Becker's Hospital Review

August 2021 Issue of Becker's Hospital Review

Issue link: https://beckershealthcare.uberflip.com/i/1393415

Contents of this Issue

Navigation

Page 47 of 95

48 WOMEN'S LEADERSHIP POPULATION HEALTH Leadership transition support vital for success — yet women receive far less of it than men By Hannah Mitchell H aving a formal transition process for incoming leadership positions is crucial in the success of that leader. However, women are receiving less support in their transition at every level, according to a leadership transition report by Development Dimensions International. The number of promotions a leader receives directly cor- relates to the development opportunities offered by their leaders, for example, receiving leadership skills needed for a new role, getting assigned a formal mentor, or going through a formal assessment to identify strengths and ar- eas that need development. The study analyzed 2,102 human resource managers and 15,787 leaders globally to understand how leaders navi- gate their transition into new roles. Three study findings: 1. A larger percent of men report being given clear ex- pectations for success in their roles than women. Men are 13 percent more likely to receive leadership skills train- ing than women and are 22 percent more likely to be as- signed a formal mentor. 2. Women are 19 percent less likely to be formally as- sessed than men. Additionally, women report higher lev- els of stress in the transition process. 3. Women are more likely to fall off the management track before reaching the top. The study suggests organizations should audit their leadership development process with the goal of gender equity at each part of the process. Organizations should measure equity in promotions and in executive succession plans. A lack of transparency in these metrics could be a barrier to women's progress. n How 1 healthcare company doubled the number of women among its C-suite ranks By Hannah Mitchell I n 2007, there were five times as many men as women in officer roles at bio- technology company Genentech, and female directors le twice as oen as men. To improve the rate of women in leadership positions and mitigate the number of wom- en leaving the company, Genentech imple- mented several strategies to achieve gen- der equity, according to a June 2 report in Harvard Business Review. At the start of Genentech's gender equity journey, there were nearly equal numbers of men and women among all employees. Women made up 44 percent of managers and supervisors and 41 percent of directors, but just 16 percent of officers. Four ways Genentech improved gender equity within its organization: 1. Launch research and grow talent within the company. e company applied the same rigor it would use in scientific research to understanding why women were leaving and not being promoted to executive positions. rough surveys, focus groups and objective data, the company discovered that women felt they had fewer opportunities than men to take on challenging assignments, they were less likely to receive performance feedback, and their ideas were less likely to be heard and recognized. Genentech launched a professional support group for women in the company, which hosted career development and network- ing events. A mentorship program matched senior leaders with women to provide career advice and networking opportunities. 2. Be open to accountability. e bio- tech company established a baseline with the research it conducted, which it could measure year over year. In 2019, they be- gan sharing the data with employees to improve transparency and hold the company accountable. 3. Change the company narrative. e company embedded the narrative of gender equity into its corporate narrative. Repeti- tion bred retention, and retention bred hab- it, the report said. Soon, all of the leaders were on board to torpedo toward the gender equity mission. 4. Provide measurable proof of success. Inching toward gender equity happens over time and requires significant shis in behav- ior, perspectives and processes. Since 2007, Genentech doubled the percentage of female officers and increased the pool of women qualified for senior leadership positions by 50 percent. However, the company said its work is far from over. Genentech recogniz- es there is a gap in the number of people of color in leadership positions.e company is broadening its diversity and inclusion efforts to ensure its leadership team and workforce reflects the world around it. n

Articles in this issue

view archives of Becker's Hospital Review - August 2021 Issue of Becker's Hospital Review