are ways, see below), we’ll keep losing great female talent, who start to bail out of large organizations at the Director level seeking lifestyle success and [...]

  11. […] men rule the top ranks of most powerful organizations in our world. Studies continue to find that cultural barriers shunt women off the corporate ladder midway to the top, men run the government and gender bias is […]

  12. […] in our economy when people try to explain why the percentage of women on the management track plummets from 53% of the entry-level workforce to 20% or less in leadership. The myth goes something like […]

  13. […] in our economy when people try to explain why the percentage of women on the management track plummets from 53% of the entry-level workforce to 20% or less in leadership. The myth goes something like […]

  14. […] men rule the top ranks of most powerful organizations in our world. Studies continue to find that cultural barriers shunt women off the corporate ladder midway to the top, men run the government and gender bias is […]

  15. […] in our economy when people try to explain why the percentage of women on the management track plummets from 53% of the entry-level workforce to 20% or less in leadership. The myth goes something like […]

  16. […] years, mentoring has been how many companies and professional associations have hoped to close the leadership gender gap, in which women barely achieve 20% of the C-Suite slots and even less at the board level despite […]

  17. […] employers can be found among women, who begin as more than half the entry-level workforce but are less than 20% of the leadership in corporate America. Most analysts view this exodus of high-potential women as a […]

  18. […] the fact that women make up half the entry-level workforce, they do not yet represent half of the leadership tiers and they do not receive equal pay for equal work. But of course when we look under the covers to […]