Embracing a Dialogue about Gender Diversity

Transcription

1 Embracing a Dialogue about Gender Diversity Stacey Empson, JD, FACHE Agenda Understanding the current situation and recent conversations around gender diversity Providing examples of healthcare organizations that are leading the way in diversity Discussing in a local forum what experiences, strategies and programs are in place 2 1

2 Learning Objectives Understand the importance of developing a gender diversity strategy Discuss how to involve men in the conversation Learn about innovative programs that promote and enhance 4 Stacey Empson, JD, FACHE Stacey Empson is a healthcare partner at PricewaterhouseCoopers (PwC) and serves as PwC s Health Industries Advisory Diversity Leader Stacey is committed to encouraging diversity and is a frequent speaker on women in leadership She can be reached at stacey.empson@pwc.com or linkedin.com/in/staceyempson 3 2

3 Understanding the need Women hold 52% of all professional jobs in the US* 20 of Fortune 500 CEOs are women** Women hold 25% of executive officer positions and 19% of board seats*** PwC s 2015 CEO Survey shows CEOs are focused on diversity and inclusion strategies 98% say these strategies enabled them to attract talent; 87% say they have enhanced business performance; 85% say they have strengthened their brand * ** *** Catalyst. Pyramid: Women in S&P 500 Companies. New York: Catalyst, February 3, Women in Healthcare 79% of the healthcare workforce is female 59% of women across US, UK, Japan, Germany, and Brazil make healthcare decisions for others 94% of working moms make the healthcare decisions for their families Across cultures, women are overwhelmingly the Chief Medical Officer of their families and provide a pipeline for talent in the healthcare industry 6 3

4 Women in Healthcare Leadership Yet only Senior Executives Hospital CEOs Board Seats 24% of senior executives in healthcare are women 26% of hospital CEOs are women 28% of board seats in healthcare are held by women The industry seems to be facing a leaky pipe issue, with women in healthcare significantly less likely to advance than their male colleagues specifically 61 75% less likely than their male counterparts for entry level through SVP JJL2 What is the recent conversation about? Women in leadership is at the forefront of discussions Having at least 3 women on a board is associated with improved board functioning and decision making Teams with more women outperform teams with more men Factors other than performance impact female career progression The women in leadership conversation was reignited by Sheryl Sandberg s 2010 TedTALK and 2013 book Lean In: Women, Work, and the Will to Lead. The White House established the Council on Women and Girls to ensure gender equality is reflected in Agency policies, programs, and legislation. 17% of participants at the World Economic Forum s annual meeting were women. Women do more office housework administrative tasks like ordering team lunch, taking notes. These activities do not enhance career progression. Women speaking in professional settings are often judged as too aggressive ; men often dominate meetings and interrupt women. The Confidence Gap between men and women; career progression correlates with both competence and confidence. When a little boy asserts himself, he is called a leader. When a little girl asserts herself, she is branded bossy. 8 4

5 The business case for diversity A recent survey of 21,980 publicly traded companies in 91 countries found an increase in the share of women from zero to 30 percent would be associated with a 15 percent rise in profitability Companies in the bottom quartile both for gender and for ethnicity and race are statistically less likely to achieve above-average financial returns than the average companies in the data set In the United States, there is a linear relationship between racial and ethnic diversity and better financial performance: for every 10 percent increase in racial and ethnic diversity on the senior-executive team, earnings before interest and taxes (EBIT) rise 0.8 percent. While certain industries perform better on gender diversity and other industries on ethnic and racial diversity, no industry or company is in the top quartile on both dimensions. The unequal performance of companies in the same industry and the same country implies that diversity is a competitive differentiator shifting market share toward more diverse companies Men must be a part of the conversation Equality is good for men. When men support women at work, they outperform their peers. When men are 50/50 partners at home, their relationships are stronger and they have more sex. And when they're active fathers, kids are healthier, happier, and more successful. -Sheryl Sandberg on ABC World News Tonight with David Muir

6 How paternity leave impacts diversity A recent study called Is Gender Diversity Profitable? Evidence from a Global Survey found that mandated maternity leave was not correlated with more female leadership, but stronger paternity leave policies were. With paternity leave came the ability to spread the burden of childcare in the early days more evenly, freeing women to return to work and ease back into their professional roles Companies like Netflix are in the news for announcing extended paternity leave for new dads Mark Zuckerberg of Facebook received a lot of positive media attention lately for taking his paternity leave When Norway extended their parental leave policy a little more than two decades ago to include four additional weeks of leave specifically for dads, the rate of dads who took leave skyrocketed from a mere 3% to 35%. Since then, the rate has continued to build to 70%. In California, five years after the state instituted a paid parental leave program in 2004, 25% of California dads took advantage of it, an increase of nearly 50% during that time What are some healthcare organizations doing to address diversity? 12 6

7 Example- HCSC Gender Diversity through our HCSC Employees Women represent 59.9% of management positions and 73.6% of employees, exceeding the representation of women in Fortune 500 companies at all levels, according to recent Catalyst data. Given that women make 85% of healthcare decisions, our gender diversity serves as a powerful bridge to the marketplace and helps create a powerful D&I brand for HCSC as an insurer and employer of choice. Men with and without children are equally likely to telecommute at a rate of 9% and 10% respectively, while women with children prefer telecommuting over other female coworkers without children. Women are also 2 to 3 times as likely to telecommute compared to their male counterparts. 13 Example - HCSC HCSC s Diverse Leadership Perspective Program This accelerated leadership program focuses on engagement of HiPos At HCSC, HR formed a unique cross departmental workgroup that included Talent Management, Leadership Development and the Center for Diversity and Inclusion to pilot an accelerated leadership development program for diverse managers. Leading Women Executives Program Leading Women Executives is a multi-dimensional leadership program that focuses exclusively on high potential women executives. A number of large companies participate in the LWE program, so our candidates from HCSC have an opportunity to network with other high potential women leaders to support each other in their development. 14 7

8 Example Northwestern Medicine Journey began in 1999 with reflection: Women dominate healthcare delivery Family caregiving roles dominated by women Lifelong career development essential in academic medicine Retention of top talent key to long-term success Develop leaders and reflect the workforce and patients Caregiving Mindset + Investment + Focus Career 15 Example Northwestern Medicine Steady meaningful investment: Competitive compensation, benefits, and retirement plans 70% of top quintile earners are women market equity reviews Tuition reimbursement Talent reviews identifying those who can do more Inclusion of women in all leadership development Organizational Mindset + Investment + Focus Local 16 8

9 Example Northwestern Medicine Measurable, evident progress Engaged workforce Externally validated Visible women leaders 72% of mgt; 68% of senior mgt Chairwoman of the BOD Presidents of two of four hospitals SVP Strategy SVP Marketing / Communications Mindset + Investment + Focus = Impact 17 Example - PwC PwC Ranked in the DiversityInc Top 10 for the past 7 years Strong personal involvement and commitment to diversity by male US Chairman, in collaboration with Sheryl Sandberg The firm has formal mentorship pairings, affinity circles, diversity recruitment, focus on career flexibility, and commitment to using diverse vendors Aspire to Lead: PwC s Women s Leadership Series Global initiative created to foster discussion and awareness of women and leadership Works on campuses to build confidence and leadership skills in women and support the transition from school to the workforce Provides training in areas such as confident communication 18 9

10 PwC + HeForShe HeForShe is a movement for gender equality developed by UN Women to engage men/boys as advocates. The UN is encouraging 1 billion men around the world to commit their support for women/girls. Emma Watson serves as the HeForShe Global Ambassador. 5 actions to take at heforshe.pwc.com: 1. Challenge double standards in society 2. Expand your network 3. Acknowledge potential blindspots 4. Call on more voices 5. Bring equality home, too 19 PwC commitments Engage men as agents of change We re aspiring to leverage our network to engage no less than 80,000 PwC men in HeForShe by Further support women in leadership roles We will launch a Global Inclusion Index to evaluate women s representation across all levels of our organization. Accelerate action and awareness We ll lend our full global footprint to HeForShe to drive awareness and action within and beyond our firm. Women and men will be encouraged to commit online, and take specific actions towards supporting global gender equality

11 Interactive dialogue What is your organization doing to address the needs of your women patients/customers and employees? What strategies and programs do you have in place to advance women in leadership? How is your organization involving men in your strategy and programs? What have you seen other industries do that would work well in your healthcare organization? 21 Bibliography/References /08/04/118743/the-womens-leadership-gap/ Catalyst. Pyramid: Women in S&P 500 Companies. New York: Catalyst, February 3, se.cfm?id=

12 Bibliography/References