Transcript Identifying and fast tracking high potential women

Adelaide Women
Identifying and fast tracking
high potential women
adelaide.edu.au
Identifying and fast tracking team
Project team
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Anita Berry, Senior Marketing Manger, Marketing and Communications
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Sue Hampstead, Manager Employee Services, Human Resources
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Caroline Laurence, Associate Professor, Postdoctoral Fellow, Discipline
of General Practice, School of Population Health
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Jane Mathias, Professor, School of Psychology
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Susan Oakley, Associate Professor, Head Gender Studies and Social
Analysis, School of Social Sciences
Project sponsor
Kent Anderson, Pro Vice-Chancellor (International)
Project coach
Sophie Hampel, Inkling Women
University of Adelaide
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University of Adelaide
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Agenda
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Why promote women from within the University?
Project purpose
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Where are we now?
Current landscape and background
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What did we do?
Project approach and methodology
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What did we discover?
Project findings
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How can we improve?
Project recommendations
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27.5%
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Retain talented
women
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Improve
organisational
performance
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Where are
we at now?
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Identification: finding high performers
Academic
women
Level A = 45%
Senior = 22%
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Professional women
HEO2 = 66%
Senior = 28%
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Internal
External
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The horizon: moving forward
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What did
we do?
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Literature review
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Interviews
with senior
University
staff
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The interview
• Key attributes of high potential leaders
• Approaches they currently use in their area
• Suggestions on how the University might identify high
potential leaders
• How high potential females can be fast tracked into
leadership opportunities
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Findings
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Findings:
Attributes of high potential leaders
Strategic
Drive &
integrity
Effective
communication
Teamwork
Broad-based &
long-term
perspective
Enthusiastic &
motivated
Interpersonal
skills
Optimise group
outcomes
Able to identify
important issues
& foresee
consequences
Willingness to
take on new
roles &
responsibilities
Articulate &
communicate
key issues
Respectful
Innovative &
responsive
Integrity,
commitment &
ethics
Engaging
Initiative
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Findings:
Identifying and fast tracking
PDRs
Identification
Line managers
Acting/deputy positions
Fast tracking
Secondments/roles at a higher level
Continuing mentoring/coaching during transition
to leadership roles
Support system
University of Adelaide
Development of a ‘talent’ pool
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Findings: Barriers and concerns
Male
culture
‘Masculine’
management
style
Squeaky
wheel
Feudal
system
University of Adelaide
PDRs not
performed
Multiple
procedures
Equity and
transparency
Resources
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Recommendations
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Key recommendations
What: Simplify the seven leadership capabilities
How:
Align with terminology used by senior management to
the four capabilities
What: Establish defined pathways for succession planning
How:
Utilise secondments, committee positions,
deputy/acting/ associate roles and/or special projects
for career & skill development
Establish a database of high potential female leaders
Short-term
<12 months
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Provide discretionary budgets
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Key recommendations
Medium-term
1-2 years
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What:
Expand the current leadership programs
How:
Add on module that incorporates coaching,
mentoring
What:
Broaden PDR
How:
Incorporate leadership
What:
Use the PDR
How:
Formalise training
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Key recommendations
What:
Develop a culture that recognises and
celebrates the unique talent of existing
female staff and that promotes women from
within the University
How:
Understand the current culture at the
University
Long-term
>2 years
Use the Adelaide Women Programs to
provide direction on changing the culture
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Thank you
 Sponsor: Kent Anderson
 Coach: Sophie Hampel
 Interviewees: Senior University staff
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