Transcript Breaking through the glass ceiling Women in Management What is the Glass Ceiling? • ‘The invisible artificial barriers that block women from senior executive.

Breaking through the glass
ceiling
Women in Management
What is the Glass Ceiling?
• ‘The invisible artificial barriers that block
women from senior executive jobs’
• It is a reflection of gender roles and
relations which give rise to and perpetuate
inequalities between women and men in all
walks of life
• ‘Sticky floor’- keeping women stuck at the
bottom of the economic pyramid
The Glass Ceiling
ILO Geneva
Glass Ceiling
Men
Women
Support staff
(Majority women)
Pyramidal Organizational Structure
Why does the ‘Glass Ceiling’
exist?
• The way the work it
self is organized
• Balancing work and
family
• Occupational
segregation- men’s
jobs, women’s jobs
• Gender pay gap- 10 to
30 percentage points
• Gender division in
time spent on work
and family
• Women work longer
hours than men
• Women perform most
unpaid work
• Women’s lack of line
management
experience
Glass Walls
ILO Geneva
Glass Ceiling
Glass walls
Men
Women
graduates
graduates
Support staff
(majority women)
Pyramidal Organizational Structure
Women Managers/Employment
Korea
Egypt
Switz.
Mexico
Czech R.
Aust.
Swed.
Canada
Rus. Fed.
Managers
Employed
3-D Column 3
3-D Column 4
3-D Column 5
Ukraine
50
45
40
35
30
25
20
15
10
5
0
Some Statistics
• Women hold 1 to 3 per cent of top executive
jobs in the largest corporations world wide
• Only 12 countries have a women head of
state
• Only 14 % of the world’s Parliamentarians
are women
• Only 1 per cent of trade union leaders are
women
ILO Geneva
Women in Management
Top jobs
jobs occupied by women.
1-5 percent of executive
Senior management
10-20 percent.
Managerial jobs
6-30 percent.
Administrative and managerial 10-43 percent.
Professional and technical
20-60 percent.
% WOMEN PROFESSIONAL
STAFF UN SYSTEM DEC.2000
•
•
•
•
•
•
•
•
UNFPA 50.4
UNICEF 44
WFP
42.9
UNESCO 42.8
UNDP
39
UNHCR 38.9
UN
36.2
ILO
33.3
WHO 33.2
WIPO 30
ITU
25
FAO
23.5
WMO 21.7
UNIDO 20.1
IAEA 17.3
TOTAL 33.7
Glass ceiling in the UN System
% Women Dec. 2000
P5
D1
D2
UG
UNFPA
38
29
40
67
UNICEF
39
30
29
50
WFP
26
35
43
33
UNESCO
26
21
29
20
UNDP
22
31
14
50
Glass ceiling in the UN System
% Women Dec. 2000
P5
D1
D2
UG
UNHCR
22
31
14
50
UN
33
32
22
16
ILO
23
15
19
21
WHO
25
27
11
20
WIPO
14
15
8
0
Glass ceiling in the UN System
% Women Dec. 2000
P5
D1
D2
UG
ITU
13
9
0
0
FAO
12
11
12
19
WMO
14
0
10
0
UNIDO
15
6
0
0
IAEA
8
15
10
0
24
22
19
17
TOTAL
Why Dismantle the ‘Glass
Ceiling’
• Women are a key resource in
the race to create new products
and resources
• Women’s skills level is rising
• More and more women are
starting businesses
• It’s not only the right thing to
do, it’s also good for business
Gender equality contributes to
economic growth and family
welfare
• Organizations and
firms will depend
more and more on
having a balanced mix
of ‘masculine’ and
‘feminine’ attributes at
all levels.
Strategies to break through the
‘Glass Ceiling’
• Diversify occupations for women and men
• Foster greater sharing of family
responsibilities
• Objective and unbiased recruitment and
promotion procedures
• Gender-sensitive human resource policies
• Cultivate and nurture women’s
entrepreneurial talents
Gender-Sensitive Human
Resource Policies
• mentoring and networking
• giving young women challenging,varied
and visible assignments
• work-family or work-life programmes
• sexual harassment policy
• flexible working time and work place
• training
Human Resource Management to
Advance Women
• equal employment opportunity policy
• achieving targets: positive action
• diversity management - visible and nonvisible differences that include factors such
as sex, age, background, race, disability,
personality and work style
• Total E-Quality- gender equality a precondition for the delivery of quality
products and services
ILO ACTION PLAN on Gender
Equality and Mainstreaming
5 key result areas
1. Policy statement
2. GMS in structure
3. Capacity building
4. GMS in work of ILO
5. Gender-sensitive HRD
ILO Gender Audit
Recommendations
• Clear set of targets to improve staff sex balance at
all levels
• Continue to promote female leadership in the
Office and actively target women for senior posts
• Create a working environment for a more
balanced professional and private life
• Non tolerance of sexual and other forms of
harassment and all forms of sexist behaviour
ILO objective on gender equality
ILO constituents take positive action to
increase gender equality in the world of
work
Indicator: ILO constituents make measurable
progress in the representation of women at
decision-making level to attain balanced
participation of men and women
ILO objective on gender equality
Target: An accurate count of the number and
status of women and men participating in
ILO meetings, seminars, training under
regular and extra-budgetary funding
ILO objective on gender equality
Strategy:
 Develop a methodology to collect and track participation
rates in order to etablish a baseline for measuring progress
 Analyse trends in particpation rates and report on them
regularly to the Governing Body and the ILC
 Document and report on successful measures taken by
constituents and the ILO to increase the participation of
women at different levels
 Develop and make available to ILO constituents, statistical
indicators and statistics disaggregated by sex