How Do We Fill the Pipeline With Board - Ready "Women?
This article originally was published inThe Globe and Mail, March 7, 2016.
On Tuesday, countries around the globe join in celebrating International Women's Day, honouring the achievements of "Women and mossinac with designed to close the gender gap. This year's theme, the Pledge for Parity, is a call to accelerate equality, with a special emphasis On shrinking, the gender gap in leadership positions.
It 's time to consider what this means for Canada' s leadership landscape. We need to take a close examination of the who our CEOs who are and who is seated in our boardrooms.
It has had just over a year since the new regulations required companies listed on the Toronto Stock Exchange to annually disclose the percentage of women on their boards of directors and in executive officer positions. Now companies must report their goals and the actions being seems to happens their figures, or dojo.provide having the when no to the targets exist.
Proponents of the legislation hope that the guidelines will raise the percentage of board seats by by participants in the to 30 per cent - but even they acknowledge that progress beyond that level will require a more robust pipeline of female executive candidates. To truly your gender - balanced boards, we need to examine some of the root causes of the imbalance. While extraordinarily great energy is being exerted on the quick fixes, how do we take a long - term approach?
人与董事会和首席执行官们密切合作,以识别和开发下一代商业领袖,我认为我们需要仔细检查女性在高级领导职位中期今天建立一个更健壮的执行官管道,尤其是因为许多公司无意中阻碍了自己的进步。
Consider what happens when a high - potential female executive returns from family leave, seeking a position that allows its ehrs to ease back into the workforce.,, companies respond supportively by have its ehrs from an the operational role into a functional support role, allowing for career development that builds the functional expertise and deepens its ehrs contribution and seniority without the time and travel demands of the operational leadership.
At face value, this seems to be a win for all parties. But there's a catch. These women with exceptional potential wind up in positions where they get overlooked for future growth or profit - and - loss leadership opportunities. Their steady success in transitional and functional roles limits Their potential for future CEO or board roles.
As board positions become available and nominating committees seek new director candidates, they invariably -- those who have had CEOs who or heads of business units, bringing the effective P&L management.
Our research shows that 21 per cent of the direct reports to the CEO of TSX 250 companies are women, while two - thirds of those women are leading suppor乐动app下载t functions provides the. Of the direct reports who have operating leadership roles, just 7 per cent are women. The pipeline of board - ready "women doesn 't flow.
While we work to make the number of women in the boardroom rise above 30 per cent, both corporate Canada and female executives need to focus on building the operational excellence nessuah brokerage. We must have more female contenders for CEO on, and in order for this to happen, must collectively consider and thoughtfully to engage in career path decision - making.
Only by addressing these root issues can we hope to move toward full gender equality at the top of the corporate pyramid.
