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    Promotion Skills Of Female Managers

    2009/2/5 16:03:00 41909

    For a long time,

    senior executive

    Position

    Female sex

    The relative lack has always been a problem for European boards of directors.

    senior executive

    The total number of 15%. has also been hopeful recently that there is hope that a special channel for outstanding young female graduates will change the gender perspective of executives in the next ten years.

    At present, these female graduates account for 50% to 60%. of new recruits from European companies, but what if the pipeline is flawed?

    In the "business world"

    Female sex

    Lehman Brothers Centre for Women in Business ", we surveyed 61 European companies and other organizations to see how they measure and deal with gender issues.

    The center is an independent body belonging to London Business School (London Business School).

    The findings are disturbing.

    Although many companies are investing in talents for the female talent channel, there is very little effort to ensure that this path leads to the highest level.

    There are two aspects that arouse our immediate attention.

    First, there is a gap between the beautiful policy rhetoric and the reality.

    For example, for women in the workplace promotion, flexible working system and part-time job system and other policies can be very important.

    However, although most companies have such policies, few companies have implemented them.

    Less than 10% of female managers adopt "flexible working system", while less than 20% of female managers and executives work part-time.

    The challenge is to create an environment where women managers make these choices legitimate and legitimate.

    If we can create a place where men and women feel that they can work flexibly, this will greatly reduce the loopholes in female talent channels, and in fact create more humane workplaces for men.

    The second aspect is the development of women's leadership.

    Nowadays, most leaders acquire business talents by sending them overseas.

    They have led many important business projects to sharpen their resilience and improve their strategic insight and broaden their connections through leadership courses at Harvard, Standford or London Business School.

    These experiences shaped their leadership skills and enabled them to enter the headhunter's list of top management candidates.

    This is where there are challenges.

    If leaders' channels can be filled and not omitted, then we can assume that half of these leaders are women.

    In fact, many companies we surveyed did not monitor the sex ratio.

    Those who monitor the proportion say that among the current leading positions, women account for only 20%.. In the advanced leadership classroom of prestigious business schools, the figures can be roughly glimpse: only 20% of the speakers are women (some schools are much less).

    If these two sets of figures reflect the reality, we can predict that the number of women who hold top positions in European companies will be difficult to change in the next ten years. They will probably increase to 20%. by 2017. If the CEO does not take some radical actions, this problem is unlikely to be solved.

    First of all, they can determine which key leadership experiences and tasks (if they are stationed overseas, leading projects, etc.) in the company, and how much of the monitoring is undertaken by women.

    Second, they can ensure that all top management positions have 50% female candidates to ensure that half of the members of the election committee are women.

    Third, they can consider learning the practices of the following companies: 27% of the companies we studied set goals for the number of women holding executive positions, and 22% set targets for the number of women in executive boards.

    How much of the proportion of women in high positions is enough to ensure that the talent pipeline can lead to the highest level? Of course, it is certainly different for women to hold top positions.

    Our research shows that the idea that "queen bee" is destructive is just nonsense.

    Among the Chief Executive Women's organizations we studied, there were more women in senior positions, and more flexible working, shift taking and wider connections than those led by men. Such organizations include Dyslexia Action, London Stock Exchange, Sarah Lee Sara and the parent company of financial times, Pearson group (Pearson).

    These ones here

    Female sex

    The CEO is the mentor and example of aspiring women.

    The number of significant changes seems to be around 30%.

    Under this figure, women are minority groups, often subservient to the fixed pattern of other minorities.

    Beyond this level, they can create a broader example, become an important mentor, and adjust the culture of too many executive positions too masculine.

    In the long run, only the top management team with more than 30% female members can change the gender picture of European companies.

    Editor: vivi

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