女性商業(yè)領(lǐng)袖人數(shù)增加,但大權(quán)仍然掌握在男性手中
????納特拉認(rèn)為,,從事經(jīng)營(yíng)管理崗位的女性之所以少,,很大程度上是因?yàn)榍绬?wèn)題。雖然全世界女性大學(xué)畢業(yè)生的人數(shù)超過(guò)男性,,但大多數(shù)女大學(xué)生選擇的專業(yè)卻讓她們?cè)诠局懈嗟匕缪葺o助角色,。2011年,美國(guó)取得數(shù)學(xué)或計(jì)算機(jī)科學(xué)專業(yè)學(xué)位的男性為41,000人,,而女性僅有14,000人,。在英國(guó),有17,000名男性大學(xué)畢業(yè)生取得了工程學(xué)位,,而女性僅有3,300人,。這導(dǎo)致這些行業(yè)的許多管理者抱怨,具備必要技能可以直接聘用或提拔為經(jīng)營(yíng)管理崗位的女性太少,。 ????瑞士信貸的報(bào)告還指出,,父母強(qiáng)化了這種角色定型,因?yàn)樗麄儠?huì)建議對(duì)科學(xué)和數(shù)學(xué)感興趣的女性學(xué)生選擇醫(yī)學(xué)和法律等職業(yè),,而不是工程類工作,。例如,在英國(guó),,有2%的父母認(rèn)為,,工程是適合女兒的職業(yè),而認(rèn)為這類專業(yè)適合兒子的父母則有12%,?!敦?cái)富》雜志(Fortune)之前曾經(jīng)報(bào)道,相當(dāng)多《財(cái)富》500強(qiáng)公司(Fortune 500)的女性CEO,,均擁有STEM等專業(yè)的大學(xué)學(xué)位,,這進(jìn)一步證明了教育背景在成為未來(lái)高管中的重要性。 ????納特拉補(bǔ)充道,,招聘過(guò)程中的偏見(jiàn)也是導(dǎo)致經(jīng)營(yíng)管理崗位女性短缺的原因之一,。更多女性從事人力資源、公關(guān)和法律等支持性崗位,,會(huì)導(dǎo)致更多女性將這些領(lǐng)域作為求職首選,。而影響力更大的經(jīng)營(yíng)管理崗位則恰恰相反,男性更有可能聘用同性求職者,。 ????挪威等歐洲國(guó)家強(qiáng)制規(guī)定了董事會(huì)中的男女比例,,以提高女性的影響力,各國(guó)也更加關(guān)注進(jìn)入公司董事會(huì)的女性數(shù)量,。瑞士信貸的調(diào)查結(jié)果證明,,我們同樣需要加大對(duì)從事經(jīng)營(yíng)管理崗位的女性數(shù)量的關(guān)注。單純看數(shù)據(jù),,只能證明女性在打破公司玻璃天花板方面取得了一定進(jìn)步,。 ????跨國(guó)獵頭公司CTPartners的CEO布萊恩?沙利文表示:“我們應(yīng)該透過(guò)數(shù)字來(lái)看待這個(gè)問(wèn)題,。直接強(qiáng)制性地規(guī)定男女比例,不會(huì)帶來(lái)深層次的文化變革,,無(wú)法產(chǎn)生長(zhǎng)期的,、可持續(xù)的變化。公司需要從貫穿領(lǐng)導(dǎo)團(tuán)隊(duì),、地域和業(yè)務(wù)職能部門(mén)的全景角度來(lái)考慮,,不僅要確保整個(gè)公司的多樣性,而且要將其貫徹到每一個(gè)部門(mén)和每一項(xiàng)業(yè)務(wù),?!?/p> ????沙利文提出的方案聽(tīng)起來(lái)非常合理。但就其效果而言,,可能要在一段時(shí)間之后才能在瑞士信貸的多樣性報(bào)告中有所體現(xiàn),。 ????納特拉說(shuō)道:“在短期內(nèi),提高董事會(huì)的性別多樣性水平更容易,。你只需要擴(kuò)大董事會(huì)規(guī)模,,由女性擔(dān)任增加的職位,或者由女性代替期滿離職的董事會(huì)成員,。一夜之間改變高層管理崗位男女比例的難度則大得多,。”(財(cái)富中文網(wǎng)) ????譯者:劉進(jìn)龍/汪皓 |
????The reason for the shortage of women attaining operation roles is partly due to a pipeline problem, says Natella. Although women across the world graduate from college in greater numbers than men, most female students choose to study disciplines that lend themselves to more supportive corporate roles. In the U.S in 2011, 41,00 male students graduated with a math or computer science degree compared to 14,000 women. In the U.K., 17,000 men graduated with an engineering degree compared with just 3,300 women. This leads to many managers in these sectors to complain that there are simply not enough women with the required skill set to recruit or promote into operational roles. ????Credit Suisse’s report also noted that parents are reinforcing gender stereotyping by advising female students interested in science and math toward a career in medicine and law rather than engineering. In the U.K. for example, 2% of parents think engineering is an appropriate career for a daughter versus 12% for a son. As Fortune reported previously, a significant number of women CEOs in the Fortune 500 graduated from college with a degree in the STEM field, bolstering the case for the importance of the educational background to becoming a future executive. ????Bias during recruitment may have something to do with the shortage of women in operation roles as well, Natella added. More women work in supportive functions like HR, PR and legal which could lead to more women wanting to work in those fields in the first place. The opposite can be said for influential operational roles, where men could be more likely to recruit other men. ????With European countries like Norway setting board quotas that mandate more female representation, there has been an increased focus on the number of women making it on to corporate boards. Credit Suisse’s findings prove the same attention needs to be on the number of women serving in influential operational roles. Still, a blunt look at the numbers only goes so far in showing progress in women breaking the corporate glass ceiling. ????“This issue needs to move beyond a simple numbers game,” says Brian Sullivan, the CEO of global executive search firm CTPartners. “Blunt mandates around the ratios of men to women will not provide the deep-seated cultural changes required to make a long-term and sustainable difference. Companies need to look across their leadership team, geographies and business functions to ensure there is diversity, not just as an overall company, but within each division and practice.” ????The plan Sullivan outlines sounds more than reasonable. But its results will likely take some time to show up in diversity reports like Credit Suisse’s. ????“In a shorter time frame, it is easier to improve the level of gender diversity in boards ” says Natella. “You can just increase the size of the board and add women as part of the expansion, or replace departing board members— as their term expires— with women. It is a lot more difficult to change the composition of top management overnight.” |
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