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TRANSCRIPT
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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 & [email protected]
+1-781-801-2664