UNC Leadership Survey 2012: Women in Business

UNC Leadership Survey 2012: Women in Business
Quantitative Report UNC Kenan-Flagler Business School Executive Development
Table of Contents
Introduction How to Read This Report Key Findings Section A: Current Organizational Climate Section B: Development of Women Leaders Section C: Demographics UNC Kenan-Flagler Business School UNC Executive Development Contact Information 3 4 5 8 15 29 30 31 32
2012 UNC Leadership Survey Proprietary & Confidential
Introduction
Objectives This study was conducted to gain feedback from senior business leaders on: The development, career progress, work/life balance, mentoring, and organizational support for women in the workplace; The current presence of women in leadership roles; The effectiveness of recruiting, retaining, and developing women executives; The importance of key performance metrics and how women leaders perform in these areas; and Perceived barriers to the advancement of women into leadership roles.
Invites Sent Total Domestic Talent Development Managers C-suite Executive International Talent Development Managers 69,326 35,333 21,956 12,037 Response Rate * 1.33% 2.42% 0.23% 0.16%
Methodology The questionnaire was developed by Percept Research and the University of North Carolina Kenan-Flagler Business School. The survey was administered via a web survey hosted by Percept Research. Percept Research processed all completed questionnaires, tabulated data, and developed graphical presentation of results. Segmentation This report provides comparative analysis of the following segments of interest. All questions displayed in this report were mandatory with the following number (N) of completed interviews.
Total 925 181 744 631 294 130 206 300 185 84
Completes 925 856 50 19
Male Female Talent Developers Non-Talent Developers Title: C-Level Title: Vice President Title: Director Title: Manager
*Response Rate calculation does not take into account emails returned as undeliverable or out of office
Fielding Overview Fielding Started: Fielding Completed:
02/07/2012 02/24/2012
Title: Other
How to Read this Report

Bar Charts Overall ratings and data are presented in bar charts as means. Unless otherwise noted, all responses are based on a 0-5 scale. Typically 0-1 is considered a poor rating while 4-5 is considered a high rating based on a 0-5 scale. Response options are displayed in order of decreasing mean rating for easier interpretation in the bar charts. Graphical Report Segmentation is based on results to survey questions: Male vs. Female: categorization based on response to question C1 What is your gender? Talent Development Managers vs. Non Talent Development Managers: categorization based on response to question C5 Are you in a talent development function (e.g., HR, leadership development, human capital) in your organization? Title: categorization based on response to question C4 Which of the following best describes your title in your company?
Key Findings
Key Findings
Respondents perceive a positive trend in the number of women holding senior leadership positions (see slide 9). Approximately half (48%) stated the number has increased over the past five years while 15% believe it has decreased. There is a correlation between level in organization and perception of the increase of women in leadership positions. Sixty percent of C-Suite Executives reported an increase over the last five years compared to 38% of Managers. When asked how the number of women holding senior leadership positions will change in the next five years the answers become less clear. While 40% of respondents believe the number will increase, 28% believe it will stay the same, and 30% dont know if it will decrease, increase, or stay the same (slide 10). Men have a more positive outlook than their female counterparts. Nearly two-thirds (65%) of male respondents believe the number of women in leadership positions has increased over the past 5 years and 57% believe the number will continue to increase over the next 5 years. This is significantly higher than the 44% and 36%, respectively, reported by female respondents. Only eleven percent of respondents believe their organizations are extremely effective in recruiting women executives while fourteen percent stated their companies were not at all effective (slide 11). The more senior the respondent the more positive the view on their companys recruiting efforts. Over half (53%) of C-Suite Executives selected extremely or moderately effective compared to 28% of Managers. It should be noted that the majority of C-Suite Executives in this study were female (69%), so the gender and title comparisons can be viewed separately. Once women achieve these senior levels, companies are doing an effective job with retention. Fifty-seven percent of respondents believe their companies are extremely effective or moderately effective in retaining women executives (slide 12). Men believe their companies are more effective in retaining woman than women. While 73% of men believe their company is extremely or moderately effective only 52% of women feel similarly.
Key Findings Continued

Companies continue to create an organizational climate that is doing a moderate job in its support of the development of womens leaders. Over one-third (38%) of the respondents indicated the organizational climate at their companies moderately encourage the development of women leaders (slide14). This is similar to the 2010 Study by Mercer that found 43% of their respondents stating the same level of support (from their 2010 Womens Leadership Development Survey). Slightly more respondents in the current study selected to a small extent (28%) than to a great extent (22%). As with the previous findings, men and C-Suite Executives have a more positive opinion of the support systems available to women executives. Comparative analysis of public to private companies and company size did not yield any actionable statistical differences.
Section A: Current Organizational Climate

How has the number of women holding senior leadership positions in your company changed in the past 5 years? (A1)
100% 80%
65%
Males
Females
Total
100% 80%
Talent Dev
Non Talent Dev
60%
44%
48%
60% 40% 20%

1% 3% 2%
48% 50% 35% 34% 15% 15% 3% 2%
40% 20% 0% Decreased

17% 15% 7%
36% 34% 27%
Stayed the same
Increased
Dont know
100% 80% 60% 40% 20%
0% Decreased Stayed the same

VP
Increased
Dont know
Overall, respondents indicated the number of women holding senior leadership positions within their company has increased over the past five years. Gender: Significantly more men (65%) than women (44%) indicated an increase in the number of women holding leadership positions within a company in the past five years. Title: Slightly more C-Suite Executives (60%) felt senior leadership positions held by women has increased over the past five years compared to respondents holding other titles.
C-Suite Exec
Director
Manager
Other
60% 52% 48% 39%37% 34%32% 29% 17%17% 13% 11%14%
48% 38%
0% Decreased Stayed the same Increased
5% 2% 0% 0% 3% Dont know

How will the number of women holding senior leadership positions in your company change in the next 5 years? (A2)
100% 80% 60% 40%
22% 57% 36% 29% 28% 20% 40% 33% 30%
100%
Males
Females
Total
80% 60% 40%
Public
Private
41% 40% 25% 31%
33%
27%
20%
1% 2% 2%
20% 1% 0% 3% Stay the same Increase Dont know
0% Decrease Stay the same Increase Dont know

100% 80% 60% 40% 20% 0%
Decrease
Overall, respondents predict positive changes with the number of women holding senior leadership positions increasing within the next 5 years. Gender: Men (57%) had a significantly stronger outlook on the future of women holding leadership positions within a company compared to women (36%). Title: Vice Presidents felt the most optimistic in terms of women holding senior leadership positions within their company in the next 5 years. Results are similar for respondents working in publicly owned and privately owned companies.
C-Suite Exec
VP
Director
Manager
Other
33%
33% 24%27% 21%
51% 42% 36%37%33%
38%39% 26%28% 22%
2% 2% 2% 1% 0% Decrease Stay the same Increase Dont know

How effective is your company in recruiting women executives? (A3)
Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective Dont know 0%
11% 7% 5% 5% 5% 17% 9% 11% 24% 26% 24% 26% 26% 20% 18% 36%
Extremely effective Moderately effective Somewhat effective

Males Females Total
10% 11% 27% 24% 25% 26% 18% 20% 15% 13% 5% 5% 0% 20% 40% 60% 80% 100% Talent Dev Non Talent Dev
Slightly effective Not at all effective Dont know
16% 14%
20%
40%
60%
80%
100%
Overall, these findings indicate that there remains a significant need for more effective recruitment strategies for women executives. Gender: Males believe their companies are more effective in recruiting woman than females. While 53% of men believe their company is extremely or moderately effective only 33% of women feel similar. Title: There is a correlation between management level and belief in effectiveness of recruiting. Over half (53%) of C-Suite Executives stated extremely or moderately effective compared to 28% among managers.
C-Suite Exec Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective Dont know 18% 35% 23% 11% 6% 6% VP 12% 22% 26% 22% 14% 4% Director 8% 28% 28% 15% 16% 4% Manager 6% 22% 20% 24% 22% 6% Other 13% 21% 27% 23% 8% 7%

How effective is your company in retaining women executives? (A4)
1% 7% 15% 23% 22% 22% 25% 35%
38% 30% 32%
Males Females Total

15% 13%
6% 5% 4% 3% 3%
20%
40%
60%
80%
100%
Overall, these findings indicate that companies are doing an effective job in retaining women executives. Gender: Males believe their companies are more effective in retaining woman than females. While 73% of men believe their company is extremely or moderately effective only 52% of women feel similar. Title: As with recruiting, there is a correlation between management level and belief in effectiveness of retention. Over two-thirds (68%) of C-Suite Executives stated extremely or moderately effective compared to 44% among managers.

How effective is your company in the development of women executives? (A5)
4% 3% 2% 2% 15% 6% 8% 15% 27% 29% 25% 24% 24% 22% 20% 37%
Males Females Total

19% 16%
20%
40%
60%
80%
100%
Men (52%) and C-Suite Executives (49%) feel their company has been extremely or moderately effective in the development of women executives. Note that Managers (26%), Non Talent Development respondents (20%), and a significant portion of women (19%) rated their company as not at all effective in developing women executives compared to other groups.

How well does the organizational climate at your company encourage the development of women leaders? (A6)
100% 80% 60% 40% 20%

2% 12% 10% 12% 32%
Males
Females
Total
100% 80%
Talent Dev
Non Talent Dev
45% 28%
60%
37% 38% 39% 19% 22%
40% 20%
3% 1% 1%
40% 27% 9% 11% 31%
34% 23% 21% 1% 3%
0%
0%
Not at all To a small extent To a great extent Dont know
companies are doing a moderate job at creating an organizational climate that encourages the development of women leaders. Gender: Not surprisingly, women have a more tempered outlook on the development of women executives compared to men. Women are more likely to select to a small extent than to a great extent. Title: Individuals within the higher levels organization are more likely to give their company higher marks in the development of women leaders.
To a moderate Overall, these findings indicate that extent
Not at all
To a small extent
To a moderate extent
To a great extent
Dont know
C-Suite Exec Not at all To a small extent To a moderate extent To a great extent Dont know 6% 17% 41% 35% 2% VP 10% 29% 37% 23% 0% Director 9% 30% 38% 22% 1% Manager 14% 34% 37% 13% 3% Other 7% 26% 39% 25% 2%
Section B: Development of Women Leaders

How important is the development of women leaders on your companys strategic agenda? (B1)
100% 80% 60% 40% 20% 0% Top 3 Top 10 strategic strategic agenda item agenda item On the Not on the strategic strategic agenda, agenda but not near the top Dont Know
6% 1% 2% 25% 16% 18% 27% 23% 23% 31% 10% 8% 9% 52% 48%
Males
Females
Total
100% 80% 60% 40% 20% 0%
Talent Dev
Non Talent Dev 53%
46% 19% 15% 3% 1% On the strategic agenda, but not near the top 25% 20%
7% 12% Not on the strategic agenda Dont Know
Top 3 Top 10 strategic strategic agenda item agenda item
Overall, nearly half (48%) of respondents indicated that the development of women leaders within their company was not on the strategic agenda. Very few respondents rated the development of women leaders as a top 3 strategic agenda item. Gender: A significantly higher percentage of women (52%) felt the development of women leaders was not a part of their organizations strategic agenda compared to men (31%).
Top 3 strategic agenda item
5% 2% 2% 1% 1% 22% 19% 16% 17% 14% 21% 27% 24% 23% 19% 51% 48% 49% 49% 43% 1% 4% 9% 11% 0% 20% C-Suite Exec VP Manager Director Other
Top 10 strategic agenda item
On the strategic agenda, but not near the top
Not on the strategic agenda
Dont Know
23% 40% 60% 80% 100%

Which of the following best describes your companys approach to the development of women leaders? (B2)
Non Talent Total No initiatives or programs targeted to the needs of women leaders Offer some initiatives or programs Offer a specific leadership program for women Plan to offer some activities or programs within the next 12 months Dont know Other (please specify) 46% 29% 10% 6% 4% 5% Males 30% 37% 17% 4% 7% 4% Females 50% 27% 8% 6% 4% 5% Dev 46% 30% 10% 6% 3% 5% Talent Dev 48% 26% 8% 5% 9% 4% C-Suite Exec 42% 29% 8% 5% 5% 10% VP 45% 33% 9% 7% 1% 5% Director Manager 50% 27% 10% 7% 2% 4% 50% 23% 10% 6% 8% 3% Other 39% 36% 8% 4% 8% 5%
Overall, the majority of respondents across all groups felt their organization had no initiatives in place to aid in developing women leaders and few plans in developing activities within the next 12 months. Significantly more women (50%) than men (30%) indicated there were no initiatives or programs to develop women. Of the 39% of respondents that stated there were initiatives or programs for women, a significantly lower percentage believe there is a specific leadership program (10%) versus some initiatives or programs (29%).
This takeaway box refers to findings from question B3 on the next slide. One half (50%) of respondent companies have deployed flexible work arrangements within the last three years to identify, assess, retain and development women leaders. Other highly-selected options include programs to encourage female networking and role models, mentoring of junior women, and CEO & senior executive oversight of gender diversity efforts. Conversely, approximately one quarter of companies (23%) have not undertaken any efforts for women leaders.

In the past 3 years, which efforts, if any, has your company undertaken to identify, assess, retain, and develop women leaders? Please select all that apply. (B3)
Non Talent Total Flexible working arrangements Programs to encourage female networking and role models Encouragement for senior executives to mentor junior women Oversight by CEO and the executive team of gender diversity efforts Assessing indicators of the companys performance in hiring, retaining, promoting, and developing women Support programs and facilities to help reconcile work and family life Performance evaluation systems that neutralize the impact of parental leaves or flexible work Skill-building programs developed specifically at women Programs to smooth transitions before, during, and after parental leaves Inclusion of gender diversity indicators in executives performance reviews Gender-specific coaching programs Gender quotas in hiring, retaining, promoting, or developing women Systematic requirement that at least one female candidate be in each promotion pool Other No efforts undertaken for women leaders 50% 38% 31% 25% 24% 23% 18% 13% 11% 11% 6% 6% 5% 4% 23% Males 55% 51% 46% 32% 33% 34% 30% 22% 22% 20% 12% 11% 8% 4% 14% Females 49% 35% 27% 24% 22% 20% 15% 11% 8% 8% 5% 5% 4% 4% 25% Dev 52% 40% 33% 28% 28% 23% 20% 14% 12% 11% 7% 6% 5% 4% 22% Talent Dev 47% 33% 27% 19% 17% 23% 14% 12% 8% 10% 4% 5% 5% 3% 27% C-Suite Exec 61% 42% 45% 29% 28% 31% 25% 15% 19% 12% 11% 4% 5% 5% 18% VP 49% 40% 33% 32% 25% 23% 21% 15% 10% 13% 5% 6% 4% 4% 23% Director Manager 50% 38% 30% 23% 23% 22% 16% 13% 7% 7% 6% 5% 5% 4% 22% 42% 33% 24% 22% 24% 16% 14% 11% 8% 13% 3% 6% 2% 4% 29% Other 51% 40% 25% 18% 20% 29% 21% 10% 17% 12% 4% 8% 6% 5% 23%

If you have leadership programs for women in your organization, how effective are they? (B4)
100% 80% 60% 40%
21% 60% 57% 45% 23% 11% 13% 5% 3% 3% Extremely effective Do not have leadership programs for women
Males
Females
Total
100% 80% 60% 40% 20% 0% 0% 3%

Not at all effective
Talent Dev
Non Talent Dev
59%
52%
20% 0%
0% 1% 1% Not at all effective
7% 10% 9% Slightly effective
16% 17%
10% 7%
Slightly effective
14%
22% 13% 13% 3% 3%
Somewhat effective
Moderately effective
Somewhat effective
Moderately effective
Extremely effective
Do not have leadership programs for women
C-Suite Exec VP 1% 10% 15% 14% 4% 56% Director 0% 11% 18% 10% 3% 59% Manager 2% 7% 16% 10% 2% 62% Other 3% 8% 16% 23% 3% 47% Not at all effective Slightly effective Somewhat effective Moderately effective Extremely effective Do not have leadership programs for women 1% 8% 17% 17% 5% 52%
Overall, the majority of respondents stated that their organizations do not have leadership programs for women. This was a consistent trend across all segments. Of those that do have programs, they are most likely to be considered somewhat effective.

What are the biggest perceived barriers, if any, preventing women from advancing to the top management of your company? Please select up to 3 barriers. (B5)
Non Talent Total Lack of executive sponsor or mentor Absence of women role models Women not being in the pipeline long enough Lack of significant general management/line experience Exclusion from informal communication networks Requirement of a high level of availability for top management Lack of pro-family policies or support services (e.g., childcare, telecommuting) Other (please specify) No barriers exist at my company 37% 29% 27% 25% 21% 15% 11% 13% 16% Males 22% 21% 29% 23% 8% 7% 5% 13% 31% Females 41% 31% 26% 26% 24% 17% 13% 13% 13% Dev 37% 30% 28% 25% 20% 14% 13% 12% 16% Talent Dev 37% 27% 24% 25% 23% 16% 9% 15% 16% C-Suite Exec 20% 16% 30% 25% 9% 13% 4% 15% 27% VP 42% 30% 28% 30% 28% 14% 9% 12% 13% Director Manager 39% 26% 27% 24% 21% 17% 12% 14% 16% 41% 39% 28% 24% 22% 13% 17% 11% 11% Other 36% 30% 18% 23% 19% 14% 13% 14% 21%
Only 16% of respondents believe there are no barriers at their company. Significantly more men (31%) than women (13%) believe there are no barriers preventing women from advancing. Significantly more C-Suite Executives (27%) than lower level respondents (VP 13%, Director 16%, Manager 11%) perceive no barriers to advancement.

Please rate the current state of your organizations talent pool for the following women leadership roles. (B6)
(Poor [1] = very small pool of women available for leadership roles, Excellent [5] = large pool of women available for leadership roles)
5 4 3 2 1 0 Manager 3.6 3.5 3.6
Males
Females
Total
5 4 3.6 3.5
Talent Dev
Non Talent Dev
3.0
2.7 2.8 2.3 1.9 2.0
3 2 1 0
2.8
2.8 2.0 2.0
Senior Leader (VP, Director)
C-Suite Exec
Manager
Senior Leader (VP, Director) 2.1 1.9
C-Suite Exec
Respondents rated the talent pool for women managers within their organization the highest across the roles (Senior Leader and C-Suite). These ratings, however, are still only slightly above the midpoint. Overall, respondents gave poor ratings for having a small pool of women available for C-Suite roles within the company. Respondents of both public and private companies gave significantly higher ratings for having a larger manager talent pool compared to other leadership roles.
C-Suite Exec
Senior leader (VP, Director)
2.9 2.7
Private
Manager
3.6 3.5 0 1 2 3 4 5
Public

How would you rate your companys performance on the following efforts to develop women leaders? (B7)
[5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
Non Talent Total Retaining women once they reach leadership levels Retaining women so that they reach leadership levels Having enough women in the leadership pipeline Having work-life programs that attract and retain women Accelerating the development of women with earlycareer high potential Having women develop the full range of skills necessary for a senior leadership position 2.9 2.7 2.3 2.3 2.2 2.2 Males 3.4 3.3 2.7 2.7 2.7 2.8 Females 2.8 2.5 2.3 2.2 2.1 2.1 Dev 2.9 2.7 2.4 2.3 2.3 2.3 Talent Dev 2.8 2.6 2.3 2.2 2.2 2.2 C-Suite Exec 3.5 3.3 2.6 2.8 2.6 2.7 VP 3.0 2.8 2.4 2.3 2.2 2.2 Director Manager 2.8 2.6 2.3 2.2 2.2 2.2 2.6 2.3 2.1 2.0 2.1 2.0 Other 3.0 2.7 2.5 2.4 2.3 2.3
All attributes are rated below the midpoint. Respondents do not believe their company is doing an effective job on any of these attributes. Title: The higher the level in the company, the higher the rating of company performance on these attributes. Gender: Men give significantly higher ratings than women.

Non Talent Total Communicating effectively Creating a culture of accountability and performance Building effective teams Being adaptive Developing others Leveraging diversity 4.8 4.7 4.6 4.5 4.3 3.9 Males 4.7 4.6 4.5 4.4 4.3 3.8 Females 4.8 4.7 4.6 4.5 4.3 4.0 Dev 4.8 4.7 4.5 4.5 4.3 3.9 Talent Dev 4.8 4.6 4.6 4.5 4.3 3.9
How important are the following personal leadership competencies to business success? (B9)
[5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important]
C-Suite Exec 4.7 4.7 4.6 4.5 4.3 3.8 VP 4.8 4.7 4.6 4.6 4.4 4.0 Director Manager 4.8 4.7 4.6 4.5 4.3 3.9 4.7 4.6 4.5 4.5 4.4 4.0 Other 4.8 4.6 4.7 4.6 4.5 4.1
Communicating effectively, creating a culture of accountability and performance, building effective teams, and being adaptive are all rated as very important across all segments. The remaining two attributes, developing others and leveraging diversity, are rated as important. Men and women ranked the attributes in the same order of importance. Talent Development Managers ranked the attributes in the same order of importance as respondents not in Talent Development roles.

How do women leaders in your organization perform on the following personal leadership competencies? (B10)
Non Talent Total Communicating effectively Being adaptive Creating a culture of accountability and performance Building effective teams Developing others Leveraging diversity 3.9 3.7 3.6 3.5 3.4 3.2 Males 3.9 3.7 3.7 3.6 3.4 3.4 Females 3.8 3.7 3.6 3.5 3.3 3.1 Dev 3.9 3.7 3.6 3.6 3.4 3.2 Talent Dev 3.9 3.6 3.6 3.5 3.3 3.2 C-Suite Exec 3.9 3.9 3.9 3.9 3.6 3.5 VP 3.9 3.8 3.7 3.7 3.5 3.2 Director Manager 3.8 3.7 3.6 3.5 3.3 3.1 3.9 3.7 3.5 3.5 3.3 3.2 Other 3.8 3.5 3.4 3.2 3.2 3.0
Leveraging diversity, developing others, being adaptive, communicating effectively and building effective teams are all rated as excellent across all segments. The remaining attribute, creating a culture of accountability and performance, are rated as very good. Men gave women leaders in their organizations similar or slightly higher ratings than women on all attributes. Talent Development Managers gave women leaders similar or slightly higher ratings than non Talent Development Managers on all attributes.

How important are the following organizational leadership competencies to business success? (B11)
[5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important]
4.7 4.7 4.7 4.7 4.6 4.6 4.6 4.6 4.5 4.6 4.3 4.4 0 1 2 3 4 5 Talent Dev Non Talent Dev
Executing a strategy Making decisions Managing change Solving problems Formulating a strategy Leading innovation 0 1 2 3 4
4.6 4.7 4.7 4.6 4.7 4.7 4.5 4.6 4.6 4.5 4.6 4.6 4.4 4.6 4.5 4.2 4.3 4.3 5
Executing a strategy Making decisions

Males Females Total
Managing change Solving problems Formulating a strategy Leading innovation
C-Suite Exec Executing a strategy Making decisions Managing change Solving problems Formulating a strategy Leading innovation 4.7 4.7 4.6 4.5 4.4 4.2 VP 4.8 4.7 4.6 4.6 4.6 4.3 Director 4.7 4.7 4.5 4.6 4.6 4.3 Manager 4.6 4.6 4.5 4.5 4.5 4.4 Other 4.7 4.8 4.8 4.6 4.6 4.4
All attributes were rated as very important by respondents. There are no significant difference between segments.

How do women leaders in your organization perform on the following organizational leadership competencies?(B12)
Solving problems Making decisions Executing a strategy Managing change Formulating a strategy Leading innovation 0 1 2 3
4.1 4.1 4.1 3.9 3.8 3.8 3.9 3.7 3.8 3.7 3.6 3.6 3.6 3.5 3.5 3.4 3.2 3.2 4
Solving problems Making decisions
4.1 4.0 3.9 3.7 3.8 3.6 3.6 3.6 3.6 3.5 3.2 3.2 0 1 2 3 4 5 Talent Dev Non Talent Dev
Males Females Total
Executing a strategy Managing change Formulating a strategy Leading innovation
C-Suite
Only one attribute, Solving problems, received a rating of very good or excellent. Title: The higher the level of the individual, the higher the ratings on the performance of women leaders. While the differences are not significant, the trend is present.
Exec Solving problems Making decisions Executing a strategy Managing change Formulating a strategy Leading innovation 4.3 4.1 4.0 3.9 3.7 3.6
VP 4.2 4.0 4.0 3.7 3.7 3.3
Director 4.0 3.7 3.7 3.5 3.5 3.1
Manager 4.0 3.8 3.6 3.5 3.4 3.2
Other 4.0 3.6 3.6 3.5 3.4 3.1

What is the percentage of women in the C-suite officers of your company (i.e., CEO, CFO, COO, CLO, CIO, CTO, CMO, etc.)? (B13) What is the percentage of women in the upper management of your company (i.e. vice-presidents, managers, directors, etc.)? (B14)
100% 80% 60% 40% 20% 0% 16% 15%
Males
Females
Total
100% 80% 60%
Talent Dev
Non Talent Dev
27% 15%
26%
26%
40% 20% 0% 16% 15%
27%
24%
Percentage of women in the Percentage of women in the C-suite officers of your upper management of your company company
Percentage of women in the Percentage of women in the C-suite officers of your upper management of your company company
The general consensus of respondents is that there is a small percentage of women in C-Suite positions in their company. The percentage of women is upper management is significantly higher, but still around 1 in 4. Title: As expected, C-Suite Executives indicated significantly higher management levels of women in the C-Suite. There is a weak correlation between level in the company and percentage of women in upper management.
100% 80% 60% 40% 20% 0% 29%
C-Suite Exec
VP
Director
Manager
Other
33% 14% 13% 17% 9%
26% 26%
31% 19%
Percentage of women in the C-suite officers of your company
Percentage of women in the upper management of your company

How would you rate the current economic performance of your company? (B15)
100% 80% 60% 40% 20%
2% 3% 2% 14%13%13% 35%33% 28% 27%26%26% 28% 24%24%
Males
Females
Total
100% 80% 60% 40%
Talent Dev
Non Talent Dev
25% 20% 2% 3% 0% 13% 13%
30%
36% 28% 23% 27%
0% Poor Fair Good Very good Excellent
Poor
Fair
Good
Very good
Excellent
Overall, the findings suggest that the current economic performance of respondent companies is very positive. Vice Presidents gave the highest rating for the current economic performance of their organization.
Section C: Demographics
What is your gender? (C1)
Male 100%
82%
Female
80% 60% 40% 20% 0% Talent Dev

18% 23%
77%
Non Talent Dev
Male 100% 80% 60% 40% 20% 0% C-Suite Exec VP

31% 21% 79% 69%
Female
84% 86% 81%
16%
14%
19%
Director
Manager
Other
What is your age? (C2)
50.4
47.9
Age (Years) 47.4 48.0 Males Females Total
Age (Years) 48.3
Talent Dev Non Talent Dev
20
40
60
80
20
40
60
80
51.5 49.8 Age (Years) 47.4 45.6 46.5 C-Suite Exec VP Director Manager Other
20
40
60
80
What is the highest level of education you have achieved? (C3)
100% 80% 60% 40% 20%
3% 3% 3% 3% 2% 2% 29% 37% 35% 11% 10% 10% 52% 48% 49%
Males
Females
Total
100% 80% 60% 40% 20%

3% 2% 1%
Talent Dev
Non Talent Dev
52% 34% 38% 43%
4%
9%
12%
0% Some college Assoc. or technical degree 100% 80% 60% 40% 20% 0%
4% 2% 4% 2% 0% 5% 2% 1% 1% 4%
0%
Bachelors degree Masters degree Doctorate / PHD
Some college
Assoc. or technical degree
Bachelors degree
Masters degree
Doctorate / PHD
C-Suite Exec
VP
Director
Manager
Other
52% 32% 39% 32% 37% 40%
48% 50%
51% 43%
14%
8%
15% 3% 7%
Some college
Assoc. or technical degree
Bachelors degree
Masters degree
Doctorate / PHD
Which of the following best describes your title in your company? (C4)
100% 80% 60% 40%
23% 25% 22% 22% 28% 34% 32% 15% 22% 20% 9% 9% 9%
Males
Females
Total
20% 0%
12% 14%
C-Suite Exec
Vice President
Director
Manager
Other
100% 80% 60% 40% 20% 0% C-Suite Exec 14%16%
Talent Dev
Non Talent Dev
22%25%
36% 27%
22% 18% 7%
15%
Vice President
Director
Manager
Other
Are you in a talent development function (e.g., HR, leadership development, human capital) in your organization? (C5)
38% No 30% 32% Males Females 62% Yes 70% 68% 0% 20% 40% 60% 80% 100% Total
No
26% 28%
35% 35% C-Suite Exec 50% 65% 65% 50% VP Director Manager 74% 72% Other
Yes
0%
20%
40%
60%
80%
100%
What is the estimated the annual gross revenue for your company? Please indicate in U.S. dollars and include sales for the entire company/organization. (C6)
Dont know/Not sure More than $5 billion $1-$5 billion $101-$999 million $11-$100 million $5-$10 million Less than $5 million Non-profit or not-for-profit 0%
8% 8% 8% 3% 2% 3% 4% 2% 3% 3% 6% 5% 6% 9% 8%
More than $5 billion

19% 21% 21% 33% 29% 30% 23% 23% 23%
21% 20% 30% 28% 23% 22% 8% 9% 3% 2% 2% 4% 6% 4% 0% 20% 40% 60% 80% 100% Talent Dev Non Talent Dev
$1-$5 billion $101-$999 million

Males Females Total
$11-$100 million $5-$10 million Less than $5 million Non-profit or not-for-profit
20%
40%
60%
80%
100%
C-Suite Exec Non-profit or not-for-profit Less than $5 million $5-$10 million $11-$100 million $101-$999 million $1-$5 billion More than $5 billion 3% 9% 2% 9% 30% 36% 7% VP 3% 0% 2% 4% 25% 35% 27% Director Manager 8% 3% 2% 7% 23% 30% 21% 4% 2% 5% 9% 20% 21% 25% Other 5% 1% 1% 14% 16% 30% 14%
10,000 employees or more 5,001 to 9,999 employees 2,501 to 5,000 employees 1,001 to 2,500 employees 501 to 1,000 employees Less than 500 employees 0% 9% 9% 9% 16% 13% 13% 20% 40% 60% 80% 14% 15% 15% 13% 16% 15% 15% 16% 16% 31% 31% 31%
How many employees work for your company? (C7)

10,000 employees or more 5,001 to 9,999 employees 2,501 to 5,000 employees
Males Females Total
30% 32% 13% 15% 12% 17% 15% 16% 11% 8% 17% 11% 0% 20% 40% 60% 80% Non Talent Dev Talent Dev
1,001 to 2,500 employees 501 to 1,000 employees Less than 500 employees
100%
25% 31% 28% 31% 39%
100%
10,000 employees or more 5,001 to 9,999 employees 2,501 to 5,000 employees 1,001 to 2,500 employees 501 to 1,000 employees Less than 500 employees 0%
12% 15% 17% 15% 12% 15% 17% 13% 17% 15% 18% 13% 18% 15% 13%
C-Suite Exec VP Director Manager Other

24%
7% 6% 9% 11% 14% 11% 12% 11% 13%
20%
40%
60%
80%
100%
What type of company? (C8)
45% Private 42% 43% Males 55% Public 58% 57% 0% 20% 40% 60% 80% 100% 0% 20% 40% Females Total Public 58% 57% Private 42% 43% Talent Dev Non Talent Dev
60%
80%
100%
Private 32%
42% 42% 44% 58% 58% 58% 56% 68% 42% 0% 20% 40% 60% 80%
Other Manager Director VP C-Suite Exec
Public
100%
What is your country of residence (C9) [Top 5 mentions]
Non Talent Total United States India Canada Brazil China 92% 2% 2% 1% 1% Males 82% 7% 0% 4% 1% Females 94% 1% 2% 0% 1% Dev 93% 2% 2% 1% 0% Talent Dev 91% 2% 1% 1% 1% C-Suite Exec 90% 5% 1% 2% 1% VP 93% 1% 4% 0% 0% Director Manager 94% 2% 2% 1% 0% 92% 2% 1% 1% 2% Other 87% 2% 2% 1% 2%
UNC Kenan-Flagler Business School

The University of North Carolina at Chapel Hill, the nations first state university, is a leader in educational excellence, consistently ranking among the top five best public universities. UNCs Kenan-Flagler Business School is ranked among the top 20 in the United States for executive and full-time MBA programs and provides: Research with business impact from renowned faculty whose work is shaping the future of business Teaching from professors devoted to the growth of knowledge and analytical skills of students and executives Experience and leadership skills gained in a challenging and supportive setting that helps people take career and company success to new levels
UNC Executive Development

The University of North Carolinas Kenan-Flagler Business School has delivered customized and open enrollment executive education programs with excellent results for over fifty years to a wide range of organizations. UNC Executive Development has provided unique learning experiences to create solutions for the business challenges facing our partners and participants. Our approach to program design and delivery teaches the way executives learn most effectively by drawing upon the power of realworld, applicable experiences from our faculty and staff, and integrating the knowledge our participants share about the issues they face with new concepts and business strategies in programs designed to produce practical skills. Clients consistently rank UNC Executive Education in the top 20, citing our partnership approach to program design, teaching effectiveness and customer service.
Contact Us
Any media questions and requests should be directed to Allison Adams: Allison Adams Media Relations Director University of North Carolina's Kenan-Flagler Business School CB 3490 Chapel Hill, NC 27599-3490 919.962.7235 aadams@unc.edu Any questions regarding survey methodology should be directed to Kip Kelly: Kip Kelly Director of Marketing and Business Development UNC Executive Development University of North Carolina's Kenan-Flagler Business School 919.843.6061 kip_kelly@unc.edu

UNC Leadership Survey 2012: Women in Business

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

UNC Leadership Survey 2012: Women in Business

Transféré par

Droits d'auteur :

Formats disponibles

UNC Leadership Survey 2012: Women in Business

Quantitative Report UNC Kenan-Flagler Business School Executive Development

2012 UNC Leadership Survey Proprietary & Confidential

Completes 925 856 50 19

Fielding Overview Fielding Started: Fielding Completed:

How to Read this Report

Key Findings Continued

Section A: Current Organizational Climate

Section A: Current Organizational Climate

Non Talent Dev

60% 40% 20%

48% 50% 35% 34% 15% 15% 3% 2%

40% 20% 0% Decreased

36% 34% 27%

Stayed the same

0% Decreased Stayed the same

60% 52% 48% 39%37% 34%32% 29% 17%17% 13% 11%14%

0% Decreased Stayed the same Increased

Section A: Current Organizational Climate

41% 40% 25% 31%

20% 1% 0% 3% Stay the same Increase Dont know

0% Decrease Stay the same Increase Dont know

33% 24%27% 21%

51% 42% 36%37%33%

38%39% 26%28% 22%

2% 2% 2% 1% 0% Decrease Stay the same Increase Dont know

Section A: Current Organizational Climate

Extremely effective Moderately effective Somewhat effective

Slightly effective Not at all effective Dont know

Section A: Current Organizational Climate

Extremely effective Moderately effective Somewhat effective

38% 30% 32%

Males Females Total

Section A: Current Organizational Climate

Extremely effective Moderately effective Somewhat effective

Males Females Total

Section A: Current Organizational Climate

100% 80% 60% 40% 20%

Non Talent Dev

40% 27% 9% 11% 31%

34% 23% 21% 1% 3%

To a moderate Overall, these findings indicate that extent

Section B: Development of Women Leaders

Section B: Development of Women Leaders

100% 80% 60% 40% 20% 0%

Non Talent Dev 53%

7% 12% Not on the strategic agenda Dont Know

Top 3 Top 10 strategic strategic agenda item agenda item

Top 3 strategic agenda item

Top 10 strategic agenda item

On the strategic agenda, but not near the top

Not on the strategic agenda

23% 40% 60% 80% 100%

Section B: Development of Women Leaders

Section B: Development of Women Leaders

Section B: Development of Women Leaders

100% 80% 60% 40% 20% 0% 0% 3%

Non Talent Dev

7% 10% 9% Slightly effective

22% 13% 13% 3% 3%

Do not have leadership programs for women

Section B: Development of Women Leaders

Section B: Development of Women Leaders

5 4 3 2 1 0 Manager 3.6 3.5 3.6