The Davies report Women on Boards evidences the central role for women leaders in creating the collaborative culture and corporate governance that will enable organisations to meet the challenges facing financial services as detailed in the 2009 Walker Report.
Additionally Lord Davies states “in 2010 women made up only 12.5% of the members of the corporate boards of FTSE 100 companies. At the current rate of change it will take over 70 years to achieve gender-balanced boardrooms in the UK. FTSE 100 boards should aim for a minimum of 25% female representation by 2015.”
Research shows that women tend to exit the workforce mid career, at an estimated cost employers of around £15 million per year in recruitment fees per 10,000 employees; a staggering £230 million talent gap every decade. The problem of talent shortage, and specifically of gender balance, is particularly acute in distinct pockets of financial services organisations, most notably among operations and technology teams.
Building on 20 years work in the sector, we have have devised an innovative programme that allows financial services organisations to improve business performance, public trust and political credibility by tackling the keystone issue of gender balance.
Our evidence shows that far from exacerbating the problem by focusing on ‘the women’, this approach empowers organisations to build more diverse work places that are demonstrably better places for all their employees to work – and higher performing businesses as well.
Aimed at women working in the City, these two day workshops are combined with three additional group coaching sessions, specifically focused on enhancing participants’ impact as they forge a career in banks’ technical and operations teams.
We also draw on our deep expert knowledge of the technical workings and ever-increasing pressures on our sector to help clients understand and address gender balance at a strategic level in the business. We work with clients to identify where talent is being lost (or is not present in the first place); where innovation and knowledge sharing is weak and where teams are demonstrably under-performing. We then devise an approach with our clients that focuses on demonstrating in clear business terms the value of building inclusive organisations.