GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP - Distant Dream Or Achievable Ideal? - insead
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GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP
Distant Dream Or Achievable Ideal?
Supported by:
MARCH 2018
GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 2
Acknowledgements
We would like to thank the forty-two men and women from the financial services and information technology firms across Asia Pacific who made time for in-depth
interviews that often went beyond the two hours originally requested. This research would not have been possible without their interest in the subject and desire to
share insights and recommendations to improve gender parity in Asian corporate leadership. These corporate leaders made an invaluable contribution to this paper and
are making important practical contributions towards the goal of gender parity in their respective organisations.
We also want to thank our sponsor, Deutsche Bank AG, who provided the financial resources to facilitate this study. A special note of thanks to Jeremy Broome, Yuvi
Bhasin and Hiu-Man Chan from Deutsche Bank; Professor Hui Hoon Tan from the Singapore Management University; Hazel Hamelin and Si Yi Ng from INSEAD; and
Siddharth Poddar; for their support.
The gender gap is real. But, what we also know is that the gender gap and wage inequality Workplace gender parity seems to become increasingly elusive with every step up the
is not a constant and varies across industries and over time (e.g., Goldin and Katz, Asian corporate ladder. Radical change is imperative, both because equal opportunity
2008)1. The report shows that while there is no single-item solution to the problem, a across genders is morally appropriate and because the lack thereof depletes corporate
combination of changes in attitudes and policies in the workplace along with the forces and national resources. The current pace of change is undeniably inadequate. Analysis
of economic and social change can play a significant role in alleviating these distortions. of the efforts expended so far and their lacklustre results is best done in consultation
with the women and men at the centre of it all. They are best placed to define the next
V. (Paddy) Padmanabhan
The Unilever Chaired Professor of Marketing evolution of gender-related efforts for maximum impact.
Academic Director, Emerging Markets Institute Vinika D. Rao
Executive Director, INSEAD Emerging Markets Institute
GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 3
Contents
04 Introduction
07 Narrowing the gender gap in corporate leadership – why it matters
09 With whom do the answers lie?
11 What they told us
26 Emerging themes
29 The next evolution of leadership gender parity: What needs to change?
39 In conclusion
41 References
4 Introduction
GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 5
I mpressive strides in women’s committees may not even reach 30
Fig. 1: Percentage of women on company boards, by region-2017
empowerment in politics, business percent by 2048.2
and society over the past half-
century notwithstanding, the Large multinationals operating
uncomfortable reality is that gender across the developed and emerging
equality is far from achieved. world have initiated several
Underlining this disparity are the measures to bridge gender disparity
recent disclosures of one of the in corporate leadership. “It is essential
starkest examples of imbalance to create a level playing field in order
between men and women in the to foster a safe and inclusive working
workplace: the widespread existence environment. Organisations need to
of sexual harassment and abuse of ensure that they have policies in place
women by powerful men. As the and a culture where employees feel
long overdue “Me-too” movement empowered to bring their whole selves
gathers steam and more questions to work. Making sure our employee
arise on how this issue could have population is diverse significantly
continued unchallenged well into helps in achieving this,” according to
the 21st century, one contributing Alexander Prout, Head of Deutsche
factor that emerges is the relatively Asset Management for Asia Pacific. Source: Corporate Women Directors International5
low number of women in powerful,
decision making roles; women who However, most companies
could’ve made a difference. accept that results have not met
expectations. Improvement has
In the business world, companies been uneven and incremental, and
have been making a seemingly failed to translate into substantially
determined push for greater increased representation of women
female representation in senior in senior leadership roles. The
management roles and on company disparity is particularly pronounced
boards over this past decade, but in Asia. According to a report by the
progress has been slow. In the Corporate Women Directors, among
financial services sector, for instance, the 1557 largest listed companies
female representation increased across 20 Asian countries, women
from 18 to 20 percent in global accounted for just 12.8 percent of
corporate board level positions and board seats in 2016. This compares
from 14 percent to 16 percent at the with 35.6 percent in Northern
executive committee level between Europe, 23.6 percent in Western
2013 and 2016. At this rate, the
proportion of women on executive
“The most efficient way to reduce the inequalities would be to actually close the gender
Europe and 20.9 percent in the US/
Canada.3 (Fig. 1)
gap between men and women… Whether it is access to the labour market, whether it
“A decade of slow but steady progress on improving parity is access to finance, whether it’s the gender gap in terms of compensation, that would
between the sexes came to a halt in 2017, with the global achieve a lot in order to reduce inequalities. And that applies across the world.
gender gap widening for the first time since the World Economic
Forum’s Global Gender Gap Report was first published in 2006.”4 IMF chief Christine Lagarde, addressing the issue of rising economic disparity at the opening of
the annual meeting of the International Monetary Fund and World Bank’s annual meetings, in
2017 Global Gender Gap Report, World Economic Forum October 20176
GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 6
T here are substantial differences A 2016 study of 10 multinational
Fig. 2: Gender Pyramid: Female representation in banks in Singapore
within the Asia Pacific region. banks in Singapore by INSEAD and
Australia and New Zealand lead with the Financial Women’s Association
female board representation rates in 2016 provided an example of this
of 27.4 percent and 21.7 percent gender pyramid. Women made up 67
respectively. At the other end of percent of their workforce in entry
the spectrum, Taiwan, Japan and level roles falling to just 20 percent
South Korea perform particularly at managing director level.10 (Fig. 2).
poorly, with the share of female
representation on company boards A combination of the so-called
at just 7.7 percent, 6.9 percent and glass ceiling11, sticky floor12,
2.4 percent respectively.7 Asia’s and all manner of biases13 has
huge diversity in terms of culture, been explored by academics and
definitions of gender roles and practitioners alike as possible
societal expectations of women causes for this phenomenon. The
influence these variations. But lack slow pace of progress in removing
of gender parity in leadership roles is inequities despite corporate
Source: Women in Financial Services: Study by INSEAD and the Financial Women’s Association (2016)
common to all its main economies, efforts to correct the imbalance
be they developed or developing. In is beginning to lead to “gender
most of these nations, the higher fatigue”.14
the corporate position, the lower the achieving it ensure that their policies the non-profit sector 57 percent, terms of their performance on
number of women incumbents. A meta-analysis by Joshi et all of and actions are effective? In this and media/ communications 50 gender issues. The bigger players
academic articles on the subject whitepaper, we attempt a clearer percent, the number stands at just in the financial services sector have
Worldwide, more women are published in the Academy of understanding from the perspective 41 percent in finance and 27 percent largely acknowledged the need for
entering the workforce, and the Management Journal revealed, “a of the women themselves, as well in the software and IT services change18 and are leading the march
ratio of female to male labour force shared sense among researchers as from the standpoint of their sectors,according to the World towards greater gender parity in
participation rates has increased and managers that their considerable employers and supervisors who Economic Forum’s 2017 gender gap the corporate workplace, especially
substantially in recent decades.8 energies in conducting research will be instrumental in making the report.16 Likewise, women are poorly regarding wage gaps and leadership.
However, with every step up the or developing inclusive workplace requisite changes. represented in leadership roles in And both the established names and
corporate ladder, the percentage practices have not led to progress in these sectors. In the decade leading the new entrants in the technology
of women declines considerably. the workplace.”15 We focus on Asia’s Financial to 2017, the hiring of female talent sector are challenging the view
This is particularly obvious at Services and Information in leadership roles in the finance and that IT has traditionally been
board levels, in spite of the now What, then, is the next evolution in Technology sectors which have technology sectors has increased by discriminatory towards women19,
generally accepted contention that the effort towards gender equality among the lowest shares of a mere 2 percent and 3.7 percent and are taking concrete steps
gender diversity in the boardroom in the higher echelons of Asian female employment globally. While respectively.17 towards positive change. As such,
positively impacts corporate corporate leadership? How can women’s share of employment in Finance and Information Technology
performance. 9 organisations that are committed to the healthcare sector is 61 percent, Both these sectors have been present interesting examples of two
in the limelight in recent years in different industry sectors that are
seeking to change the status quo.
7 Closing the gender gap in corporate leadership – why it matters.
GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 8
Gender disparity in the corporate with 7.4 percent of companies of knowledge accumulated through
workspace has implications for that did not.”23 A 2017 McKinsey & work experience and training, with
individuals, businesses and nations Company report found that in Asia, them. This depletion of corporate
which make the need for action a companies with higher women’s resources is particularly wasteful as
priority. At the most fundamental representation on the executive many women leave just when they
level, removing inequality of any committees outperformed others by are at their most valuable.
nature is imperative because it 44 percent on ROE and 117 percent
is morally appropriate to do so. on earnings before interest and With the world’s economic
While this may not be the most taxes margins. 24 centre of gravity moving steadily
pressing reason from a business eastwards,26 this is especially
standpoint, much research has If impact on the bottom line is important when it comes to the
been done on the negative impact insufficient reason for fast and war for qualified leadership talent
of gender disparity on performance furious action on leadership gender in Asia.
and profitability at companies20. diversity by large corporations, the
Greater leadership diversity on all danger of losing the talent war Asian companies must find ways
dimensions,21 and specifically along certainly is. to ensure that a greater proportion
the gender dimension, has been of their young female employees
shown to positively impact corporate Companies risk missing out on stay on long enough to become
performance.22 half the available talent pool25 part of their leadership pipeline and
and losing the best and brightest crack the so-called glass ceiling27
A 2015 study on female women to start ups or enlightened to ultimately take on influential
representation in companies in competitors. And when inadequate positions. For this to happen, Asia
the MSCI World Index found that potential for advancement and needs to create a level playing-field “If these obstacles [challenges for women in the
companies with strong female development makes women leave for its female workers. workplace] persist, we will squander the potential of
leadership generated a return on the company at the higher rungs of
equity of 10.1 percent as compared the corporate ladder, they take years many of our citizens and incur a substantial loss to the
productive capacity of our economy at a time when
the aging of the population and weak productivity
growth are already weighing on economic growth.”
Janet Yellen
Chair of the Board of Governors of the Federal Reserve
May 201728
9 With whom do the answers lie?
GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 10
This whitepaper seeks to explain why the number of women Our interviewees cover three broad segments:
managers tapers off as they ascend the Asian corporate ladder,
why the changes introduced so far have failed to connect with the
01
women they are aimed at, which gender initiatives introduced in
Asia’s banking and technology sectors in recent years have had
the most impact, and what can be done differently to bridge the
Women in senior leadership positions:
Professionals who have moved up the ranks in their respective careers to assume senior roles, often
gap at an increased pace. We analyse 42 in-depth interviews with despite unfavourable odds. They provide insights on what aided or impeded their progress up the
professionals in Asia’s financial services and technology industries, corporate ladder.
backed by detailed review of extant academic and practitioner
research on the subject.
02 Women in mid-level roles:
Relatively junior managers, at an earlier stage in their careers but on the high potential leadership track,
currently facing the critical personal and professional challenges that lead so many women to opt out of
the corporate race. They offer a different perspective on workplace enablers and barriers.
03 Male advocates for change:
Senior male professionals at the forefront of driving gender change in leadership in their respective
organisations. Identified as ‘champions’ by their female colleagues, they provide a unique perspective on
why they advocate for female leadership, and make recommendations from the male viewpoint.
The issue of gender disparity in corporate leadership is not a problem that will be solved
by women for women. It is an organisational limitation that needs to be countered by all
genders, levels and departments where the imbalance currently exists.
Accordingly, this sample of interviewees across the three different categories of corporate professionals provides an
appropriate mix of insights into the subject.11 What they told us
GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 12
KEY FINDINGS 1. Gender disparity is still a workplace reality in Asia, but hope is at hand
1. Gender disparity – still an
Asian workplace reality
While gender parity is yet to be achieved in the Asian workplace of the 21 century, all the multinational organisations represented in our sample are making
st
a concerted effort to address this issue. One beacon of hope is the fact that they all, without exception, acknowledge the need for equal representation of
women in senior management and board positions, as a necessary part - and perhaps precursor to - achieving overall organisational gender equality. Another
2. Gender discrimination in Asia is that human resources departments and specialised Diversity & Inclusion officials have committed significant resources to evaluating and improving existing
- mostly unconscious policies and introducing new ones for this purpose.29
3. Asia’s diversity - merits However, our findings reveal that for most companies, the intended effects have not transpired. 86 percent of respondents in the study (women and men),
customization believe that gender discrimination is still prevalent in the Asian corporate workplace in general; 74 percent believe this continues to remain a problem in their
industry.
4. Work & family pressures - Yet, only 40 percent believe that gender-based discrimination is a reality in their own companies. This may be testimony to the efforts they see being taken by
higher for women their HR departments and corporate leaders. (Fig.3). But could the fact that many people do not regard gender-based discrimination as a reality in their own
companies be responsible for not enough being done to address the issue? Alternatively, could this be a sign that positive change is happening across the
5. Impact of technology – region, but individuals are only aware of what is happening in their companies?
flexibility matters
Fig. 3: Most believe their companies are better than the rest
6. Leader - manager
relationship – trust empowers
7. Training & development – Do you think that gender-based discrimination against women is a reality:
moving beyond the checklist
8. Women’s networks –
countering old boys’ networks
9. Imposing quotas – necessary
evil but not sustainable in the
long term
10. Culture of change – required
at all levels
11. Male advocates – emerging
game changersGENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 13
Fig. 5: Common examples of unconscious bias
2. Gender discrimination in Asia is mostly unconscious.
Discrimination can take various
Inappropriate humour/
sexist language
Talking over/
interrupting/ talking only
Starting every meeting with
a discussion of sports
forms. At the most basic level, a to other men
distinction can be made between
Fig. 4: Gender discrimination is:
discrimination which is conscious
and intentional, and that which
is unconscious and hence not
intentioned. Three out of four (Based on male and female responses). Assumptions about Belief that single women Fixing important networking
women in this study said they have mobility - “I saved you have nothing to do and / client facing events after-
faced unconscious discrimination from that job because can work on weekends hours when women with
it will require too much young children are unable
in the Asian workplace, with the
travel” to attend
numbers going down to two out
of four for conscious/ intentional
discrimination. (Fig. 4) “Unwanted well-wisher Assumptions about Assumptions about suitable
syndrome”: trying to maternity – “Now that functions – “It is definitely
“protect” women from you have kids, you won’t more difficult for women to
This is likely to be because most
hardships be able to work long be on the trading floor.”
organisations have introduced zero hours” OR “I’m only
tolerance of overt discrimination. trying to do what is best
Much of the discrimination women for women who have
face in the Asian workplace is not families.”
practiced consciously. However,
unconscious bias, or ‘second- In appraisals: Assumptions about Setting unrealistic
disproportionate feedback a lack of long-term expectations: when looking
generation gender bias’,30 can lead
on personality rather commitment after for Board members,
to un-intentional discrimination, than performance; marriage: “A venture requirements like - ‘Must
which is more dangerous because unwarranted comments capitalist I was discussing have been a CEO and must
it is hidden. The perpetrator and on dress and grooming; funding with said they have had corporate level
sometimes even the victim may be use of words like had to include a clawback P&L responsibility’, which
unaware of its impact in undermining ‘combative’ for women clause in case I got disqualify most women
careers. Many companies have who hold their ground. married and my husband automatically because there
introduced training for all genders didn’t allow me to work. are so few female CEOs.
for countering unconscious bias and Can’t imagine them
sexism but clearly, more needs to be imposing this clause on
men.”
done. When asked how unconscious
sexism translated in the workplace, Men tend to socialise Women are constantly Expecting women to do the
some examples were commonly more with other men, asked about how they office ‘housework’.
cited by respondents. (Fig. 5) thereby perpetuating the will manage to balance
old boys’ network family-work, men not so
often.GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 14
Owning up to 3. Asia: Too diverse to generalise
discrimination
Two in three men and half the When strategizing for gender of providing childcare support. The Cultural stereotypes34 play a huge Aliza Knox, head of Asia at Cloudfare
women interviewed admitted to parity it’s important to keep in mind respective environments in terms role in defining people’s biases. In and previously COO of Unlocked and
having exhibited unconscious bias the local (national) differences in of physical safety and affordable the words of one of our female APAC VP at Twitter, said, “Unconscious
against female colleagues. Training societal definitions of gender roles child care also come into play. In interviewees, “If you perceive work as bias - stemming from one’s background
and heightened organizational
awareness has made them realize and relations.32 Home to countries some Asian cultures, according an obligation and not as an opportunity, and personal experience- remains
this now. Many attributed this to at different levels of economic to Ritu Anand, Deputy Head of it impacts your thinking. A senior leader an important issue for companies to
what has been referred to as the development and with rich socio- Global Human Resources at Tata in Indonesia told me - it’s up to my wife, tackle. All of us, including women, are
‘sexual division of labour and gender cultural underpinnings, Asia is a Consultancy Services, “Women have if she doesn’t want to work, she doesn’t subject to unconscious bias. In multi-
hierarchy of society’,31 meaning melting pot. These differences are been conditioned not to aspire.” have to, I’m happy for her to have more cultural hubs, like Singapore, this is an
societal role definitions in most Asian exacerbated when one considers the freedom.” especially complex area to resolve.”
cultures where men and women different regulatory landscapes and
have traditionally had distinct roles
government initiatives in this area.33
and responsibilities. “It’s about social
conditioning, how society sees the role According to our interviewees, all
of women and how that spills over of whom have held regional roles
into the workplace,” explained Hari that span Asia-Pacific, the lowest
V Krishnan, CEO at PropertyGuru degree of gender discrimination was
Group. experienced in Australia, Singapore
and Hong Kong. At the other end
And it’s not just the men who’ve of the spectrum were Japan, South
been guilty of unconscious bias
against women, women admitted Korea and India, where gender
to having been biased against other discrimination in the corporate
women too. Often this bias resulted workplace was considered to be
in women bosses being tougher relatively high.
on female subordinates, more
demanding in terms of performance, A senior woman leader with years of
and less flexible in terms of work- pan-Asian experience in the IT sector
life balance. One respondent, who
expressed a preference for male pointed out the different barriers
bosses, said “Female bosses always to gender parity in different Asian
have much higher expectations of countries. In India, for instance, it is
female subordinates as they have come “largely okay for women to go out and
up the tough track and expect other do cool stuff until they get married; and
women to do the same”. Another said, after that they are expected to prioritize
“I have not had a good experience with the home”. In the Philippines, parents-
female bosses. One of them objected
in-law can have a negative impact in
to my losing 15 minutes during work
hours to pump breast milk, and she terms of imposing boundaries on
was a mother herself!” women and a positive one in termsGENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 15
Different strokes for impact
Fig. 6: Nine
in 10 respondents believe global/ regional policies
While seemingly obvious, Asia’s are 470 childcare centres in private
diversity is often ignored in HR and government offices, has seen alone are not sufficient to address gender disparity in Asia
practices. Many large companies an increase of 80 percent over the
seem to adopt a global or regional past five years. In countries where
approach to policies that have a the extended family traditionally
gender dimension such as maternity provides childcare, it was considered What level of customisation is required for
leave, on-site child care, and flexible less important.
work arrangements. Yet when
gender-based initiatives to be really useful?
asked what level of customisation is In addition to the bigger differences
required in such policies, 88 percent in culture and attitudes, these
of respondents said that “global seemingly smaller factors also play
minimums with local customisation” a part in shaping gender dynamics
or “customised national level at a local level. Keeping this in mind,
policies” would be most useful.35(Fig. while companies can use their global
6) or pan-regional gender diversity
and inclusion policies and initiatives
To illustrate, one CEO talked about as basic frameworks36 in various
the difficulty of providing uniform Asian markets, it is imperative
‘work from home’ opportunities to understand the underlying
throughout the Asia Pacific region. To issues unique to each of these
remove any stigma associated with markets. Without this, even their
availing of this benefit, he decided best intentions in providing quality
to mandate at least one day of practices to support women may
working from home. This made him have inadequate impact if they
very popular in India and Indonesia don’t fit what women really need
where travel time is tremendous, in specific markets. One instance
but not so in Japan where homes where companies have had positive
are small and have limited space to results through localization is in the
integrate an office. In some Asian introduction of policies designed to
nations, permitting babies in the improve the physical safety of their
workplace was most important to employees.
responders. Singapore, where thereGENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 16
4. Work-family pressures and some unchanged societal expectations
O ne instance of variation across to be continually switched on both
different Asian countries is in terms at home and at work. Putting himself
of the balancing act expected from in a woman’s shoes provides a fresh
women between work and family. perspective: “I’ve had to be ‘Mr. Mom’
Confucian philosophy prescribes when my wife travels on work, which
three roles of obedience for women, made me understand how tough it
duties ‘to her father as a daughter, really is.” According to a young female
her husband as a wife and her sons in banker, “Women, especially in Asia,
widowhood’.37 Even in modern, fast- have greater responsibilities towards
growing Asia today, in some cultures, the family. The career versus family
a woman’s primary responsibility is decision still puts women on the spot.”
still assumed to be to her family in
the home rather than to her work, What has changed is the expectation
and if the two come into conflict, from women now that their male
her role at home must therefore colleagues know and acknowledge the
take precedence. So, for women challenges they face with balancing
entering the formal workforce, the work and family. It’s no longer okay to
burden of achieving work-family expect that professionals don’t bring
balance falls squarely on them. their personal problems to work –
Many of these attitudes remain with women, sometimes, that’s not
embedded, and difficult to change. a matter of choice. One male leader
Bosses, both male and female, may said: “Once you acknowledge the issue
unconsciously expect women to have and provide some flexibility, women
more family-work conflict leading don’t actually ask for more. And they
to negative consequences on their are quite aware when they get some
performance.38 help – they acknowledge it with
gratitude and remember the people
Pankaj Narayan, VP Partners APJ at who provided it.”
Citrix, recognized that women needGENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 17
Marriage and maternity: Unsurmountable retention challenge or missed opportunity?
From our conversations, maternity Women respondents described how We did find encouraging progress
emerges as the most crucial stage feelings of unfairness or inadequacy in the domain of gender-neutral
in a woman’s personal life in terms arose when they returned after parental leave policies. Twitter,
of its impact on her professional life maternity leave. Unfairness, if they for instance, has a very generous
and career.39 Marriage introduces felt that their careers have received parental leave of 20 weeks. Since
some changes but not as critical a setback while they were away and 2016, in Asia, Deutsche Bank
as maternity. It’s important to note inadequacy if things have changed provides parental leave to the
that the impact on their professional significantly since they were gone primary caregiver, irrespective of
lives is not because of any decreased and they had not been trained whether it is the mother or the father
commitment towards work by the to understand and adapt to the of the child. This revised regional
women themselves. Unconscious changes. policy is designed to encourage
biases related to maternity still more fathers to take an active role
abound including the stereotype that “Women are invariably trying so in caring for their new born or newly
a woman who plans to have children hard and questioning their choice to adopted child, and it also gives new
is not going to as serious about come back to work all the time [after mothers flexibility and choice to
pursuing a long-term career. Earlier maternity leave],” noted Maya Hari, manage family and career with the
research has found the incidence Managing Director, Asia Pacific at support of their partner.
of the so-called ‘motherhood wage Twitter. Hari added that leadership
penalty’, with mothers earning less and company culture are very Such policies recognise that
than other women in similar roles.40 important in determining how employees need to balance work
comfortable women are in returning with family. And as women take
Maternity-related discrimination to work and resuming their roles on more senior roles, their work
can be disturbingly direct even after they have given birth. responsibilities increase, often just
today. at the time when their personal
How an organization welcomes lives are getting more complex
“During interviews, I have had people back and handles post-maternity due to the demands of growing
openly asking me when I plan to have re-induction is perhaps the most families. Organisations that take the
a baby. And they justify the question crucial aspect, still seemingly right steps at this crucial stage will
by stating the assumption that I won’t neglected and thus a key area not only overcome the maternity
be able to take a role that involves of improvement for many Asian challenge but perhaps even be able
travel,” one senior female leader said. companies. to turn it into their key retention tool.GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 18 5. Technology as a game changer: Flexibility and the future of work O ne positive development that Most companies have introduced can potentially alleviate some of policies that allow working mothers, the pressures women face with fathers and often all personnel their dual responsibilities is the to work from home when their impact of technology on the future personal commitments require it. of work. Eight-six percent of the Narayan of Citrix felt that it pays participants in this study are of the to “allow flexibility of hours and view that technology has changed location and accept some intertwining the work environment and situation of personal life with the work life”. for women, and every one of them Some responders cautioned about says that the change has been for the ‘hidden consequences’ and the better. This is mainly due to the ‘stigma’ associated with working perceived increase in the flexibility of from home. Others indicated that work time and location,41 which 100 they had effectively countered this percent of the respondents agree by taking measures like requiring all will have an impact on increasing employees to necessarily ‘work from the participation of women at home’ at least one day a week, hot organisational leadership roles in desking, or having company leaders Asia. 95 percent held the view that it set an example by working remotely. is “very important” in keeping women in the workforce long enough to take on senior roles.
GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 19
6. A question of trust
W ith trust comes empowerment, their direct bosses and supervisors,
as it leads to female leaders being spoke about international
given the same opportunities assignments made available when
as their male colleagues. The their personal lives allowed it;
relationship between the leader functional changes made to move
and the employee42 emerges as them from support areas to revenue
an important theme. Most women generating ones; flexibility of time
expressed the view that supervisors and location provided; and perhaps
have played an important role in most importantly, confidence placed
the progression of their careers by in their capabilities and commitment
placing their trust and confidence in to the organisation.
them, becoming informal mentors
and active sponsors in the process. According to Nainesh Jaisingh,
This went a long way to countering Global Head - Principal Finance
any discrimination they had at Standard Chartered Bank, “The
encountered, and motivated them women I’ve worked with have all been
to stay and take on more challenging eager to prove themselves, much more
roles. objective, and able to read people
and situations better than most men.
Trust came from a boss providing Their focus was on their performance
support in a hostile environment; – and this is exactly what is needed”.
taking a risk in promoting a young Several women cited examples
female employee when others of supervisors, especially men,
thought she was not ready; or pushing them to take on roles that
simply taking the time to talk about they themselves felt unready for.
their careers and offer related “Women need to be sure that we cover
advice. Almost all the organisations all the bases before we say yes to a
represented had some form of promotion, my boss showed me this
formal mentorship programmes, but wasn’t always necessary,” said one
there were mixed views on whether interviewee.
these worked. Agreeing that “women
are often over-mentored and Ninety-five percent of the female
under-sponsored”,43 one younger interviewees mentioned their current
interviewee who is on the leadership or former managers as positive
track in her company attributed this enablers in their careers. Whether
to a lack of clarity over what needs to they were successful C-suite
be done for the mentee, adding that managers or younger managers
sometimes, it served only as a “box- identified as future entrants to the
ticking exercise”. leadership pool, all stated this as
one of the main reasons for their
Women who had benefitted from success.
active sponsorship, especially fromGENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 20
7. Training & development: ticking the box or real impact?
O ne line of questioning in this children in their lives. “Men tended to managerial journey was leadership
research was about the training and accept the move, which was frequently development training and career
development needs that women felt a promotion, on the spot, and only planning advice.
they had at different stages in their subsequently worked through the
career,44 which were sometimes implications of the international move Responders also expressed the Fig. 7: Do
you think people can be
different from those of their male on their lives, family, kids, wife, parents strong view that training and
colleagues.45 We explored whether and hobbies. Female employees development programmes should trained to avoid unconscious bias?
companies were identifying and usually started to think about the not be mere checklist exercises. For
meeting these needs.46 In describing lifestyle challenges before accepting example, one interviewee said that
the kind of early learning that was the new role. They wanted to make many companies she worked with
most impactful for how their careers sure that the posting abroad could be provided generalised training, but
progressed, a majority of both men handled within their private as well “they don’t try to identify your specific
and women spoke about on-the-job as professional life”. He went on, “It needs and train accordingly”.
training with a developmentally- is not farfetched to assume that the
minded supervisor; rotational
training across functions; and
direct bosses of the staff being sent
abroad tended to find the strong and Making the
international exposure with the
cultural sensitivity and broader
upfront commitment of the male
employee an indication of confidence unconscious…
awareness that it creates. and commitment while they viewed
the reaction of female employees as an conscious
Women mentioned that ‘early’ indication of lack of self-confidence and
international exposure, when they interest in the position.” One area where we found that
could travel or move locations training is definitely considered
unfettered by family concerns, As a result, his firm found that useful is in countering unconscious
had a positive effect on how their they did not send sufficient senior gender discrimination. 93 percent of
careers progressed. women abroad, which hampered all respondents believed that people
their progress to the next managerial could be trained to become more
Boris Liedtke, Distinguished Fellow level. For the women who did take aware, hence mitigating this problem.
at the INSEAD Emerging Markets up the offer to go abroad, the firm (Fig. 7) But they also agreed that
Institute and former CEO of a large found that the relocations were very one-time training for unconscious
asset management firm, provided successful. bias training is insufficient, repetition
an interesting insight into how men is key, as one senior banker affirmed,
and women in his team reacted to What both men and women “One vaccination with on-boarding
the possibility of an international wanted but generally did not training is not enough; several booster
move once they had spouses and receive in the early stages of their shots are required.”GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 21
Gender specificity in training
Fig. 8: Single gender or mixed: what works in training?
One trend that’s been noticed in addressing unconscious bias—
organisational training practices is should they be mixed gender, men-
the inclusion of ‘women only training only or women-only, the views
programmes’47 designed variously diverged greatly. About half of the
to improve the leadership abilities, respondents felt that single-gender
communication, assertiveness and sensitivity training programmes are Do you think men-only gender sensitivity training
self-confidence of female managers. not particularly useful for greater programmes are useful?
But when asked if they thought inclusivity in leadership – largely
these programmes were useful, the because these programmes do not
women were unsure. A majority felt mirror real life situations which are
that that programmes had been always mixed-gender. “I’d advocate
useful primarily because of the for training for men and women
support networks and connections together rather than to segregate,” said
that they were able to develop with Bjorn Engelhardt, Vice President—
other women. Asia Pacific & Japan, Riverbed
Technology. In this way, men and
“It really helped to share stories of women can participate together,
the challenges we faced, to know that interact, open up and learn from
we were not alone, and that others each other.
had faced the same challenges and Do you think women-only training programmes are useful?
overcome them to rise to C-suite 50 percent of respondents believed
levels,” said one of the leadership that men-only gender sensitivity
pipeline contenders in our sample. training programmes would be
Most women were less impressed useful and 38 percent believed that
by the content of the programmes women-only programmes would
and could hardly remember what be beneficial in addressing gender-
they were about. Clearly, more based discrimination. Analysed by
thought needs to go into the specific gender, men were more likely to see
needs these programmes are being benefit in both women-only training
designed for, and whether they are in programmes and men-only gender
fact being addressed. sensitization programmes. (Fig. 8)
When asked what kind of training
programmes are best suited forGENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 22
According to Jeremy Broome,
Head of HR - APAC at Deutsche
Bank, while women-only training
8. Women’s Networks: Countering Facilitate networks to overcome
programmes could be beneficial, “My the Old Boys’ Clubs gender-based inequalities
main concern about it is essentially
saying to those women that in order B y enlarging women’s networks they became well established, they For most of the men and women she needed to “do karaoke” in order
to succeed in this male-dominated as discussed in the earlier section, actively invited men to participate, interviewed, networking played an to build relationships, and in the
environment, you have to change the single gender programmes may listen, and be heard. important role in career progression. process, had “to see married men do
way you operate in order to adapt”. He perform an important function that Most of them spoke about things that they are not supposed to
continued, “Moreover, they diminish companies have sought to fulfil Christine Lam, CEO of Citi in China, consciously doing more networking do”. She has also been subjected to
men’s responsibility by allowing men, by setting up various women’s noted: “We are preaching to the later in their careers once they sexist remarks in the process.
who are largely responsible for the networks, clubs and support groups. choir if we keep telling each other realized its importance, especially
state of affairs today, to get away from Women generally found these useful that we are good enough. Involve if they hadn’t done enough earlier. As bosses are becoming more
important conversations.” to counterbalance exclusionary men - don’t do women-only stuff. However, many of the women had aware of this, some are consciously
men’s groups48 (formed over post- You are excluding diversity when you encountered difficulty in building creating more equal networking
A greater number of respondents office drinks for instance), and to do that.” The consensus view was informal networks with men as opportunities. For instance, one male
believed that men-only training find female role models as well as that men cannot be excluded from networking happened at times and leader said he had shifted all informal
programmes could be useful to active sponsors who were actively conversations about women’s locations that didn’t feel comfortable networking to lunchtime. Another
create awareness and reduce interested in helping them succeed. equality if effective change is to be to them. senior male executive described his
unconscious bias, especially early One common trend among such brought about. efforts to create an opportunity for
on in their careers. For example, one women’s networks was that as They mentioned having to a junior woman on his team, along
female IT leader said that men-only participate in activities or being with the company’s HR department:
programmes would be a good thing exposed to behaviours that may “I was always cognizant of making
because “the only thing missing in the be acceptable to men, but make the female employee felt included—
communication about women is men”. women uncomfortable. Out-of- in things such as conversations and
Other participants took the view office opportunities that allow for social events. However, it was a fine
that men-only training programmes relationship-building are often less line as I didn’t want it to seem like
could help individuals increase their comfortable for women if they she’s the chosen one.” He talked about
self-awareness without fear of happen over dinner, for instance, pushing for team activities that were
embarrassment. One male IT leader as this cuts into family time. One inclusive, “cooking rather than paint
saw men-only programmes as a female respondent spoke about how ball; lunches rather than team dinners.”
“must for the sensitisation of males”.GENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 23
9. To reserve or not to reserve Fig. 9: 75 % of women respondents believe gender quotas are
I mposing quotas to address syndrome among women, making required; 44 % of male respondents agree.
underrepresentation of any kind them unable to internalise their
in the workplace has always been achievements and instead feeling
contentious.49 This is also true that they owed their position and How do you feel about quotas/reservations for women in companies?
of quotas imposed in terms of success to factors other than their
minimum numbers of women own capabilities.
required in senior management or
on boards, as evident from our study. Where does one stop using
About 40 percent of interviewees quotas, asked Bjorn Engelhardt
consider them ‘undesirable’, a similar from Riverbed Technology - and
number believe they are ‘desirable’, should they be used to increase the
and the remainder consider them participation rates of all minority
to be a ‘necessary evil’ because the groups? He was also not alone in
needle towards parity has moved so cautioning that even the successful
slowly. implementation of quotas would
only “help the stats but not the
Analysed by gender, the numbers ultimate reality, equality and inclusion
show that women are more in that we’re going for”.
favour of quotas than men. As many positions based on merit and have led to 94 percent of the women leadership. Even those in favour
as 75% percent of women think Recognizing the problem of gender performance alone. One in four interviewed changing their minds on feel that they must be carefully
that under current circumstances, disparity at higher managerial and women respondents expressed the issue of quotas as they became managed, with a clear time limit,
quotas are either desirable or at supervisorial levels, those opposed reservations about quotas too, and more senior and increasingly aware and preferably at Board level only.
least a necessary evil required to to quotas suggested that companies largely similar reasons as the men. of the underrepresentation of All interviewees agree that quotas
correct a significant imbalance, should set firm targets rather than A senior woman banker said that women in higher positions. Most alone cannot bring about real
while a little over 44 % percent of impose quotas. But the contrarian while she understood the need for of the men who were in favour of change.
men think this way. (Fig. 9) view to this was that targets that are quotas under current circumstances, quotas also mentioned that their
firmly enforced are just a euphemism she was uncomfortable with opinions revised similarly when they “That will require a change in the
Hari V. Krishnan of PropertyGuru for quotas, while targets that are the perception of women being saw the lack of change from other very culture of a corporation, led by
explained that “Quotas create a not firmly enforced have largely promoted primarily because of measures. its leaders and determinedly spread
negative cycle. Men feel cheated. High- been found to be ineffective. gender. throughout the company”, according
performing women don’t want to feel There is near unanimity in the to Nick Waters, CEO Asia Pacific at
that they got there because of quotas- Many women also believe that the This concern notwithstanding, the view that quotas are not a panacea Dentsu Aegis Network.
so they destroy self-confidence.” presence of quotas can undermine extent of the problem and the fact and cannot offer a long-term
Others were concerned that quotas the achievements of hardworking that other measures, including sustainable solution to the problem
could propagate the ‘impostor’ women who make it to senior targets, have clearly not worked, of gender disparity in corporateGENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 24
10. Creating a culture of change 11. The game-changers: Senior male advocates
“It is the culture of the firm to develop societal norms of the specific country L eadership commitment is working extra hard to keep it and champions in the workplace but
a diverse leadership,” explained that a company is operating in. necessary to change organisational gladly acknowledge men’s roles in also at home.
Caroline Dunne, Head of Employee culture and leadership in most facilitating their careers. This is not
Relations-APAC at Goldman Sachs, In some instances, there may be corporations is primarily male today. to say that the women feel they Supportive husbands are the most
adding that her organisation has a a need to counterbalance cultural A prominent theme that emerged would not have managed without common in the latter category,
“huge focus on developing women and stereotypes through organisational from this study was the important the men, but more that having this followed by friends and fathers, who
building a pipeline of women leaders. policies, allowing the interplay role that men have to play as advocacy levelled the playing field help to balance the dual pressures
It’s not just a narrative, there are of organisational and societal advocates and enablers of change somewhat, putting them at par with faced by women. Judging from the
specific programmes and training for cultures to move the needle in the if gender discrimination in corporate their male colleagues. women’s descriptions, the best
this.” right direction. leadership is to be eliminated. male advocate at work is “a company
One senior leader described how leader who is both culture and gender
One theme that emerged from all Despite the noise around gender All but one of the senior women her first boss proposed her name sensitive” and at home, “a supportive
our conversations was that gender balancing policies, many women interviewed for this study stated for an assignment when most in spouse willing to share family
parity in corporate leadership will feel that their organisations have that men in leadership roles have her working group assumed she responsibilities and schedule travel
require a deep commitment from fallen short in terms of creating the had a positive impact on their wouldn’t go because she was and moves in a mutually supportive
leadership and HR towards making right corporate environment and careers. married. That one decision, she manner”.
the corporate culture one that is culture. Sometimes there is a lot of said, laid the foundation for her
fundamentally opposed to inequality talk about pushing gender parity, but Either as direct bosses, or as senior being treated the same way as men 92 percent of female responders
between genders. Corporate policies, little action. One participant said she mentors or sponsors, men who thereafter. and 89 percent of male responders
quotas, training programmes and the “wanted to quit owing to the culture have actively advocated51 for female felt that male advocacy was
like will only succeed if this happens, of discrimination at the organisation” colleagues have played an important Women’s careers are greatly essential for taking gender parity
as they are likely to be challenging despite having an exciting job. part in encouraging them to take on influenced not only by male in corporate leadership to the next
longstanding power equations and Only a greater representation of new opportunities, build networks,
beliefs in companies, a majority of women in senior, decision making branch out into new functions or
which have been historically created and performance-evaluating roles geographies, or even just stay on
by men.50 Particularly in the diverse can create a more comfortable in a company after a professional
Asian context, it is also important environment for women. set back. Most importantly, they
to consider the ramifications of the have trusted these women’s
capabilities, valued their hard work
and performance, and spoken up for
them when the need or opportunity
arose.
This is about active sponsorship
rather than ‘mentorship’ forced
upon these men by organisational
requirements. In return, the women
talk about valuing their trust andGENDER EQUALITY IN ASIAN CORPORATE LEADERSHIP 25
level. Those who disagreed did so
as a vote of confidence in women’s What makes some men advocate for women?
abilities to go it alone, but admitted
that men’s attitudes would need to
change. Chandru Pingali, Founder &
The presence of strong female
influences in the home - wives,
at work”, according to one female
respondent.
Commonly stated motivators of
Fig. 9:
Managing Director, I Cube, felt that:
“They (women) can stand up on their
daughters, mothers or friends, male advocacy for female managers
seems to bring about a greater Also influencing these men is the
own talent and performance. As the
understanding of problems general notion of fairness and the
saying goes, you can’t hide a pumpkin
women face, that are often easily right thing to do.
in a plate of rice, so if there is talent, it
overlooked by men (Fig. 10). One
will show up. It is the mind-set of men
male respondent said being married Many men simply acknowledge
that needs to change”.
and having a daughter allowed him that it is not a level playing field for
to see things from the perspective women and attempt, in their own
90 percent of respondents felt
of women and “amplified” his ways, to try and make it better for
that men should actively ‘lean in’
awareness: “I want to ensure that the women they work with.
to support their female colleagues.
there will be no restrictions for her.”
This is not surprising, given that in
For others, it is a purely business
most companies there are many
Daughters may be the most decision, they recognise the impact
more men in the positions that can
important influencers in creating of diversity on the bottom line.
bring about change in organisational
male advocates.
policies and culture. One male
Given their potential impact on
respondent insisted: “Organisations
61 percent of men interviewed spoke women’s careers, it is clear that
have to focus on the fact that men
about how their concerns about the companies need to encourage more
need to play an active role for diversity
work environment their daughters senior male leaders to become
to succeed.”
will face one day made them more advocates for greater gender parity.
accepting of and sensitive towards “These men are the most effective role
Ultimately it is about sensitivity
their female colleagues. “Daughters, models, make examples of them and
and humanity according to Kishore
and spouses who command respect, encourage others to be the same,” said
Kapoor, Founder and CEO of eKutumb
irrespective of whether or not they one participant, “and if the guy at the
and former Group Vice President and
work, create men who support women top does it, it becomes okay and even
Global Head of Flexcube Consulting
good to follow suit.”
at Oracle Financial Services Software.
He explained: “Someone needed
flexibility and I could provide it, so I
did. I did whatever the company policy
allowed and more where possible. I
had influence and could make these
allowances to help people.”You can also read
