unc leadership survey 2012: women in business
DESCRIPTION
The UNC Leadership Survey 2012: Women in Business explores how companies attract, develop, and recruit women. Survey respondents included talent management professionals from all over the world.TRANSCRIPT
UNC Leadership Survey 2012: Women in Business Quantitative Report
UNC Kenan-Flagler Business School Executive Development
Table of Contents
Introduction 3
How to Read This Report 4
Key Findings 5
Section A: Current Organizational Climate 8
Section B: Development of Women Leaders 15
Section C: Demographics 29
UNC Kenan-Flagler Business School 30
UNC Executive Development 31
Contact Information 32
2012 UNC Leadership Survey Proprietary & Confidential
Introduction
Objectives This study was conducted to gain feedback from senior business leaders on: • The development, career progress, work/life
balance, mentoring, and organizational support for women in the workplace;
• The current presence of women in leadership roles; • The effectiveness of recruiting, retaining, and
developing women executives; • The importance of key performance metrics and
how women leaders perform in these areas; and • Perceived barriers to the advancement of women
into leadership roles.
Invites Sent Completes Response
Rate *
Total 69,326 925 1.33%
Domestic Talent Development Managers 35,333 856 2.42%
C-suite Executive 21,956 50 0.23%
International Talent Development Managers 12,037 19 0.16%
Methodology • The questionnaire was developed by Percept
Research and the University of North Carolina Kenan-Flagler Business School.
• The survey was administered via a web survey hosted by Percept Research.
• Percept Research processed all completed questionnaires, tabulated data, and developed graphical presentation of results.
Segmentation • This report provides comparative analysis of the
following segments of interest. All questions displayed in this report were mandatory with the following number (N) of completed interviews.
Total 925
Male 181
Female 744
Talent Developers 631
Non-Talent Developers 294
Title: C-Level 130
Title: Vice President 206
Title: Director 300
Title: Manager 185
Title: Other 84
*Response Rate calculation does not take into account emails returned as ‘undeliverable’ or ‘out of office’ Fielding Overview • Fielding Started: 02/07/2012 • Fielding Completed: 02/24/2012
How to Read this Report
Bar Charts • Overall ratings and data are presented in
bar charts as means. Unless otherwise noted, all responses are based on a 0-5 scale.
• Typically 0-1 is considered a poor rating while 4-5 is considered a high rating based on a 0-5 scale.
• Response options are displayed in order of decreasing mean rating for easier interpretation in the bar charts.
Graphical Report Segmentation is based on results to survey questions: • Male vs. Female: categorization based
on response to question C1 ‘What is your gender? ‘
• Talent Development Managers vs. Non Talent Development Managers: categorization based on response to question C5 ‘Are you in a talent development function (e.g., HR, leadership development, human capital) in your organization?’
• Title: categorization based on response to question C4 ‘Which of the following best describes your title in your company?’
Key Findings
Key Findings • Respondents perceive a positive trend in the number of women holding senior leadership positions (see
slide 9). Approximately half (48%) stated the number has increased over the past five years while 15% believe it has decreased. There is a correlation between level in organization and perception of the increase of women in leadership positions. Sixty percent of C-Suite Executives reported an increase over the last five years compared to 38% of Managers. When asked how the number of women holding senior leadership positions will change in the next five years the answers become less clear. While 40% of respondents believe the number will increase, 28% believe it will stay the same, and 30% don’t know if it will decrease, increase, or stay the same (slide 10). Men have a more positive outlook than their female counterparts. Nearly two-thirds (65%) of male respondents believe the number of women in leadership positions has increased over the past 5 years and 57% believe the number will continue to increase over the next 5 years. This is significantly higher than the 44% and 36%, respectively, reported by female respondents.
• Only eleven percent of respondents believe their organizations are extremely effective in recruiting women executives while fourteen percent stated their companies were not at all effective (slide 11). The more senior the respondent the more positive the view on their company’s recruiting efforts. Over half (53%) of C-Suite Executives selected extremely or moderately effective compared to 28% of Managers. It should be noted that the majority of C-Suite Executives in this study were female (69%), so the gender and title comparisons can be viewed separately. Once women achieve these senior levels, companies are doing an effective job with retention. Fifty-seven percent of respondents believe their companies are extremely effective or moderately effective in retaining women executives (slide 12). Men believe their companies are more effective in retaining woman than women. While 73% of men believe their company is extremely or moderately effective only 52% of women feel similarly.
Key Findings Continued • Companies continue to create an organizational climate that is doing a moderate job in its support of the
development of women’s leaders. Over one-third (38%) of the respondents indicated the organizational climate at their companies moderately encourage the development of women leaders (slide14). This is similar to the 2010 Study by Mercer that found 43% of their respondents stating the same level of support (from their 2010 “Women’s Leadership Development Survey”). Slightly more respondents in the current study selected ‘to a small extent’ (28%) than ‘to a great extent’ (22%). As with the previous findings, men and C-Suite Executives have a more positive opinion of the support systems available to women executives.
• Comparative analysis of public to private companies and company size did not yield any actionable statistical differences.
Section A: Current Organizational Climate
Section A: Current Organizational Climate
7%
27%
65%
1%
17%
36%44%
3%
15%
34%
48%
2%
0%
20%
40%
60%
80%
100%
Decreased Stayed thesame
Increased Don’t know
Males Females Total
15%
35%
48%
3%
15%
34%
50%
2%0%
20%
40%
60%
80%
100%
Decreased Stayed thesame
Increased Don’t know
Talent Dev Non Talent Dev
11%
29%
60%
0%
14%
34%
52%
0%
17%
32%
48%
3%
17%
39% 38%
5%13%
37%
48%
2%0%
20%
40%
60%
80%
100%
Decreased Stayed the same Increased Don’t know
C-Suite Exec VP Director Manager Other• Overall, respondents indicated the number of women holding senior leadership positions within their company has increased over the past five years.
• Gender: Significantly more men (65%) than women (44%) indicated an increase in the number of women holding leadership positions within a company in the past five years.
• Title: Slightly more C-Suite Executives (60%) felt senior leadership positions held by women has increased over the past five years compared to respondents holding other titles.
How has the number of women holding senior leadership positions in your company changed in the past 5 years? (A1)
Section A: Current Organizational Climate How will the number of women holding senior leadership positions in your company change in the next 5 years? (A2)
1%
22%
57%
20%
2%
29%36%
33%
2%
28%
40%
30%
0%
20%
40%
60%
80%
100%
Decrease Stay the same Increase Don’t know
Males Females Total
1%
25%
41%33%
3%
31%40%
27%
0%
20%
40%
60%
80%
100%
Decrease Stay the same Increase Don’t know
Public Private
2%
33%
42%
22%
2%
21%
51%
26%
2%
33% 36%28%
1%
24%
37% 38%
0%
27%33%
39%
0%
20%
40%
60%
80%
100%
Decrease Stay the same Increase Don’t know
C-Suite Exec VP Director Manager Other• Overall, respondents predict positive changes with the number of women holding senior leadership positions increasing within the next 5 years.
• Gender: Men (57%) had a significantly stronger outlook on the future of women holding leadership positions within a company compared to women (36%).
• Title: Vice Presidents felt the most optimistic in terms of women holding senior leadership positions within their company in the next 5 years.
• Results are similar for respondents working in publicly owned and privately owned companies.
Section A: Current Organizational Climate
5%
14%
18%
26%
26%
11%
5%
16%
20%
26%
24%
9%
5%
7%
11%
24%
36%
17%
0% 20% 40% 60% 80% 100%
Don’t know
Not at all effective
Slightly effective
Somewhat effective
Moderately effective
Extremely effective
Males
Females
Total
5%
13%
20%
26%
24%
11%
5%
15%
18%
25%
27%
10%
0% 20% 40% 60% 80% 100%
Don’t know
Not at all effective
Slightly effective
Somewhat effective
Moderately effective
Extremely effective
Talent Dev
Non Talent Dev
C-Suite Exec VP Director Manager Other
Extremely effective 18% 12% 8% 6% 13%
Moderately effective 35% 22% 28% 22% 21%
Somewhat effective 23% 26% 28% 20% 27%
Slightly effective 11% 22% 15% 24% 23%
Not at all effective 6% 14% 16% 22% 8%
Don’t know 6% 4% 4% 6% 7%
• Overall, these findings indicate that there remains a significant need for more effective recruitment strategies for women executives.
• Gender: Males believe their companies are more effective in recruiting woman than females. While 53% of men believe their company is extremely or moderately effective only 33% of women feel similar.
• Title: There is a correlation between management level and belief in effectiveness of recruiting. Over half (53%) of C-Suite Executives stated extremely or moderately effective compared to 28% among managers.
How effective is your company in recruiting women executives? (A3)
Section A: Current Organizational Climate How effective is your company in retaining women executives? (A4)
3%
5%
13%
22%
32%
25%
3%
6%
15%
23%
30%
22%
4%
1%
7%
15%
38%
35%
0% 20% 40% 60% 80% 100%
Don’t know
Not at all effective
Slightly effective
Somewhat effective
Moderately effective
Extremely effective
Males
Females
Total
5%
6%
18%
20%
29%
22%
2%
5%
11%
23%
33%
26%
0% 20% 40% 60% 80% 100%
Don’t know
Not at all effective
Slightly effective
Somewhat effective
Moderately effective
Extremely effective
Talent Dev
Non Talent Dev
C-Suite Exec VP Director Manager Other
Extremely effective 39% 30% 23% 14% 25%
Moderately effective 29% 32% 33% 30% 30%
Somewhat effective 18% 21% 22% 23% 24%
Slightly effective 10% 12% 14% 18% 11%
Not at all effective 2% 3% 5% 11% 4%
Don’t know 2% 2% 3% 4% 7%
• Overall, these findings indicate that companies are doing an effective job in retaining women executives.
• Gender: Males believe their companies are more effective in retaining woman than females. While 73% of men believe their company is extremely or moderately effective only 52% of women feel similar.
• Title: As with recruiting, there is a correlation between management level and belief in effectiveness of retention. Over two-thirds (68%) of C-Suite Executives stated extremely or moderately effective compared to 44% among managers.
Section A: Current Organizational Climate How effective is your company in the development of women executives? (A5)
2%
16%
20%
24%
29%
8%
2%
19%
22%
24%
27%
6%
3%
4%
15%
25%
37%
15%
0% 20% 40% 60% 80% 100%
Don’t know
Not at all effective
Slightly effective
Somewhat effective
Moderately effective
Extremely effective
Males
Females
Total
4%
20%
19%
23%
27%
7%
1%
14%
21%
25%
30%
8%
0% 20% 40% 60% 80% 100%
Don’t know
Not at all effective
Slightly effective
Somewhat effective
Moderately effective
Extremely effective
Talent Dev
Non Talent Dev
C-Suite Exec VP Director Manager Other
Extremely effective 11% 7% 7% 7% 8%
Moderately effective 38% 31% 27% 23% 31%
Somewhat effective 22% 26% 28% 18% 24%
Slightly effective 18% 19% 21% 23% 15%
Not at all effective 8% 14% 15% 26% 18%
Don’t know 3% 2% 2% 2% 4%
• Men (52%) and C-Suite Executives (49%) feel their company has been extremely or moderately effective in the development of women executives.
• Note that Managers (26%), Non Talent Development respondents (20%), and a significant portion of women (19%) rated their company as not at all effective in developing women executives compared to other groups.
Section A: Current Organizational Climate How well does the organizational climate at your company encourage the development of women leaders? (A6)
2%12%
45%39%
3%12%
32%37%
19%
1%10%
28%38%
22%
1%0%
20%
40%
60%
80%
100%
Not at all To a smallextent
To amoderate
extent
To a greatextent
Don’t know
Males Females Total
9%
27%
40%
23%
1%11%
31% 34%
21%
3%
0%
20%
40%
60%
80%
100%
Not at all To a smallextent
To amoderate
extent
To a greatextent
Don’t know
Talent Dev Non Talent Dev
C-Suite Exec VP Director Manager Other
Not at all 6% 10% 9% 14% 7%
To a small extent 17% 29% 30% 34% 26%
To a moderate extent 41% 37% 38% 37% 39%
To a great extent 35% 23% 22% 13% 25%
Don’t know 2% 0% 1% 3% 2%
• Overall, these findings indicate that companies are doing a moderate job at creating an organizational climate that encourages the development of women leaders.
• Gender: Not surprisingly, women have a more tempered outlook on the development of women executives compared to men. Women are more likely to select “to a small extent” than “to a great extent.”
• Title: Individuals within the higher levels organization are more likely to give their company higher marks in the development of women leaders.
Section B: Development of Women Leaders
Section B: Development of Women Leaders How important is the development of women leaders on your company’s strategic agenda? (B1)
6%
25% 27%31%
10%1%
16%23%
52%
8%2%
18%23%
48%
9%
0%
20%
40%
60%
80%
100%
Top 3strategic
agenda item
Top 10strategic
agenda item
On thestrategicagenda,
but not nearthe top
Not on thestrategicagenda
Don’t Know
Males Females Total
3%
19%25%
46%
7%1%
15% 20%
53%
12%
0%
20%
40%
60%
80%
100%
Top 3strategic
agenda item
Top 10strategic
agenda item
On thestrategicagenda,
but not nearthe top
Not on thestrategicagenda
Don’t Know
Talent Dev Non Talent Dev
23%
43%
19%
14%
1%
11%
49%
23%
17%
1%
9%
49%
24%
16%
2%
4%
48%
27%
19%
2%
1%
51%
21%
22%
5%
0% 20% 40% 60% 80% 100%
Don’t Know
Not on the strategic agenda
On the strategic agenda,but not near the top
Top 10 strategic agenda item
Top 3 strategic agenda item
C-Suite Exec
VP
Manager
Director
Other
• Overall, nearly half (48%) of respondents indicated that the development of women leaders within their company was not on the strategic agenda. Very few respondents rated the development of women leaders as a top 3 strategic agenda item.
• Gender: A significantly higher percentage of women (52%) felt the development of women leaders was not a part of their organization’s strategic agenda compared to men (31%).
Section B: Development of Women Leaders Which of the following best describes your company’s approach to the development of women leaders? (B2)
Total Males Females
Talent
Dev
Non
Talent
Dev
C-Suite
Exec VP Director Manager Other
No initiatives or programs
targeted to the needs of women leaders46% 30% 50% 46% 48% 42% 45% 50% 50% 39%
Offer some initiatives or programs 29% 37% 27% 30% 26% 29% 33% 27% 23% 36%
Offer a specific leadership program for women 10% 17% 8% 10% 8% 8% 9% 10% 10% 8%
Plan to offer some activities or
programs within the next 12 months6% 4% 6% 6% 5% 5% 7% 7% 6% 4%
Don’t know 4% 7% 4% 3% 9% 5% 1% 2% 8% 8%
Other (please specify) 5% 4% 5% 5% 4% 10% 5% 4% 3% 5%
• Overall, the majority of respondents across all groups felt their organization had no initiatives in place to aid in developing women leaders and few plans in developing activities within the next 12 months.
• Significantly more women (50%) than men (30%) indicated there were no initiatives or programs to develop women.
• Of the 39% of respondents that stated there were initiatives or programs for women, a significantly lower percentage believe there is a specific leadership program (10%) versus ‘some initiatives or programs’ (29%).
This takeaway box refers to findings from question B3 on the next slide. • One half (50%) of respondent companies
have deployed flexible work arrangements within the last three years to identify, assess, retain and development women leaders. Other highly-selected options include programs to encourage female networking and role models, mentoring of junior women, and CEO & senior executive oversight of gender diversity efforts.
• Conversely, approximately one quarter of companies (23%) have not undertaken any efforts for women leaders.
Section B: Development of Women Leaders In the past 3 years, which efforts, if any, has your company undertaken to identify, assess, retain, and develop women leaders? Please select all that apply. (B3)
Total Males Females
Talent
Dev
Non
Talent
Dev
C-Suite
Exec VP Director Manager Other
Flexible working arrangements 50% 55% 49% 52% 47% 61% 49% 50% 42% 51%
Programs to encourage female networking and role
models38% 51% 35% 40% 33% 42% 40% 38% 33% 40%
Encouragement for senior executives to mentor junior
women31% 46% 27% 33% 27% 45% 33% 30% 24% 25%
Oversight by CEO and the executive team of gender
diversity efforts25% 32% 24% 28% 19% 29% 32% 23% 22% 18%
Assessing indicators of the company’s performance in
hiring, retaining, promoting, and developing women24% 33% 22% 28% 17% 28% 25% 23% 24% 20%
Support programs and facilities to help reconcile work
and family life 23% 34% 20% 23% 23% 31% 23% 22% 16% 29%
Performance evaluation systems that neutralize the
impact of parental leaves or flexible work 18% 30% 15% 20% 14% 25% 21% 16% 14% 21%
Skill-building programs developed specifically at women 13% 22% 11% 14% 12% 15% 15% 13% 11% 10%
Programs to smooth transitions before, during, and
after parental leaves11% 22% 8% 12% 8% 19% 10% 7% 8% 17%
Inclusion of gender diversity indicators in executives’
performance reviews11% 20% 8% 11% 10% 12% 13% 7% 13% 12%
Gender-specific coaching programs 6% 12% 5% 7% 4% 11% 5% 6% 3% 4%
Gender quotas in hiring, retaining, promoting, or
developing women6% 11% 5% 6% 5% 4% 6% 5% 6% 8%
Systematic requirement that at least one female
candidate be in each promotion pool5% 8% 4% 5% 5% 5% 4% 5% 2% 6%
Other 4% 4% 4% 4% 3% 5% 4% 4% 4% 5%
No efforts undertaken for women leaders 23% 14% 25% 22% 27% 18% 23% 22% 29% 23%
Section B: Development of Women Leaders If you have leadership programs for women in your organization, how effective are they? (B4)
0%7%
21% 23%
5%
45%
1%10%
16%11%
3%
60%
1%9%
17% 13%3%
57%
0%
20%
40%
60%
80%
100%
Not at alleffective
Slightlyeffective
Somewhateffective
Moderatelyeffective
Extremelyeffective
Do not haveleadership
programs forwomen
Males Females Total
0%10% 14% 13%
3%
59%
3% 7%
22%13%
3%
52%
0%
20%
40%
60%
80%
100%
Not at alleffective
Slightly effective Somewhateffective
Moderatelyeffective
Extremelyeffective
Do not haveleadership
programs forwomen
Talent Dev Non Talent Dev
Not at all effective 1% 1% 0% 2% 3%
Slightly effective 8% 10% 11% 7% 8%
Somewhat effective 17% 15% 18% 16% 16%
Moderately effective 17% 14% 10% 10% 23%
Extremely effective 5% 4% 3% 2% 3%
Do not have leadership
programs for women52% 56% 59% 62% 47%
C-Suite Exec VP Director Manager Other
• Overall, the majority of respondents stated that their organizations do not have leadership programs for women. This was a consistent trend across all segments. Of those that do have programs, they are most likely to be considered somewhat effective.
Section B: Development of Women Leaders What are the biggest perceived barriers, if any, preventing women from advancing to the top management of your company? Please select up to 3 barriers. (B5)
Total Males Females
Talent
Dev
Non
Talent
Dev
C-Suite
Exec VP Director Manager Other
Lack of executive sponsor or mentor 37% 22% 41% 37% 37% 20% 42% 39% 41% 36%
Absence of women role models 29% 21% 31% 30% 27% 16% 30% 26% 39% 30%
Women not being in the pipeline long enough 27% 29% 26% 28% 24% 30% 28% 27% 28% 18%
Lack of significant general management/line
experience25% 23% 26% 25% 25% 25% 30% 24% 24% 23%
Exclusion from informal communication networks 21% 8% 24% 20% 23% 9% 28% 21% 22% 19%
Requirement of a high level of availability for top
management15% 7% 17% 14% 16% 13% 14% 17% 13% 14%
Lack of pro-family policies or support services (e.g.,
childcare, telecommuting)11% 5% 13% 13% 9% 4% 9% 12% 17% 13%
Other (please specify) 13% 13% 13% 12% 15% 15% 12% 14% 11% 14%
No barriers exist at my company 16% 31% 13% 16% 16% 27% 13% 16% 11% 21%
• Only 16% of respondents believe there are no barriers at their company. Significantly more men (31%) than women (13%) believe there are no barriers preventing women from advancing.
• Significantly more C-Suite Executives (27%) than lower level respondents (VP – 13%, Director – 16%, Manager – 11%) perceive no barriers to advancement.
Section B: Development of Women Leaders Please rate the current state of your organization’s talent pool for the following women leadership roles. (B6) (Poor [1] = very small pool of women available for leadership roles, Excellent [5] = large pool of women available for leadership roles)
3.6
3.0
2.3
3.5
2.7
1.9
3.6
2.8
2.0
0
1
2
3
4
5
Manager Senior Leader (VP,Director)
C-Suite Exec
Males Females Total
3.6
2.8
2.0
3.5
2.8
2.0
0
1
2
3
4
5
Manager Senior Leader (VP,Director)
C-Suite Exec
Talent Dev Non Talent Dev
3.5
2.7
1.9
3.6
2.9
2.1
0 1 2 3 4 5
Manager
Senior leader (VP, Director)
C-Suite Exec
Private
Public
• Respondents rated the talent pool for women managers within their organization the highest across the roles (Senior Leader and C-Suite). These ratings, however, are still only slightly above the midpoint.
• Overall, respondents gave poor ratings for having a small pool of women available for C-Suite roles within the company.
• Respondents of both public and private companies gave significantly higher ratings for having a larger manager talent pool compared to other leadership roles.
Section B: Development of Women Leaders How would you rate your company’s performance on the following efforts to develop women leaders? (B7) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
Total Males Females
Talent
Dev
Non
Talent
Dev
C-Suite
Exec VP Director Manager Other
Retaining women once they reach leadership levels 2.9 3.4 2.8 2.9 2.8 3.5 3.0 2.8 2.6 3.0
Retaining women so that they reach leadership levels 2.7 3.3 2.5 2.7 2.6 3.3 2.8 2.6 2.3 2.7
Having enough women in the leadership pipeline 2.3 2.7 2.3 2.4 2.3 2.6 2.4 2.3 2.1 2.5
Having work-life programs that attract and retain
women2.3 2.7 2.2 2.3 2.2 2.8 2.3 2.2 2.0 2.4
Accelerating the development of women with early-
career high potential2.2 2.7 2.1 2.3 2.2 2.6 2.2 2.2 2.1 2.3
Having women develop the full range of skills necessary
for a senior leadership position2.2 2.8 2.1 2.3 2.2 2.7 2.2 2.2 2.0 2.3
• All attributes are rated below the midpoint. Respondents do not believe their company is doing an effective job on any of these attributes.
• Title: The higher the level in the company, the higher the rating of company performance on these attributes.
• Gender: Men give significantly higher ratings than women.
Section B: Development of Women Leaders How important are the following personal leadership competencies to business success? (B9) [5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important]
Total Males Females
Talent
Dev
Non
Talent
Dev
C-Suite
Exec VP Director Manager Other
Communicating effectively 4.8 4.7 4.8 4.8 4.8 4.7 4.8 4.8 4.7 4.8
Creating a culture of accountability and performance 4.7 4.6 4.7 4.7 4.6 4.7 4.7 4.7 4.6 4.6
Building effective teams 4.6 4.5 4.6 4.5 4.6 4.6 4.6 4.6 4.5 4.7
Being adaptive 4.5 4.4 4.5 4.5 4.5 4.5 4.6 4.5 4.5 4.6
Developing others 4.3 4.3 4.3 4.3 4.3 4.3 4.4 4.3 4.4 4.5
Leveraging diversity 3.9 3.8 4.0 3.9 3.9 3.8 4.0 3.9 4.0 4.1
• Communicating effectively, creating a culture of accountability and performance, building effective teams, and being adaptive are all rated as very important across all segments.
• The remaining two attributes, developing others and leveraging diversity, are rated as important.
• Men and women ranked the attributes in the same order of importance.
• Talent Development Managers ranked the attributes in the same order of importance as respondents not in Talent Development roles.
Section B: Development of Women Leaders How do women leaders in your organization perform on the following personal leadership competencies? (B10) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
Total Males Females
Talent
Dev
Non
Talent
Dev
C-Suite
Exec VP Director Manager Other
Communicating effectively 3.9 3.9 3.8 3.9 3.9 3.9 3.9 3.8 3.9 3.8
Being adaptive 3.7 3.7 3.7 3.7 3.6 3.9 3.8 3.7 3.7 3.5
Creating a culture of accountability and performance 3.6 3.7 3.6 3.6 3.6 3.9 3.7 3.6 3.5 3.4
Building effective teams 3.5 3.6 3.5 3.6 3.5 3.9 3.7 3.5 3.5 3.2
Developing others 3.4 3.4 3.3 3.4 3.3 3.6 3.5 3.3 3.3 3.2
Leveraging diversity 3.2 3.4 3.1 3.2 3.2 3.5 3.2 3.1 3.2 3.0
• Leveraging diversity, developing others, being adaptive, communicating effectively and building effective teams are all rated as excellent across all segments.
• The remaining attribute, creating a culture of accountability and performance, are rated as very good.
• Men gave women leaders in their organizations similar or slightly higher ratings than women on all attributes.
• Talent Development Managers gave women leaders similar or slightly higher ratings than non Talent Development Managers on all attributes.
Section B: Development of Women Leaders How important are the following organizational leadership competencies to business success? (B11) [5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important]
4.3
4.5
4.6
4.6
4.7
4.7
4.3
4.6
4.6
4.6
4.7
4.7
4.2
4.4
4.5
4.5
4.6
4.6
0 1 2 3 4 5
Leading innovation
Formulating a strategy
Solving problems
Managing change
Making decisions
Executing a strategy
Males
Females
Total
4.4
4.6
4.6
4.6
4.7
4.7
4.3
4.5
4.6
4.6
4.7
4.7
0 1 2 3 4 5
Leading innovation
Formulating a strategy
Solving problems
Managing change
Making decisions
Executing a strategy
Talent Dev
Non Talent Dev
Executing a strategy 4.7 4.8 4.7 4.6 4.7
Making decisions 4.7 4.7 4.7 4.6 4.8
Managing change 4.6 4.6 4.5 4.5 4.8
Solving problems 4.5 4.6 4.6 4.5 4.6
Formulating a strategy 4.4 4.6 4.6 4.5 4.6
Leading innovation 4.2 4.3 4.3 4.4 4.4
C-Suite Exec VP Director Manager Other
• All attributes were rated as very important by respondents. There are no significant difference between segments.
Section B: Development of Women Leaders How do women leaders in your organization perform on the following organizational leadership competencies?(B12) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
3.2
3.5
3.6
3.8
3.8
4.1
3.2
3.5
3.6
3.7
3.8
4.1
3.4
3.6
3.7
3.9
3.9
4.1
0 1 2 3 4 5
Leading innovation
Formulating a strategy
Managing change
Executing a strategy
Making decisions
Solving problems
Males
Females
Total
3.2
3.5
3.6
3.6
3.7
4.0
3.2
3.6
3.6
3.8
3.9
4.1
0 1 2 3 4 5
Leading innovation
Formulating a strategy
Managing change
Executing a strategy
Making decisions
Solving problems
Talent Dev
Non Talent Dev
Solving problems 4.3 4.2 4.0 4.0 4.0
Making decisions 4.1 4.0 3.7 3.8 3.6
Executing a strategy 4.0 4.0 3.7 3.6 3.6
Managing change 3.9 3.7 3.5 3.5 3.5
Formulating a strategy 3.7 3.7 3.5 3.4 3.4
Leading innovation 3.6 3.3 3.1 3.2 3.1
C-Suite Exec VP Director Manager Other• Only one attribute, Solving problems,
received a rating of very good or excellent.
• Title: The higher the level of the individual, the higher the ratings on the performance of women leaders. While the differences are not significant, the trend is present.
Section B: Development of Women Leaders What is the percentage of women in the C-suite officers of your company (i.e., CEO, CFO, COO, CLO, CIO, CTO, CMO, etc.)? (B13) What is the percentage of women in the upper management of your company (i.e. vice-presidents, managers, directors, etc.)? (B14)
16%
27%
15%
26%
15%
26%
0%
20%
40%
60%
80%
100%
Percentage of women in theC-suite officers of your
company
Percentage of women in theupper management of your
company
Males Females Total
16%
27%
15%24%
0%
20%
40%
60%
80%
100%
Percentage of women in theC-suite officers of your
company
Percentage of women in theupper management of your
company
Talent Dev Non Talent Dev
29%33%
14%
26%
13%
26%
9%
19%17%
31%
0%
20%
40%
60%
80%
100%
Percentage of women in theC-suite officers of your company
Percentage of women in theupper management of your company
C-Suite Exec VP Director Manager Other• The general consensus of respondents is that there is a small percentage of women in C-Suite positions in their company. The percentage of women is upper management is significantly higher, but still around 1 in 4.
• Title: As expected, C-Suite Executives indicated significantly higher management levels of women in the C-Suite. There is a weak correlation between level in the company and percentage of women in upper management.
Section B: Development of Women Leaders How would you rate the current economic performance of your company? (B15) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
2%
13%
26%33%
24%
3%
13%
26%35%
24%
2%
14%
27% 28% 28%
0%
20%
40%
60%
80%
100%
Poor Fair Good Very good Excellent
Males Females Total
3%
13%
30% 28% 27%
2%
13%
25%
36%
23%
0%
20%
40%
60%
80%
100%
Poor Fair Good Very good Excellent
Talent Dev Non Talent Dev
• Overall, the findings suggest that the current economic performance of respondent companies is very positive.
• Vice Presidents gave the highest rating for the current economic performance of their organization.
Section C: Demographics
Section C: Demographics What is your gender? (C1)
18%23%
82%77%
0%
20%
40%
60%
80%
100%
Talent Dev Non Talent Dev
Male Female
31%21%
16% 14%19%
69%79%
84% 86%81%
0%
20%
40%
60%
80%
100%
C-Suite Exec VP Director Manager Other
Male Female
Section C: Demographics What is your age? (C2)
48.0
47.4
50.4
0 20 40 60 80
Age (Years)Males
Females
Total 48.3
47.9
0 20 40 60 80
Age (Years)Talent Dev
Non Talent Dev
46.5
45.6
47.4
49.8
51.5
0 20 40 60 80
Age (Years)
C-Suite Exec
VP
Director
Manager
Other
Section C: Demographics What is the highest level of education you have achieved? (C3)
3% 3%
29%
52%
11%3% 2%
37%
48%
10%3% 2%
35%
49%
10%
0%
20%
40%
60%
80%
100%
Some college Assoc. ortechnical
degree
Bachelor’s degree
Master’s degree
Doctorate /PHD
Males Females Total
3% 1%
34%
52%
9%2% 4%
38%43%
12%
0%
20%
40%
60%
80%
100%
Some college Assoc. ortechnical
degree
Bachelor’s degree
Master’s degree
Doctorate /PHD
Talent Dev Non Talent Dev
0% 2%
32%
52%
14%
4% 1%
39%48%
8%2% 1%
32%
50%
15%
4% 4%
37%
51%
3%2% 5%
40% 43%
7%
0%
20%
40%
60%
80%
100%
Some college Assoc. or technicaldegree
Bachelor’s degree Master’s degree Doctorate / PHD
C-Suite Exec VP Director Manager Other
Section C: Demographics Which of the following best describes your title in your company? (C4)
23% 25% 28%
15%9%12%
22%
34%
22%
9%14%
22%32%
20%
9%
0%
20%
40%
60%
80%
100%
C-Suite Exec VicePresident
Director Manager Other
Males Females Total
14%22%
36%
22%
7%16%
25% 27%18% 15%
0%
20%
40%
60%
80%
100%
C-Suite Exec VicePresident
Director Manager Other
Talent Dev Non Talent Dev
Section C: Demographics Are you in a talent development function (e.g., HR, leadership development, human capital) in your organization? (C5)
62%
38%
70%
30%
68%
32%
0% 20% 40% 60% 80% 100%
Yes
No
Males
Females
Total
65%
35%
65%
35%
74%
26%
72%
28%
50%
50%
0% 20% 40% 60% 80% 100%
Yes
No C-Suite Exec
VP
Director
Manager
Other
Section C: Demographics What is the estimated the annual gross revenue for your company? Please indicate in U.S. dollars and include sales for the entire company/organization. (C6)
3%
4%
3%
8%
23%
33%
19%
6%
6%
2%
2%
8%
23%
29%
21%
9%
5%
3%
3%
8%
23%
30%
21%
8%
0% 20% 40% 60% 80% 100%
Non-profit or not-for-profit
Less than $5 million
$5-$10 million
$11-$100 million
$101-$999 million
$1-$5 billion
More than $5 billion
Don’t know/Not sure
Males
Females
Total
4%
4%
2%
9%
22%
28%
20%
6%
2%
3%
8%
23%
30%
21%
0% 20% 40% 60% 80% 100%
Non-profit or not-for-profit
Less than $5 million
$5-$10 million
$11-$100 million
$101-$999 million
$1-$5 billion
More than $5 billion
Talent Dev
Non Talent Dev
C-Suite
Exec VP Director Manager Other
Non-profit or not-for-profit 3% 3% 8% 4% 5%
Less than $5 million 9% 0% 3% 2% 1%
$5-$10 million 2% 2% 2% 5% 1%
$11-$100 million 9% 4% 7% 9% 14%
$101-$999 million 30% 25% 23% 20% 16%
$1-$5 billion 36% 35% 30% 21% 30%
More than $5 billion 7% 27% 21% 25% 14%
Section C: Demographics How many employees work for your company? (C7)
13%
9%
16%
15%
15%
31%
13%
9%
16%
16%
15%
31%
16%
9%
15%
13%
14%
31%
0% 20% 40% 60% 80% 100%
Less than 500 employees
501 to 1,000 employees
1,001 to 2,500 employees
2,501 to 5,000 employees
5,001 to 9,999 employees
10,000 employees or more
Males
Females
Total
11%
8%
16%
17%
15%
32%
17%
11%
15%
12%
13%
30%
0% 20% 40% 60% 80% 100%
Less than 500 employees
501 to 1,000 employees
1,001 to 2,500 employees
2,501 to 5,000 employees
5,001 to 9,999 employees
10,000 employees or more
Non Talent Dev
Talent Dev
13%
14%
13%
15%
12%
31%
11%
11%
15%
17%
15%
28%
12%
9%
18%
13%
17%
31%
11%
6%
13%
17%
15%
39%
24%
7%
18%
15%
12%
25%
0% 20% 40% 60% 80% 100%
Less than 500 employees
501 to 1,000 employees
1,001 to 2,500 employees
2,501 to 5,000 employees
5,001 to 9,999 employees
10,000 employees or more
C-Suite Exec
VP
Director
Manager
Other
Section C: Demographics What type of company? (C8)
55%
45%
58%
42%
57%
43%
0% 20% 40% 60% 80% 100%
Public
Private
Males
Females
Total 58%
42%
57%
43%
0% 20% 40% 60% 80% 100%
Public
Private
Talent Dev
Non Talent Dev
42%
58%
68%
32%
56%
44%
58%
42%
58%
42%
0% 20% 40% 60% 80% 100%
Public
Private Other
Manager
Director
VP
C-Suite Exec
Section C: Demographics What is your country of residence (C9) [Top 5 mentions]
Total Males Females
Talent
Dev
Non
Talent
Dev
C-Suite
Exec VP Director Manager Other
United States 92% 82% 94% 93% 91% 90% 93% 94% 92% 87%
India 2% 7% 1% 2% 2% 5% 1% 2% 2% 2%
Canada 2% 0% 2% 2% 1% 1% 4% 2% 1% 2%
Brazil 1% 4% 0% 1% 1% 2% 0% 1% 1% 1%
China 1% 1% 1% 0% 1% 1% 0% 0% 2% 2%
UNC Kenan-Flagler Business School • The University of North Carolina at Chapel Hill, the nation’s first state university, is a leader in
educational excellence, consistently ranking among the top five best public universities.
• UNC’s Kenan-Flagler Business School is ranked among the top 20 in the United States for executive and full-time MBA programs and provides:
– Research with business impact from renowned faculty whose work is shaping the future of
business
– Teaching from professors devoted to the growth of knowledge and analytical skills of students and executives
– Experience and leadership skills gained in a challenging and supportive setting that helps people take career and company success to new levels
UNC Executive Development • The University of North Carolina’s Kenan-Flagler Business School has delivered customized and
open enrollment executive education programs with excellent results for over fifty years to a wide range of organizations.
• UNC Executive Development has provided unique learning experiences to create solutions for the business challenges facing our partners and participants. Our approach to program design and delivery teaches the way executives learn most effectively – by drawing upon the power of real-world, applicable experiences from our faculty and staff, and integrating the knowledge our participants share about the issues they face with new concepts and business strategies in programs designed to produce practical skills.
• Clients consistently rank UNC Executive Education in the top 20, citing our partnership approach
to program design, teaching effectiveness and customer service.
Contact Us • Any media questions and requests should be directed to Allison Adams:
Allison Adams Media Relations Director University of North Carolina's Kenan-Flagler Business School CB 3490 Chapel Hill, NC 27599-3490 919.962.7235 [email protected]
• Any questions regarding survey methodology should be directed to Kip Kelly:
Kip Kelly Director of Marketing and Business Development UNC Executive Development University of North Carolina's Kenan-Flagler Business School 919.843.6061 [email protected]