Women in Senior Management: Progress Is Glacial
Ruth Wright, Associate Director, Leadership and Human Resources Research
November 10, 2011 Time was supposed to cure the under-representation of Canadian women in senior management but, truly, the pace of change has been glacial. The Conference Board of Canada’s analysis of Statistics Canada data shows the proportion of women in senior management has flatlined over a 22-year period. The proportion of women in middle management actually declined over the last 12 years of the study. Numbers Speak for Themselves In any given year from 1997 to 2009, men were two to three times more likely than women to hold senior management positions above the level of director. Yet, women comprise almost half of Canada’s workforce! Men have consistently been 1.5 times more likely than women to hold posts at the middle management level—the most common stepping stone to executive positions. Nor do the numbers support the commonly held view that women are more likely to move ahead in the public sector. The Conference Board’s report—Women in Senior Management: Where Are They?—shows that the pattern is consistent across sectors. Men have consistently been 1.5 times more likely than women to hold posts at the middle management level. The relatively few women who do rise to the C-suite or attain public office often attract substantial media attention, which may create a false sense that barriers to women’s advancement are a thing of the past. They are not. Why Should We Care? Organizations that create inclusive work environments and support their female employees are, according to studies, more innovative and profitable. Women bring life experiences and perspectives that differ from those of men. The presence of senior women helps attract and retain women in male-dominated sectors and roles. Obstacles to Advancement Educational preferences among women are a factor. Another is personal choice. Women undeniably face more pressure to balance family life with demanding jobs. Culture is clearly an impediment in some organizations, as it may be more comfortable for men to be hired and promoted. And, much as we might like to say that discrimination is no longer an issue, gender stereotypes—and, occasionally, outright harassment—still exist. Obstacles to women’s advancement are often characterized as the “glass ceiling,” but a more appropriate metaphor may be that of a “labyrinth” with many twists and turns that women must navigate in the course of their careers. Success Stories Some Canadian companies have successfully improved their gender balance in senior management. Through case studies, the Conference Board identified nine practices that work for successful organizations, including mentoring, coaching, and job rotation programs—all backed by executive-level support, strong communications, and more inclusive recruitment strategies. We live in a global economy where the quality of our workforce is the primary basis for competitiveness. Why would we choose to underutilize the talents of half our workforce? It is imperative that Canadian organizations—and leaders—find ways to both encourage and enable more women to move more quickly into senior positions. It is not just the right thing to do, but the bright thing to do.
Related Executive Development
Influencing Skills for Women Leaders Related Conference
Diversity and Inclusiveness 2011: The New Competitive Advantage
|