women in leadership working group · the diversity inc. top 50 companies outperform stock exchange...

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Women in Leadership

Working Group

Session 1Making the

Business Case: Increasing Women in

Leadership

April 4, 2019

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30 minutes Welcome and Introduction

40 minutes The Business Case | Women in Leadership

10 minutes Assessing Women in Leadership in your Organization

10 minutes Learning Journey, Commitment, Next Steps

AGENDA

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The Global Banking Alliance for Women (GBA) Team

Rebecca RufExecutive Vice President

of Programs

Inez MurrayChief Executive Officer

Vanessa Van LandinghamSenior Communications Associate

Hilary NicholsManager of Peer Learning & Knowledge

Karyl AkilianDirector, Marketing and Business Development

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The GBA network provides financial service providers with unique services to effectively capture the Women’s Market

Facilitate peer learning across the membership to accelerate the learning curve and help ensure Women’s Market program success.▪ Working Groups▪ Annual Summit▪ All-Stars Academy▪ Study Tours▪ Mentoring Program

Conduct innovative research, collate insights from our members and house essential resources that help our members stay on the cutting edge.

▪ Knowledge Products▪ Data Analytics▪ Tactical Research: ▪ Access to members-only GBA

Vault

Connect members with strategic partners, build brands with recognition in GBA communications channels and in major publications, cement reputations on women’s finance via conference speaking opportunities and industry competitions, and leverage our collective voice to advocate for desired policy change.

GBA Working Groups connect members for in-depth discussions on key areas of the Women’s Market which have been decided based on members’ interest in building capabilities around a particular subject area. Members meet on a monthly basis for guided, participatory webinars that explore the most important topics around the Working Group’s theme, discussing successes, challenges, and how to best overcome them.

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The Women in Leadership Working Group is the first stage of a new partnership between the GBA and Mercer to develop a suite of

programs and services dedicated to gender D&I

Source: GBA Women’s Market Data Analytics, Mercer; When Women Thrive Financial Services Perspectives (2016).

Senior Managers

Support Staff

Executives

Professionals

Managers

WomenMen

Representation of female vs male employees at all levels in financial services

67% 46% 37% 26% 15%

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MERCER TEAM

Anne HetterichConsultant in Diversity and

Inclusion, Senior Associate

Robert (Rob) BakerLeader of the Diversity &

Inclusion Practice, Senior Partner

Barbara Matysiak When Women Thrive

Solutions Lead Specialist

Ayçe NisanciogluConsultant in Diversity

& Inclusion, Associate

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I N T R O D U C I N G M E R C E R

MERCER PORTFOLIO

W E A L T H—

• Strategic plan design, management, administration and investments

• Integrated DB risk management• Financial wellness• Wealth management• Flexible delegated solutions and advice• Global and local actuarial consulting• Endowments and foundations• Environment, social, and governance

(ESG) investing

H E A L T H—

• Benefit strategy, design, and financing• Individual and voluntary benefits• Benefits plan management

and brokerage• Specialty health and benefits• Benefits administration

C A R E E R—

• Talent strategy • Talent mobility• HR transformation• Executive rewards• Workforce rewards• Communications• Workday services

M E R C E R

INTRODUCING MERCER

revenue

$4.5Bassets under delegated management

$240+Bassets under advisement

$11T

colleagues

23,000140 8192%countries Fortune 500 year history

115 million lives touched

28,500 clients

MERCER TODAY

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MERCER D&I CAPABILITIES

GLOBAL DIVERSITY & INCLUSION

NETWORKFor executives with global

responsibility for their organization's D&I efforts

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Understand the business case for women in leadership in financial services.

Use data to explore your institution’s gaps and challenges to advance and retain women at the top and to analyze workforce projections that depend on future actions.

Learn the common challenges to advancing and retaining women in leadership and the key drivers in order to prioritize plans of action.

LEARNING OBJECTIVES FOR THE WORKING GROUP

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The Working Group will consist of monthly webinars that build on Mercer’s 5-step process

WIL Working Group Learning Journey

Session Month1 Making the Business Case: Increasing Women in Leadership Apr

2 Assessing Your Organization May

3 Engaging in Building Gender Balance Jun

4 Take Action: Enabling Women’s Career Ambitions Jul

5 Take Action: Building Programs & Policies that Boost WIL Aug

6 Take Action: Responding to Women’s Financial, Health, Career Needs Sept

7 Measuring Progress Oct

8 Revisiting the Business Case Nov

9 Best Practices & What’s Next Dec

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Participating institutions Access Bank (Nigeria) BRAC (Banglaesh)

Banco BHD Leon (Dominican Republic) Ficohsa (Honduras)

Banco Estado (Chile) HBL (Pakistan)

Banco Galicia (Argentina) KCB Bank (Kenya)

BNCR (Costa Rica) NMB (Tanzania)

Banco Regional (Paraguay) RAWBANK (Democratic Republic of Congo)

Bank al Etihad (Jordan) Royal Bank of Scotland (UK)

Bank of Palestine (Palestine) Stanbic Bank (Zambia)

Banque Misr (Egypt) TEB (Turkey)

Banistmo (Panama) Vietnam Prosperity Bank (Vietnam)

BLC Bank (Lebanon) Zanaco (Zambia)

Going in order down the list of institutions, please share the names and titles of participants and answer:

• What is one thing you hope to learn/gain from participating in this Working Group on Women in Leadership?

WORKING GROUP PARTICIPANT INTRODUCTIONS

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30 minutes Welcome and Introduction

40 minutes The Business Case | Women in Leadership

10 minutes Assessing Women in Leadership in your organization

10 minutes Learning Journey, Commitment, Next Steps

AGENDA

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THE BUSINESS CASE: INCREASING WOMEN IN LEADERSHIP

The rapidly changing business context and talent impact1

What this means for leadership2

Why increasing women in leadership makes sense3

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WHAT’S KEEPING CEOS AWAKE AT NIGHT?

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OUR CHANGING LIFESTYLES – THE BUSINESS IMPACT

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D I G I TA L R E VO LU T I O N

• Suppression of low-value added jobs• Change in demand for technical skills, towards

technology• New “denser” roles, requiring more

judgement and higher cognitive capabilities

of jobs bear a high probability of automation

45%

S H O R T E R R & D C YC L E S

• Shorter shelf life for certain skills• Impactions for organizational structures and

traditional hierarchies• New types of talent sourcing (e.g. flexible

workforce)

will be the average R&D cycle in Technology by 2020

1 Year

R I S E O F T H E S H A R I N G EC O N O M Y

• Rethinking the talent value proposition• New ways of collaborating• Challenges for managersof European workers

are independent

15%

Source: Mercer and Oliver Wyman

CHANGING BUSINESS ENVIRONMENT - TALENT DEMAND

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D O M I N A N C E O F M I L L E N N I A L S

• Higher turnover rates vs. previous generations

• Ask for more workplace flexibility• Look for aligned personal/corporate values

of 2020 workforce will be millennials

50%

A G I N G S O C I E T I E S

• Increasing average age of employees• >40% of those using software at work

every day do not have the skills required to use digital technologies effectively

• Growing multi-generational workforce

median age in developed countries in 2030

44 Years

TA L E N T M I G R AT I O N

• Workers increasingly ready to relocate • Growing multicultural workforce• Pressure towards strengthening the

talent value proposition

of global graduates to come from China and India in 2020

40%

CHANGING BUSINESS ENVIRONMENT - TALENT SUPPLY

Source: Mercer and Oliver Wyman

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YOUR FUTURE WORKFORCE NEEDS TO BE DIVERSE, MULTI-CULTURAL AND MULTI-GENERATIONAL

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QUESTIONHow is the changing business environment impacting your organization?

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Work / life balance & sense of purpose

Engaging atmosphere & good technology

Long term commitment

Constructive feedback &

professional development

Competitive salaryDiverse & inclusive workplace

€

Source: Universum

WHAT YOUR TALENT WANTS IS CHANGING

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A NEW EMPLOYEE VALUE PROPOSITION

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QUESTIONWhat do your employees want in this changing environment?

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WHAT YOUR LEADERS NEED TO LOOK LIKE?

Source: Balanced Leadership Model TM: Monique Tallon

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Hiring females at LOWER rates here

LOWER promotion rates

Women leaving at HIGHER rates than men

FINANCIAL SERVICES INDUSTRY: INTERNAL LABOR MARKET DATA

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QUESTIONHow does your leadership need to develop to meet these changing requirements?

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MORE DIVERSE THINKING AND

ENHANCED LEADERSHIP

EASIER TO ATTRACT, ENGAGE AND

RETAIN (DIVERSE) TALENT

BETTER FIT WITH INCREASINGLY

DIVERSE CUSTOMERS

WHY WOMEN IN LEADERSHIP? – THE BUSINESS BENEFITS!

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WHY WOMEN IN LEADERSHIP? THE FINANCIAL BENEFITS!

226%Better equity returns for companies with female CEOs

compared to the S&P 500Catalyst, 2015

25%The Diversity Inc. Top 50 companies outperform stock

exchange performance by an average of 25%. Diversity Inc.

3.5% Per YearBetter return to investors from investing in companies

where gender is important in strategyCredit Suisse, 2016

8-13 basis pointsAdding one more woman in senior management or on

the corporate board led to higher return on assets International Monetary Fund, 2015

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QUESTIONWhat measures is your organization putting in place to increase women in leadership?

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30 minutes Welcome and Introductions

40 minutes The Business Case | Women in Leadership

10 minutes Assessing Women in Leadership in your organization

10 minutes Learning Journey, Commitment, Next Steps

AGENDA

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ORGANIZATIONS800+

55 COUNTRIESWith significant representation from Australia, Argentina, Brazil, Canada, China, Japan, Mexico, Portugal, Spain, UK and US and across all industries

With workforce data covering

1.7+ MILLION WOMENout off a total 4.2 million employees

L I N K S P OL I C I E S A N D P R A C T I C E S TO WOR K F OR C ER E P R E S E N TAT I ON

MOST COMPREHENSIVE RESEARCH ON WOMEN IN THE WORKPLACE

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POLICIES, PRACTICES

AND CULTURE

1.

INTERNAL LABOR MARKET DYNAMICS

3.2.

OPERATIONAL CONTEXT

INDEPENDENT“DRIVERS”

CONTEXTUAL“CONTROLS”

DEPENDENT“OUTCOMES”

WHAT YOU OFFER HOW YOU OPERATE YOUR TALENT PIPELINE

Evaluation of your organizational programs, policies and practices

Information on your operational context such as industry and size

Collection of high-level workforce data across five standard career levels

RESEARCH METHODOLOGY: PRIMARY SURVEY AREAS

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Policies & Practices Benchmark Data

Internal Labor Market (ILM) Map

5- & 10-Year Workforce ProjectionsFigure 2.1: Policies and Practices.

Indicate the degree to which you agree or disagree with the following statements (1 = strongly disagree; 3 = neutral; 5 = strongly agree).

Note: the regional and industry averages are based on the most relevant geography and sector. Overall Regional Industry1 If your response is more than 0.5 points above the overall global survey average

0 If your response is within ± 0.5 points of the overall global survey average

-1 If your response is more than -0.5 points below the overall global survey average

Survey Sample Size (overall, regional, and industry data are masked if less than 10 respondents): (n=835)

Engagement, Accountability, and Leadership

5.00 1 3.85 3.86 3.69

3.00 0 3.48 3.22 3.18

4.00 0 3.55 3.57 3.52

3.00 0 3.28 3.14 3.04

3.00 0 3.15 3.24 3.06

1.00 -1 2.10 1.99 2.11

1.00 -1 2.01 1.85 2.15

1.00 -2 2.82 2.47 3.05

(n=1)

Your Response

colored circles show comparison against overall survey results

Global SurveyAverage

My organization believes there is a clear business case for improving gender diversity.Board members are actively involved/ engaged in diversity and inclusion (D&I) programs/ initiatives.Senior executives (i.e., CEO plus direct reports) are actively involved/ engaged in D&I programs/ initiatives.Middle management is actively involved/ engaged in D&I programs/ initiatives.

Men are actively involved/ engaged in D&I programs/ initiatives.

Bonuses/ incentives for senior executives (i.e., CEO plus direct reports) are linked to the achievement of D&I goals.There are non-financial consequences (e.g., termination) for individuals who fail to drive D&I goals.Women are equally represented in profit and loss (P&L) roles as they are in non-P&L positions.

Career Level Average Representation and Total Promotions Total Exits

Executive 4 45

Senior Manager 4 45

Manager 4 45

Professional 4 45

Support Staff 4 4

Females: 21%

(338)

Males: 27%

(477)

Females: 27% (425) | Males: 11% (188)Females: 46%

(736)

Males: 10%

(179)

Females: 17%

(17)

Males: 64%

(7)

Females: n/ a (0) | Males: 0% (0)Females: n/ a

(0)

Males: 18%

(2)

Overall representation: 46% female (2,606) | 54% male (3,042)

Females: 12%

(36)

Males: 8%

(36)

Females: 0% (0) | Males: 8% (35)Females: 0%

(0)

Males: 6%

(26)

Females: 9%

(51)

Males: 12%

(81)

Females: 4% (21) | Males: 15% (102)Females: 7%

(42)

Males: 8%

(51)

Females: 9%

(4)

Males: 11%

(13)

Total Hires

Females: 7%

(3)

Males: 3%

(4)

26% (43)

39% (295)

46% (567)

47% (1,599)

90% (102)

74% (121)

61% (463)

54% (662)

53% (1,785)

10% (11)

Female

Male

Note: Insufficient data provided for a custom ILM map.

A COMPLEMENTARY CUSTOM BENCHMARK REPORT

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30 minutes Welcome and Introductions

40 minutes The Business Case | Women in Leadership

10 minutes Assessing Women in Leadership in your organization

10 minutes Learning Journey, Commitment, Next Steps

AGENDA

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Our next call will be on Thursday, May 16th

WIL Working Group Learning Journey

Session Month1 Making the Business Case: Increasing Women in Leadership Apr2 Assessing Your Organization May3 Engaging in Building Gender Balance Jun4 Take Action: Enabling Women’s Career Ambitions Jul5 Take Action: Building Programs & Policies that Boost WIL Aug6 Take Action: Responding to Women’s Financial, Health, Career Needs Sept7 Measuring Progress Oct8 Revisiting the Business Case Nov9 Best Practices & What’s Next Dec

When Women Thrive Survey –data collection & analysis

The learning journey will support your institution to tackle key challenges to advancing and retaining women in leadership

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• Actively participate in calls.• Share case studies and relevant data to build the know-

how of GBA members.• Listen and learn from best practices of other Working

Group participants.• Ask questions, share opinions and experiences, and stay

engaged throughout.• Commit to action to drive change in your organization!

What we ask of you…

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Next Steps

Please keep an eye out for email communications coming from Hilary Nichols!

• Post-webinar email, including this deck• Request to confirm if your institution commits to participating in

the When Women Thrive Survey – A follow-up webinar session will be scheduled to walk through

the survey and data collection• Calendar invitations for monthly webinar sessions

For the May session: Identify and commit to 1-3 actions your institution will work on during the course of this Working Group in order to drive the growth of Women in Leadership in your organization.

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Please do not hesitate to reach out with any questions, feedback and/or suggestions!

All communications and resources will be shared by Hilary Nichols, so please be on the look out!

Hilary Nichols, Manager of Peer Learning & KnowledgeHilary.nichols@gbaforwomen.org

+1-781-801-2664