JUMP 2015_Do men really benefit from gender equality_Marc Timmerman_final version_2015-03-04.pptx

Axiom Consul,ng Partners Europe Marc Timmerman Isabelle Van Cauwenberge Managing Partner Principal

JUMP FORUM March 5th 2015

Workshop Do men really benefit from gender equality ?

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Q to women Ø Which animal would you compare men with?

Q to men Ø Which animal would you compare women with?

“We need to break the old stereotyping“ “US versus THEM”

But do we know enough about the views of men on Gender Equality ? Especially those of men if we need to pick up speed in establishing gender equality.

Advocacy for women’s rights Source: Ipsos, 2014

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JUMP, Workshop “Do men really benefit from gender equality?”, 2015, copyright of Axiom CP Europe

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Advocacy for women’s rights : differences between women and men Source: Ipsos, 2014


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Gender Equality

Changing Role PaOerns

PromoPng Women

Work-‐Life Harmony

Equal Reward & CondiPons

Focus in Best Practices

Axiom CP Europe Research : Based on the analysis of 150 best practice organizations in the European Union and 70 best practice initiatives in Belgium (2013-2014)

Risk of stereotyping without changing the role paQerns and making it available to all

•  Risk of retalia,on of the male popula,on : lower buy-‐in, taking over the network, …

•  Slowdown due to new re,rement policies

Trap of con,nued Male-‐Female Polariza,on: •  Lower Talent availability •  Disconnec,on with the

Millennial genera,on Essen,al to fundamental change

Equal opportuni,es is no guarantee for an equal outcome

High

Low


Do Millennials, too, expect “tradiPonal” partnerships ? Harvard Business Review, December 2014

Half of Millennial men expect their careers to take precedence over their partner’s. Only a quarter of Millennial women expect their partners’ careers to take precedence.

Two-‐thirds of Millennial men expect their partners to take primary responsibility for raising children. Fewer than half of Millennial women expect that they will take primary responsibility.

MEN 50%

CAREER PRIORITY

WOMEN 26%

MEN 66%

CHILD CARE

WOMEN 42%

Millennials or Genera,on Y : ages 20-‐35


Men & Gender Equality: Is there a “THEM” ? What do they think ? How do they feel about it ?

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How much & which support is there from men ?

What kind of benefits do they see for themselves ?

Which obstacles do we need to overcome ?


Q to Group : Why do some male colleagues resist gender equality ?

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Do the menPmeter poll. Go to : www.govote.at Enter code : 87 36 39 Visit the Axiom stand.

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Question to the Group : Ø  What would be benefits for men of an established gender equality ?

Seven reasons why the rise of women is good for men. Publica,on : 1 jan 2014, Diversity Council Australia

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1.  Equal access to a beQer work life 2.  Breaking out from the stereotype 3.  BeQer families 4.  New look leaders 5.  Greater job opportuni,es 6.  BeQer managers 7.  Higher produc,vity

We made a split on point 3 : •  “Being a beQer partner” •  “Being a beQer parent”


5 Levels of ExecuPve supporPve behavior towards Gender Equality Source: Research by Axiom Europe on the WoMen@Work Award candidacies 2010-‐2014

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Levels of ContribuPon ExecuPve Behavior The Essence

Level 1 Passive Support

This leader allows & funds ac,ons in favor of Gender Equality. They support passively.

Level 2 AcPve Advocacy

These leaders recognize the current and future benefits of diversity and inclusion. As strong believers they are credible and they inspire others to strive for gender balance in their companies.

They have understood. They advocate the WHY.

Level 3 AcPve Role-‐Modeling

These leaders prac,ce what they preach and do what they say con,nuously and persistently. They show the other layers of management the right way to act and serve as role models, demonstra,ng what “good” looks like.

They walk the talk.

Level 4 AcPve Personal Contributor

The exemplary execu,ve acts as an ac,ve mentor and coach towards female talent, raising their self-‐confidence to fight the stereotyping or “s,cky floor” effect while ac,vely coaching and challenging those women, having an authen,c belief in their poten,al.

They acPvely mentor.

Level 5 AcPve Inspirer

Extremely strong execu,ves demonstrate the most unique quality of all. They educate and coach men and women to fight their biases. They share their personal experiences and the lessons they’ve learned, so that others do not have to fight the same baQles.

They inspire with extreme intellectual honesty.

Research: conducted by Axiom CP Europe, on more than 50 execu,ve candidacies over a period of 5 years (2010-‐2014), men and women, all ac,ve at Execu,ve or C-‐suite level.


A systemic analysis : Are men influenced by direct interac,ons with women? How?

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The Mother

The Female Boss

The Female Peers

The Daughter

Direct Reports

The Partner


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Axiom Europe Survey: "Do men really benefit from gender equality?" March 2015


Survey response group

•  103 respondents •  Very up to date informa,on: collected between 20th February and 1st March 2015* •  Target group: male professionals •  Good mix of respondents:

•  Age diversity: •  15% younger than 40, •  41% between 40 and 50, •  44% older than 50.

•  Management level diversity: •  35% professionals/experts/individual contributors, •  14% junior & middle management, •  27% senior management, •  24% execu,ves

•  Very good response rate: 26% •  394 contacts Axiom Europe invited

* Survey will be re-‐opened tomorrow, Axiom con8nues collec8ng responses to refine research (give us your email address on our Axiom stand, you will be contacted soon)


Most men believe that gender equality also offers advantages to them


Advantages go beyond the ‘classic’ business case argument Fight against overall stereotyping might be key to further improve gender equality


•  Ethical •  Focus on quali,es

instead of gender •  More collabora,on •  More human

workplaces •  Being connected to

reality

Although 83% of men believes in advantages of gender equality, over 50% is personally concerned about gender quota implementaPon, and almost 30% is concerned about their own long term career opportuniPes.


Respondents think the overall concern of male colleagues is higher than their own, especially linked to long term career/ short term promoPon and visibility, besides gender quota.


Only a minority of men says not to promote gender equality at the workplace

Ac,ve Resistance

Conscious Denial

Passive

Remark : 15% of conscious & passive resistance Vs 19% of disbelievers in Talent Management


Not only indirect promoPon by men, AcPve involvement and influence on organizaPonal and individual level prevails

Level 1 : Passive Support

Level 2 : Ac,ve Advocacy

Level 3 : Ac,ve Role Modeling

Level 4 : Ac,ve Personal Contributor

Level 5 : Ac,ve Inspirer

Excep,onal respondents ? Story telling ? Self-‐awareness ?

30% of ac,ve allies is a careful es,mate

50% of verbal support


Who are the intrinsic allies ? Which male colleagues can benefit from addiPonal guidance ? •  Internal factors: Are there inter-‐genera,onal differences, influences by

management level, self-‐image? •  External influences: Are men influenced by interac,ons with women? How?

What might have a positive effect on the attitudes and behavior of men

with regard to gender equality at the workplace?

Inter-‐generaPonal differences & management responsibility

AGE ⇢  No significant differences between 40-‐50 age group (81%) and 50+ age group (82%) (Gen X and BB). ⇢  40-‐50 age group is more ac,ve than 50+ age group in directly promo,ng gender equality at the workplace.

⇢  Age<40 respondents acknowledge more advantages for them, due to gender equality (94%). ⇢  BUT age<40 respondents promote less openly gender equality at the workplace (Taking it for granted ?).

MANAGEMENT LEVEL ⇢  The greatest allies are currently in junior management. ⇢  Middle management and not-‐management see least the

advantages deriving from gender equality. ⇢  A significant part (18%) of not-‐management takes no

ac,ons to promote gender equality (versus 4% at senior management and 8% at execu,ve level).

⇢  Middle management is significantly involved (they all

take some kinds of ac,on), but don’t see sufficiently the advantages it can bring to them (Need for communica5on and awareness training?).


Self-‐image of stereotype company man, self-‐raPng on masculinity

SELF-‐IMAGE ⇢  No correla,on between self-‐image as stereotype “company man”* and acknowledging the advantages of

more gender equality at the workplace; on the other hand real “company men” are less inclined to promote gender equality openly on the workplace. ⇢  Accordance to the dominant coali5on ?

⇢  Nega,ve correla,on between self-‐ra,ng on masculinity* and seeing advantages of more gender equality at the workplace: respondents with higher masculine self-‐ra,ngs see more advantages. ⇢  Less self-‐concerns ?

⇢  Respondents with a low self-‐ra,ng on masculinity clearly take more ac,on in openly promo,ng gender equality at the workplace. ⇢  More open-‐mindedness ?

*Defini5on stereotype “company man” = almost unlimited 8me spent and energy dedicated to your career, biggest/only contributor to the family income, powerful posi8on, being part of the dominant coali8on, ... (from ‘I strongly agree’... to ‘I strongly disagree’) **Self-‐ra5ng on masculinity => “How typically ‘masculine’ would I rate my behavior?”: totally (80-‐100%), to a great extent (60-‐80%), middle of the road (40-‐60%), some8mes (20-‐40%), not at all (0-‐20%)


Possible influence by women, in men’s private life

SCHOOL ⇢  Clear correla5on between having aIended a mixed

gender school and seeing advantages of gender equality at the workplace.

⇢  Correla,on between having aQended a single gender

school and taking less ac,on to openly promote gender equality at the workplace.

CHILDREN / DAUGHTERS ⇢  Not the expected posi,ve correla,on between having daughters and seeing

advantages of more gender equality at the workplace; slightly posi,ve correla,on of having children.

⇢  Not the expected posi,ve correla,on between having children or daughters and openly promo,ng gender equality at the workplace.

Q 20 Do I openly promote gender equality at the workplace?

Between the age of 12 and 18, I attended:

a mixed gender school

a single gender school

no, I don't take any actions 7% 12%

no, I don't care 5% 7%



EQUAL PAY & PARTNER ⇢  Men with partners that earn about the same, have very

high scores on NOT seeing advantages of gender equality at the workplace (36%) (!!!)

⇢  Also 33% (!!!) of the male singles don’t see advantages ⇢  Personal Anxiety or Compe55on ? ⇢  Although they don’t see as much the advantages, at the

same ,me they have less concerns than the group average.

⇢  Deduc5on: main driver is COMPETITION.

⇢  Men with partners having no paid income and with partners who earn less, score very high on seeing the advantages (respec,vely 88% and 90%).

⇢  At the same ,me men with partners having no paid income, have much more concerns than the group average.



MOTHER ⇢  No correla,on between “mother with paid job” and

seeing advantages of more gender equality at the workplace.

⇢  Scores on seeing the advantages are highest for respondents with “mothers without a paid job”.

⇢  Men who’s mother stopped their paid job in favour

of childcare, score lowest in seeing the advantages. ⇢  They s5ll want to be ‘pampered’ ? ⇢  The return of mothers into the workforce is crucial

to break out of the stereotyping.

⇢  Posi,ve correla,on between “mother with paid job” and openly promo,ng gender equality at the workplace.


Possible influence by women, in men’s professional life

FEMALE MANAGERS OR PEERS ⇢  Posi,ve correla,on between having (had) a female

manager or female peers, and seeing advantages of more gender equality at the workplace (!!!!)

⇢  Posi,ve correla,on between having (had) a female manager in the past and openly promo,ng gender equality at the workplace (!!!!)

⇢  For us a clear indica5on that working with a female manager can lead to a posi5ve learning regarding gender equality.

⇢  VIRTUOUS CIRCLE : MORE FEMALE LEADERS, MORE BUY-‐IN FROM MEN.

FEMALE DIRECT REPORTS ⇢  No clear correla,on between number of female

direct reports and seeing advantages of more gender equality at the workplace

⇢  No clear correla,on between number of female direct reports and openly promo,ng gender equality at the workplace


Some conclusions and recommendaPons

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1.   There is no “THEM”. 2.   We should not treat them as such. Make use of the Allies.

•  Resistance is built on different drivers and contextual elements. •  There are a lot of allies, at least :

•  50% verbally •  30% ac,vely

•  15 to 20% : hard core resistance to passive “Je ne t’aime moi non plus”

3.   We need a diversified range of acPons, ranging from : •  Create dialogue on advantages and concerns •  Raising awareness @middle management level •  Decreasing anxiety @professional and middle management level •  Raising ac,ve involvement at senior and execu,ve level

Some Wise Advice

•  Send your sons to a mixed gender school. •  Women need to return to the labor force awer childcare period. •  @male professionals : work for a female manager.


Short Work Session 15 minutes in smaller groups

•  One thing that Pckled your brain ? •  One burning quesPon or remark

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Marc Timmerman My coordinates : Email: m,[email protected] TwiQer: @marc,mmerman Mobile: +32 496 291383 Website: www.axiomcp.com

JUMP 2015_Do men really benefit from gender equality_Marc Timmerman_final version_2015-03-04.pptx

Documents

men source

views of men

half of millennial men

established gender equality

thirds of millennial

copyright of axiom cp

half of millennial women

rise of women