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Zakaj	
  ženske	
  potrebujemo	
  	
  
moške	
  sponzorje	
  in	
  roza	
  kvote	
  
mag.	
  Natalija	
  Postružnik,	
  povezovalka*	
  projekta	
  Vključi.vse	
  
Združenje	
  Manager,	
  dogodek	
  Vključi(mo).vse,	
  6.	
  marec	
  2014	
  
SLOVENKE	
  
	
  

50,5	
  %	
  prebivalstva,	
  
	
  
• 	
  45,9	
  %	
  zaposlenih,	
  
• 	
  61,3	
  %	
  diplomantk.	
  
Najslabše	
  v	
  gospodarstvu	
  na	
  vodilnih	
  položajih:	
  	
  
• ženske	
  diskriminirane	
  v	
  ekonomski	
  sferi:	
  	
  
	
  -­‐	
  2/3	
  slovenskih	
  podjeRj	
  ni	
  nikoli	
  vodila	
  ženska,	
  	
  
	
  -­‐	
  le	
  10	
  %	
  moških	
  ima	
  šefico,	
  
ŽENSKE	
  V	
  SLOVENSKIH	
  UPRAVAH	
  
• 	
  21%	
  žensk	
  med	
  člani	
  uprav	
  Slovenije	
  
• 	
  10	
  %	
  predsednic	
  uprav	
  	
  
• 	
  0%	
  predsednice	
  uprav	
  v	
  drž.	
  podjetjih	
  	
  
Delež	
  uprav,	
  kjer	
  med	
  člani	
  uprave	
  ni	
  nobene	
  ženske:	
  

Vir:	
  Analiza	
  podjetja	
  A.T.Kearney	
  (povzeto:	
  Fortune	
  Global	
  500	
  in	
  poročilu	
  E.	
  Corporate	
  Governance	
  Report	
  2011)	
  

	
  	
  
FINANČNI	
  REZULTATI	
  
	
  

Primerjave	
  podjetji	
  z	
  in	
  brez	
  vodilnih	
  
managerk	
  (Fortune	
  500):	
  
	
  +	
  35	
  %	
  ROE,	
  
	
  +	
  34	
  %	
  vrednost	
  za	
  delničarje,	
  
	
  +	
  112	
  %	
  donosnost	
  vloženega	
  kapitala.	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  Vir:	
  Catalyst,	
  2007	
  	
  

	
  

+	
  56	
  %	
  prihodkov	
  	
  
	
  	
  	
  	
  	
  	
  	
  	
  Vir:	
  McKinsey,	
  2007	
  

Primerjava	
  znotraj	
  panoge:	
  
+	
  41%	
  ROE,	
  
+	
  56	
  %	
  EBIT,	
  	
  
+170	
  %	
  rast	
  vrednosR	
  delnice.	
  
	
  	
  	
  	
  	
  	
  Vir:	
  McKinsey,	
  2007,	
  2010	
  
STATISTIKA	
  	
  
	
  
	
  

Kljub	
  enakemu	
  
izhodišču	
  
napredujejo	
  moški	
  
hitreje	
  in	
  v	
  večjem	
  
deležu.	
  	
  
Projekt	
  Vključi.Vse	
  –	
  	
  
smernice	
  za	
  uravnoteženost	
  spolov	
  
v	
  procesu	
  ekonomskega	
  odločanja	
  
–	
  je	
  projekt,	
  ki	
  ga	
  sofinancira	
  
Evropska	
  komisija.	
  
 	
  	
  ŽENSKE*	
  IMAJO	
  DRUGAČNE:	
  
	
  	
  

	
  -­‐	
  komunikacijske	
  in	
  vodstvene	
  sRle,	
  
	
  -­‐	
  kompetence,	
  
	
  -­‐	
  pristop	
  do	
  moči	
  in	
  poliRk	
  
	
  -­‐	
  moRvacijo,	
  
	
  -­‐	
  karierne	
  poR.	
  

	
  
	
  
	
  
	
  
	
  
	
  

1.	
  PRILAGODITI	
  organizacijske	
  sisteme	
  in	
  procese,	
  	
  
2.	
  OBLIKOVATI	
  vključujočo	
  organiz.	
  strukturo.	
  
	
  

*	
  Gre	
  za	
  z	
  raziskavami	
  ugotovljena	
  povprečja	
  med	
  spoloma,	
  od	
  katerih	
  posamezniki	
  seveda	
  odstopajo:	
  
ParRcipaRvno	
  vodenje,	
  sodelovanje,	
  vlaganje	
  v	
  odnose.	
  Manj	
  tvegano,	
  manj	
  drzno.	
  	
  	
  
ŠEST	
  UKREPOV	
  
	
  
	
  

Podporni	
  ukrepi:	
  gib
ljiv	
  delovni	
  čas,	
  	
  
delo	
  od	
  doma,	
  ravn
otežje	
  delo-­‐družina
,	
  
ohranjenje	
  sRkov	
  z	
  
odsotnimi	
  sodelavci
	
  ...	
  	
  

1. 	
  Določitev	
  ciljnega	
  deleža	
  žensk	
  v	
  vodstvu	
  podjeYj	
  	
  
2. 	
  Izobraževalni	
  programi	
  za	
  ženske	
  
3. 	
  Karierno	
  mentorstvo	
  za	
  ženske	
  (in	
  shema	
  opazovanja	
  služb)	
  
4. 	
  Sponzorstvo	
  
5. 	
  Kadrovanje	
  –	
  od	
  treh	
  kandidatov	
  vsaj	
  ena	
  ženska	
  
6. 	
  Ciljno	
  vodenje	
  (“performance	
  management	
   )	
  
	
  

	
  

	
  

	
  

	
  	
  	
  	
  	
  	
  	
  

	
  

	
  

	
  

	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Pozornost	
  najvišjega	
  vodstva!	
  
USPEŠNE	
  ŽENSKE	
  
	
  
“Behind every one of these highly visible women
you’ll find a powerful backer, usually male,
who so believes in his protégé
that he’s put his own reputation on the line
to promote her all the way to the top.
...
you’ll find a broad and deep network of backers,
cultivated from inside and outside their industry or field
over the course of decades.”
The	
  Sponsor	
  Effect,	
  HBR,	
  2010	
  
ENAKE,	
  A	
  NE	
  ENAKOVREDNE	
  
	
  
ZDA:	
  4,6	
  %	
  žensk	
  Fortune	
  500	
  (23)	
  CEO	
  in	
  
8	
  %	
  Fortune	
  500	
  najbolje	
  plačanih	
  mest	
  

(vir:	
  hip://thinkprogress.org/economy/2013/10/22/2816041/white-­‐men-­‐ceos/#)	
  	
  

	
  
SVET:	
  Največje	
  mulRonacionalke	
  –	
  manj	
  
kot	
  5	
  %	
  CEO	
  
Vir:	
  hip://www.catalyst.org/knowledge/women-­‐boards	
  

	
  
	
  
ENAKE,	
  A	
  NE	
  ENAKOVREDNE	
  (2)	
  
Kitajska	
  –	
  4	
  	
  %	
  članic	
  uprav	
  

Vir:	
  hip://www.catalyst.org/knowledge/women-­‐boards	
  
	
  
	
  

V	
  UK	
  15	
  %	
  direktoric	
  v	
  največjih	
  250	
  
korporacijah,	
  20	
  %	
  direktoric	
  	
  FTSE	
  100	
  in	
  (po	
  
volitvah	
  v	
  2011)	
  –	
  23	
  %	
  sedežev	
  v	
  parlamentu	
  
	
  
Vir:	
  hip://www.boardsforum.co.uk/boardwatch.html	
  
ENAKI,	
  A	
  NE	
  ENAKOVREDNI	
  (3)	
  
	
  

Norveška:	
  40	
  %	
  žensk	
  v	
  upravah	
  (kvote	
  z	
  
zakonom	
  2002),	
  toda	
  le	
  5	
  %	
  CEO	
  že	
  skoraj	
  
	
  
desetletje	
  
	
  
Direktorica	
  Insead	
  Herminia	
  Ibarra,	
  soavtorica	
  
letnega	
  poročila	
  o	
  razkoraku	
  med	
  spoloma	
  
(World	
  Economic	
  Forum):	
  
	
  
“Študija	
  za	
  študijo	
  pokaže,	
  da	
  ženske	
  
vstopijo	
  v	
  delovno	
  okolje	
  skoraj	
  v	
  vseh	
  
poklicih	
  in	
  državah	
  v	
  enakomerni	
  
porazdelitvi,potem	
  se	
  pa	
  nekaj	
  ne	
  zgodi.”	
  
SPONZORJI	
  
	
  

Marilyn Nagel, Cisco’s chief diversity office:

	
  

“A mentor can help you do a better job in your role or get
you over a sticky situation,” she says, whereas “an
advocate (Cisco’s term for sponsor) is really about your
future.”

Sylvia Ann Hewlett
“Mentors give you time. Sponsors get you the next
promotion.”

The	
  Sponsor	
  Effect,	
  HBR,	
  2010	
  
ŽENSKE,	
  SPONZORJI,	
  KRIZA	
  
	
  

TEŽJE:

	
  

52 % ženskih menedžerk vs 35 % moških (težko je
najti sponzorja)
56 % žensk vs. 32 % (težje kot pred dvema letoma)
	
  
(raziskava	
  The	
  sponsor	
  effect)	
  
KDO	
  JE	
  SPONZOR?	
  

The	
  Sponsor	
  Effect,	
  HBR,	
  
2010	
  
UKREPI	
  
	
  
	
  

• 
• 
• 
• 

Sponzorstvo naj bo “robustno”
Vodi z vrha
Bodi pozoren na celotno karierno pot
Sponzorstvo naj bo varno
ŽENSKE	
  ŽELIJO	
  MOŠKE	
  SPONZORJE	
  
	
  
	
  

The	
  Sponsor	
  Effect,	
  HBR,	
  
2010	
  
KAVELJ	
  22	
  (prvi	
  trije)	
  
	
  

-  Ali bo ženska poročena ali ne –
	
   “ni material za vodenje”
-  Elisabeth Kelan, King’s College London à
“gender fatigue”
-  samozavestnost:
• 
• 

če ne govorimo o sebi, nas spregledajo
če govorimo o sebi, pa nam zamerijo ali smo tiste, ki
“služijo le lastnim interesom”
KAVELJ	
  22/2	
  (še	
  dva)	
  
	
  

	
  -  Če imamo otroke, zaslužimo manj in smo več
odsotne, če jih nimamo, smo čudne;
Jane Waldfogel
à en otrok stane žensko 6 % manj zaslužkov
à dva 13 % manj
Vir:Jane Waldfogel, “The Effects of Children on Women’s Wages”

-  Ženske smo odlične v odnosih, a jih ne znamo
kapitalizirati. Zakaj? Ker so to naši prijatelji – in
teh ne “uporabimo/instrumentaliziramo”.
	
  
PRIČAKOVANJA	
  ...	
  

The	
  Sponsor	
  Effect,	
  HBR,	
  
2010	
  
KAVELJ	
  22/2	
  (še	
  eden)	
  
	
  
	
  

- 

	
  

Napredujemo zato, ker imamo afero?
•  če napredujem, mislijo, da jo imam
ŽENSKE	
  VS.	
  MOŠKI	
  ...	
  

The	
  Sponsor	
  Effect,	
  HBR,	
  
2010	
  
REZULTATI	
  
Advocates facilitate stretch assignments:
With an advocate in their corner, 56 percent of men and
44 percent of women were likely to ask their manager for
a stretch assignment, compared to 43 percent of men
and 36 percent of women on their own.
Advocates impact pay:
49 percent of sponsored men and 38 percent of
sponsored women are likely to ask their manager for a
raise, compared to 37 percent of men and 30 percent of
women without sponsors.

The Catalyst survey
REZULTATI	
  (2)	
  
Advocates create career traction:
Among employees with advocates, 23 percent more
men and 19 percent more women are satisfied with their
rate of advancement than their unsupported colleagues.
Advocates open doors:
boosting prospects for advancement 13 percent for men
and 11 percent for women.
Promotions:
72 percent of the men and 65 percent of the women
(with advocates in 2008) had received one or more
promotions by 2010.
The Catalyst survey
ROZA	
  KVOTE*	
  
	
  

Pomisleki žensk … “At the end of the day,
	
   I want to be judged on the quality of my work
and how I affect the bottom line
- not by who I know or how well I manipulate
those relationships,”
one female investment banker said.
“I see this whole mentoring, sponsoring,
networking thing as
.I
mean, who needs it?”
Roza kvote – izraz uporabila Maria Anselmi - http://www.dnevnik.si/mnenja/kolumne/1042547057
Cilj	
  je...	
  	
  
večja	
  uspešnost	
  in	
  	
  
učinkovitost	
  skozi	
  	
  
uravnoteženost	
  	
  
zaradi	
  komplementarnosR	
  spolov.	
  	
  
www,zdruzenje-manager.si
natalie@nikrmana.eu, natalija.postruznik@zdruzenje.manager.si

PRIDRUŽITE SE NAM.

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Zakaj potrebujemo ženske sponzorje in roza kvote

  • 1. Zakaj  ženske  potrebujemo     moške  sponzorje  in  roza  kvote   mag.  Natalija  Postružnik,  povezovalka*  projekta  Vključi.vse   Združenje  Manager,  dogodek  Vključi(mo).vse,  6.  marec  2014  
  • 2. SLOVENKE     50,5  %  prebivalstva,     •   45,9  %  zaposlenih,   •   61,3  %  diplomantk.   Najslabše  v  gospodarstvu  na  vodilnih  položajih:     • ženske  diskriminirane  v  ekonomski  sferi:      -­‐  2/3  slovenskih  podjeRj  ni  nikoli  vodila  ženska,      -­‐  le  10  %  moških  ima  šefico,  
  • 3. ŽENSKE  V  SLOVENSKIH  UPRAVAH   •   21%  žensk  med  člani  uprav  Slovenije   •   10  %  predsednic  uprav     •   0%  predsednice  uprav  v  drž.  podjetjih     Delež  uprav,  kjer  med  člani  uprave  ni  nobene  ženske:   Vir:  Analiza  podjetja  A.T.Kearney  (povzeto:  Fortune  Global  500  in  poročilu  E.  Corporate  Governance  Report  2011)      
  • 4. FINANČNI  REZULTATI     Primerjave  podjetji  z  in  brez  vodilnih   managerk  (Fortune  500):    +  35  %  ROE,    +  34  %  vrednost  za  delničarje,    +  112  %  donosnost  vloženega  kapitala.                    Vir:  Catalyst,  2007       +  56  %  prihodkov                    Vir:  McKinsey,  2007   Primerjava  znotraj  panoge:   +  41%  ROE,   +  56  %  EBIT,     +170  %  rast  vrednosR  delnice.              Vir:  McKinsey,  2007,  2010  
  • 5. STATISTIKA         Kljub  enakemu   izhodišču   napredujejo  moški   hitreje  in  v  večjem   deležu.    
  • 6. Projekt  Vključi.Vse  –     smernice  za  uravnoteženost  spolov   v  procesu  ekonomskega  odločanja   –  je  projekt,  ki  ga  sofinancira   Evropska  komisija.  
  • 7.      ŽENSKE*  IMAJO  DRUGAČNE:        -­‐  komunikacijske  in  vodstvene  sRle,    -­‐  kompetence,    -­‐  pristop  do  moči  in  poliRk    -­‐  moRvacijo,    -­‐  karierne  poR.               1.  PRILAGODITI  organizacijske  sisteme  in  procese,     2.  OBLIKOVATI  vključujočo  organiz.  strukturo.     *  Gre  za  z  raziskavami  ugotovljena  povprečja  med  spoloma,  od  katerih  posamezniki  seveda  odstopajo:   ParRcipaRvno  vodenje,  sodelovanje,  vlaganje  v  odnose.  Manj  tvegano,  manj  drzno.      
  • 8. ŠEST  UKREPOV       Podporni  ukrepi:  gib ljiv  delovni  čas,     delo  od  doma,  ravn otežje  delo-­‐družina ,   ohranjenje  sRkov  z   odsotnimi  sodelavci  ...     1.   Določitev  ciljnega  deleža  žensk  v  vodstvu  podjeYj     2.   Izobraževalni  programi  za  ženske   3.   Karierno  mentorstvo  za  ženske  (in  shema  opazovanja  služb)   4.   Sponzorstvo   5.   Kadrovanje  –  od  treh  kandidatov  vsaj  ena  ženska   6.   Ciljno  vodenje  (“performance  management   )                                                          Pozornost  najvišjega  vodstva!  
  • 9. USPEŠNE  ŽENSKE     “Behind every one of these highly visible women you’ll find a powerful backer, usually male, who so believes in his protégé that he’s put his own reputation on the line to promote her all the way to the top. ... you’ll find a broad and deep network of backers, cultivated from inside and outside their industry or field over the course of decades.” The  Sponsor  Effect,  HBR,  2010  
  • 10. ENAKE,  A  NE  ENAKOVREDNE     ZDA:  4,6  %  žensk  Fortune  500  (23)  CEO  in   8  %  Fortune  500  najbolje  plačanih  mest   (vir:  hip://thinkprogress.org/economy/2013/10/22/2816041/white-­‐men-­‐ceos/#)       SVET:  Največje  mulRonacionalke  –  manj   kot  5  %  CEO   Vir:  hip://www.catalyst.org/knowledge/women-­‐boards      
  • 11. ENAKE,  A  NE  ENAKOVREDNE  (2)   Kitajska  –  4    %  članic  uprav   Vir:  hip://www.catalyst.org/knowledge/women-­‐boards       V  UK  15  %  direktoric  v  največjih  250   korporacijah,  20  %  direktoric    FTSE  100  in  (po   volitvah  v  2011)  –  23  %  sedežev  v  parlamentu     Vir:  hip://www.boardsforum.co.uk/boardwatch.html  
  • 12. ENAKI,  A  NE  ENAKOVREDNI  (3)     Norveška:  40  %  žensk  v  upravah  (kvote  z   zakonom  2002),  toda  le  5  %  CEO  že  skoraj     desetletje     Direktorica  Insead  Herminia  Ibarra,  soavtorica   letnega  poročila  o  razkoraku  med  spoloma   (World  Economic  Forum):     “Študija  za  študijo  pokaže,  da  ženske   vstopijo  v  delovno  okolje  skoraj  v  vseh   poklicih  in  državah  v  enakomerni   porazdelitvi,potem  se  pa  nekaj  ne  zgodi.”  
  • 13. SPONZORJI     Marilyn Nagel, Cisco’s chief diversity office:   “A mentor can help you do a better job in your role or get you over a sticky situation,” she says, whereas “an advocate (Cisco’s term for sponsor) is really about your future.” Sylvia Ann Hewlett “Mentors give you time. Sponsors get you the next promotion.” The  Sponsor  Effect,  HBR,  2010  
  • 14. ŽENSKE,  SPONZORJI,  KRIZA     TEŽJE:   52 % ženskih menedžerk vs 35 % moških (težko je najti sponzorja) 56 % žensk vs. 32 % (težje kot pred dvema letoma)   (raziskava  The  sponsor  effect)  
  • 15. KDO  JE  SPONZOR?   The  Sponsor  Effect,  HBR,   2010  
  • 16. UKREPI       •  •  •  •  Sponzorstvo naj bo “robustno” Vodi z vrha Bodi pozoren na celotno karierno pot Sponzorstvo naj bo varno
  • 17. ŽENSKE  ŽELIJO  MOŠKE  SPONZORJE       The  Sponsor  Effect,  HBR,   2010  
  • 18. KAVELJ  22  (prvi  trije)     -  Ali bo ženska poročena ali ne –   “ni material za vodenje” -  Elisabeth Kelan, King’s College London à “gender fatigue” -  samozavestnost: •  •  če ne govorimo o sebi, nas spregledajo če govorimo o sebi, pa nam zamerijo ali smo tiste, ki “služijo le lastnim interesom”
  • 19. KAVELJ  22/2  (še  dva)      -  Če imamo otroke, zaslužimo manj in smo več odsotne, če jih nimamo, smo čudne; Jane Waldfogel à en otrok stane žensko 6 % manj zaslužkov à dva 13 % manj Vir:Jane Waldfogel, “The Effects of Children on Women’s Wages” -  Ženske smo odlične v odnosih, a jih ne znamo kapitalizirati. Zakaj? Ker so to naši prijatelji – in teh ne “uporabimo/instrumentaliziramo”.  
  • 20. PRIČAKOVANJA  ...   The  Sponsor  Effect,  HBR,   2010  
  • 21. KAVELJ  22/2  (še  eden)       -    Napredujemo zato, ker imamo afero? •  če napredujem, mislijo, da jo imam
  • 22. ŽENSKE  VS.  MOŠKI  ...   The  Sponsor  Effect,  HBR,   2010  
  • 23. REZULTATI   Advocates facilitate stretch assignments: With an advocate in their corner, 56 percent of men and 44 percent of women were likely to ask their manager for a stretch assignment, compared to 43 percent of men and 36 percent of women on their own. Advocates impact pay: 49 percent of sponsored men and 38 percent of sponsored women are likely to ask their manager for a raise, compared to 37 percent of men and 30 percent of women without sponsors. The Catalyst survey
  • 24. REZULTATI  (2)   Advocates create career traction: Among employees with advocates, 23 percent more men and 19 percent more women are satisfied with their rate of advancement than their unsupported colleagues. Advocates open doors: boosting prospects for advancement 13 percent for men and 11 percent for women. Promotions: 72 percent of the men and 65 percent of the women (with advocates in 2008) had received one or more promotions by 2010. The Catalyst survey
  • 25. ROZA  KVOTE*     Pomisleki žensk … “At the end of the day,   I want to be judged on the quality of my work and how I affect the bottom line - not by who I know or how well I manipulate those relationships,” one female investment banker said. “I see this whole mentoring, sponsoring, networking thing as .I mean, who needs it?” Roza kvote – izraz uporabila Maria Anselmi - http://www.dnevnik.si/mnenja/kolumne/1042547057
  • 26. Cilj  je...     večja  uspešnost  in     učinkovitost  skozi     uravnoteženost     zaradi  komplementarnosR  spolov.