Mabili suggests females hold key to skills shortages

The business case for engaging females is simple. Half of the world's population is female yet females represent a minority group in terms of participation, especially at a leadership level.

Mabili's recently released Board Diversity Report indicates a glaring disparity between male and female participation in board leadership across South Africa's Top 100 listed organisations. There has been much debate around race, and the extent to which previously disadvantaged individuals are participating in board matters, however, very little dialogue is directed at the role that females play at board level. In order to make progress in the 'war for talent', organisations need to shift their thinking and explore previously untapped markets. The female demographic is one such group that presents a market with untapped potential.

According to the report, only 19 females hold executive positions in the Top 100 listed organisations in South Africa. This represents 5.43% of the total number of executive directors within the Top 100. For non-executive roles, females are better represented, with 152 directors signifying 17.72% of the non-executive sample.

The low levels of female participation is a global phenomenon with only 2% of UK CEOs being female and 2% of Fortune 500 companies in the US being female. Therefore, females represent a hugely untapped market, and females should be targeted to help organisations meet critical talent shortages. Gender equality has been a slow process characterised by stereotypes and differing values. It is clear that in the past many professions simply did not accept females as they 'weren't suited' for the role. It has become evident in modern times that females are more than capable of carrying out similar roles to men yet the stereotypes have been difficult to break down. A further consideration is potential discrepancy in values between male and female counterparts. There is no doubt that males and females are different, and that they often portray vast differences in their values and beliefs. This, however, is the essence of diversity and barriers based on these differences should be eliminated in order to harness the value of gender diversity.

Eliminating barriers is the key to driving gender equality and untapping the female demographic. Gender biased thought-processes need to be challenged by thinking outside the box. Anglo American and ArcelorMittal SA, have led the way in squashing gender stereotypes by placing Cynthia Carroll and Nku Nyembezi-Heita into their roles as CEO of the respective organisations. These appointments highlight the fact that no industry can claim to be the domain of the male gender and that suitably experienced and competent females can, and should, become more prominent in senior executive roles.

Creating an environment that caters for the values and aspirations of both genders is a further consideration in unlocking the female market. With organisations having been male-dominated in the past, many business practices do not entirely cater for females from a values perspective. The role that a female plays in raising children is a clear example of these differing values and organisations that have been slow to realise that work-life balance is a critical motivating factor for females with aspirations of raising a family, have found it harder to engage and retain female talent. The result is that individuals often have to choose family or career as opposed to balancing the two aspirations. On the other hand, organisations that have proactively addressed these differing value systems, and moved to a more inclusive and empathetic value system, have successfully engaged female skills. From a practical point of view, interventions such as childcare facilities, flexible job schedules, job sharing, telecommuting and extended and creative maternity and paternity leave programmes have been successful in balancing family pressures.

The business case for engaging females is simple. Half of the world's population is female yet females represent a minority group in terms of participation, especially at a leadership level. While the current figures are a product of the past, there is certainly no shortage of females moving through the education system at present. With this in mind females, should play a much more significant role in the future. Furthermore the diversity of thought that a female perspective brings will surely enhance organisations ability to connect with its customer base. This diversity of thought will enhance innovation and drive organisations' competitive advantage. The challenge will be to creatively develop cultures that foster female inclusion, and facilitate long-term female engagement.

For further information, please contact Marcelle Ross at tel. +27 11 292 6940; fax +27 11 884 0897; e-mail marcelle@mabili.co.za.