Norway


7, 2019

Our third annual , conducted in partnership with AWESOME, shows sustained strong representation of in the senior-most ranks of organizations relative to other functions.

We also find more supply chain leaders spearheading their own initiatives to attract, retain and advance women into senior leadership roles.

Key Findings

  • Representationof women in the senior-most ranks – CSCO, SVP, EVP, or CPO reporting to the CEO – is strong and sustained year over year relative to other functions, but remain slow and flat at all other levels of leadership.
  • Compared with 2017, more respondents report supply-chain-led formal goals and initiatives to improve gender diversity.
  • Increasing the visibility of successful women leaders as role models is one of the most important things can do to impact recruitment and retention, as well as the advancement of women to senior levels. Other actions will differ based on targeted areas for improvement.

Recommendations

Supply chain leaders responsible for supply chain talent strategy should:

  • Continue efforts to advance and engage women at the highest levels, leveraging executive agendas promoted by the World Economic Forum, Catalyst, Paradigm for Parity,andMcKinsey& Co., as well as broader CSR agendas like the UNDP’s Sustainable Development Goals. Highlight your track record at supply chain industry forums and university recruiting events.
  • Embrace basic proven practices like neutralizing gendered language, and highlighting flexibility and benefits in job descriptions. To touch all levels and relevant HR processes, consider integrated pipeline planning, a holistic effort that includes recruiting, development, mentoring and sponsorship, rewards and recognition, and succession planning.
  • Prioritize visibility and recognition of successful women leaders to improve the advancement of women in senior roles to the top jobs as well as recruiting and retention.

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