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Women in Leadership - Get fact based

Women in Leadership - Get fact based. Elin Schmidt Vice President Ethics & Social Responsibility Novo Nordisk A/S. Diversity in Novo Nordisk. Our position. Women in Leadership: A European Business Imperative. Personal Profiles, by Gender. Women. Men. 43. Age (in years). 50. 75%.

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Women in Leadership - Get fact based

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  1. Women in Leadership - Get fact based Elin Schmidt Vice President Ethics & Social Responsibility Novo Nordisk A/S

  2. Diversity in Novo Nordisk

  3. Our position

  4. Women in Leadership:A European Business Imperative

  5. Personal Profiles, by Gender Women Men 43 Age (in years) 50 75% 41% Married/living with partner* 95% 73% Spouse/partner employed full time* 26% Have children* 63% 90% 55% Primary wage earner* 96% *Significant difference at .05

  6. Barriers to Women’s Advancement Barriers to Women’s Advancement in Organisation, by Gender Women Men 66% 64% 63% 62% 61% 34% 49% 63% 54% 31% 1. Stereotypes and preconceptions of women’s roles and abilities 2. Lack of senior or visibly successful female role models 3. Lack of significant general management or line experience 4. Commitment to family or personal reponsibilities 5. Lack of mentoring (Percent who strongly agree/agree)

  7. Barriers to Women’s Advancement Barriers to Women’s Advancement in Organisation, by Gender 56% 53% 52% 47% 43% 6. Failure of senior leadership to assume accountability for women’s advancement 7. Lack of desire to reach senior levels 8. Lack of job assignements which are highly visible to key decisions-makers 9. Lack of professional or executive developement opportunities 10. Lack of awareness of organisational politics 35% 41% 26% 17% 11% (Percent who strongly agree/agree)

  8. Barriers to Women’s Advancement Barriers to Women’s Advancement in Organisation, by Gender 11. Lack of opportunities to work on challenging assignements 12. Displaying a behavioural style that is different then the organisation’s norm 13. Inhospitable corporate culture 14. Lack of access to people who informally provide critical information about their workplace 15. Women haven’t been in workplace long enough to have reached senior levels in significant numbers 16. Lack of skill or ability to reach senior levels 17. Sexual harassment by supervisors, colleagues, customers or clients 22% 12% 20% 11% 36% 11% 1% 43% 36% 36% 29% 25% 14% 10%

  9. ”We’d be crazy and stupid to ignore 50 percent • of the talent available.” • - Dutch man executive

  10. Gender* 7% 41% 42% 22% Religion 25% Socio-economic class 22% 27% 21% National origin 25% Sexual orientation 11% 9% Language 11% 12% Feelings of Exclusion from Majority Culture Based on your…do you feel a part of the majority culture at your work location? Women Men 66% School(s) you attended *Significant difference at .05

  11. ”Men still feel more comfortable working with other men. The men are afraid if they let women in then they’d have to change.” -Danish woman executive

  12. Top 5 Strategies for Advancement Top 5 Strategies for Advancement in Organisation, bu Gender Men Women Taking initiative Having recognised expertise in a specific content area Having job assignments which are highly visible to key decision makers Consistently exceeding performance expectations Developing and adhering to own career goals Taking initiative Having recognised expertise in a specific content area Having job assignments which are highly visible to key decision makers Consistently exceeding performance expectations Developing and adhering to own career goals 94% 78% 76% 75% 73% 91% 81% 81% 73% 68% (Percent who indicate strategy is very important or important to their own career advancement)

  13. Perceptions of Progress in Women’s Advancement Opportunities Women Men 11% Improved greatly 18% 32% 41% Improved somewhat 47% 31%% Improved slightly 26% 23% Not changed 9% 3% Declined 0

  14. What works in Novo Nordisk?

  15. Career planning? • Visible projects • Good managers with personal engagement in my person • Development plan from the very outset • Identified quickly as ’management potential’ and sent on management courses • Next step always in development plan • Mentors with high position in the organisation • ”Active balancing” and persistence • Drive • Delivering • Open & honest

  16. Children Partner Friends Elin Manager Parents Colleagues Stakeholder support Employees

  17. Get facts on the table!

  18. Build a fact base • Demonstrate leadership commitment to change • Establish a structure for fostering inclusion and advancing women • Build internal support and awareness through education and communication • Address work-life balance issues • Evaluate performance management systems for objectivity, inclusiveness and effectiveness

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