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High Level International Roundtable for Women in Leadership Roles in Science & Technology – Getting There. Women in Leadership Role in Technology Related Professions. By : Datuk Ir. Rosaline Ganendra 4 th September 2012. INTRODUCTION. - Transforming Economy equals to Greater Leadership–

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Women in Leadership Role in Technology Related Professions


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    1. High Level International Roundtable for Women in Leadership Roles in Science & Technology – Getting There Women in Leadership Role in Technology Related Professions By : Datuk Ir. Rosaline Ganendra 4th September 2012

    2. INTRODUCTION -Transforming Economy equals to Greater Leadership– Leadership needs to be more robust and diverse Leadership should be not only be effective but practical as well. Women playing major role in Leadership transformation Nation to embark on Women Transformation Economic Programme (WTEP) Greater participation of Women in Leadership economy should be taken to Greater Heights

    3. Statistics on Women SET • Institute Of Engineers Malaysia 1 • Board Of Engineers Malaysia 2 • LembagaArkitek Malaysia 3 • AkedemiSains Malaysia 4 • Institute Surveyor Malaysia 5 • Malaysian Institute of Planner’s 6

    4. IEM REGISTERED ENGINEER’S 18.28% 16.4% 13.89% 10.23% 1.28% 2.5% 5.54% 0.05% 0.32% 0.84% Source : IEM

    5. BEM REGISTERED ENGINEER’S 15.9% 15.3% 15.2% 10.1% 11.6% 6.94% 5.89% 0.63% 0.26% 0.11% Source : BEM

    6. STATISTICS Table 1 Historical Statistics & Trends of Women Engineers in Malaysia Comparison Between BEM and IEM Source : IEM / BEM

    7. STATISTICS Table 2 : Statistics of Women Architect, Planners, Surveyor’s and Scientist in Malaysia

    8. STATISTICS Table 3 : Statistics of Women Architect, Planners, Surveyor’s and Scientist in Malaysia 18.28% 25.3% 30.64% 15% 45.8%

    9. STATISTICS Table 4 : Statistics of Academy of Sciences in Malaysia Source : ASM

    10. The Problems & Solutions The Problem 1 • The Issue’s 2 Obstacles To Career Progression 3 Initiatives, Achievement and Successes 4 The Corporate Game 5 Playing the Game 6 The statistics of Ministries, Govt. Agencies & GLC’s 7 Women Transformation Economy Program 8 The Future 9

    11. 1 2 3 THE PROBLEMS 1 LACK OF WOMEN IN SENIOR POSITIONS • In 2010, women in Australia comprised 53% of all professionals, and 45% of the Australian workforce, but in the top 200 Australian listed companies (“ASX200”), women comprised only: • 10% of executive managers (and 8% across all listed companies) • 3% of chief executives • 8% of board directors, and • 3% of “Chairman” (Source from EOWA, 2011) LACK OF WOMEN IN SET PAY GAPS

    12. THE ISSUES WORK LIFE BALANCES DISCRIMINATION & HARASSMENT FAMILY RESPONSIBILITY & PREGNANCY LOW SELF CONFIDENCE LACKING OF TRAINING & MENTORSHIP HIRING PRACTICES & WORKPLACE CLIMATE LACK OF INSTITUTIONAL / ORGANIZATIONAL SUPPORT WORKPLACE CULTURE & SATISFACTION FEWER OPPURTUNITIES & REWARDS

    13. OBSTACLES TO CAREER PROGRESSION • Women face more opposition in leadership roles than men • Women leave the SET profession at a higher rate than men continues to emerge. • Female SET have to work harder to get ahead in the workplace. • No pay parity between women and men in SET for similar work. Women get paid less. • Some men do not feel comfortable with having to report to women. • An assertive woman is perceived to be strong – willed while a man is expected to be assertive. • Negative stereotyping/mindset Women holdback their true abilities and commitment to engineering as they feel they do not get included in mentorship programmes and training • Household responsibility are the main reason women layback in Career Progression i.e. Children & Family plans.

    14. WOMEN SET IN MALAYSIA Career Satisfaction for SET Very Satisfied Satisfied Neutral Scale : +2=Very Satisfied; + 1 = Satisfied; 0 = Neutral; -1= Dissatisfied; -2 = Very Dissatisfied

    15. WOMEN SET IN MALAYSIA Percentage of SET Who Feel they Are Part of Management Source : BEM

    16. INITIATIVES, ACHIEVEMENT AND SUCCESSES • Organization leadership - Start with yourself to place diversity firmly • Some Companies has made a serious commitment to encourage diversity & equality in the business - establishment funded employee led initiative that identifies, recommends & reviews opportunities • Through the EOWA Employer if Choice for Women goal, some companies has supported instigating a number of reporting measurement globally. Stronger supports in implementing bullying & harassments training, presently mandatory in Australia.

    17. INITIATIVES, ACHIEVEMENT AND SUCCESSES • Implementing a mentoring program - Female staff; Not aligned to usual talent management process, in the past excluded many females. • Encouraging women in the business to networkboth internally & externally. • Lunchtime“Skills Sessions” organised & open to all staff (male & female). • Regular internal pulsesurveys of female staff – To gauge what issues are important to them, which assists in driving the business plan, etc. • Sponsorship for pursuing leadership courses & seminars for women. • Regular client events specifically focussed on female clients (E.g. boardroom lunches, cocktail events & panel discussions) • Open & transparent recruitment policy - All leadership roles in the organisation are advertised internally, with a diverse interview panel that includes female members.

    18. INITIATIVES, ACHIEVEMENT AND SUCCESSES • Striving for gender pay equity - analysing annual salary reviews by gender. • There have been many initiatives to recruit and retain women in Engineering (E.g. Environmental Engineering) • Provision already available in some organizations • Part time work options • Opportunities to work from home • Women only social events • Family Priority benefits such as flexible working hours, unpaid leave, careers leave, and paid maternity leave

    19. NCE SURVEY Which of the following traits do you still feel to be true for women within your industry sector? Source : New Civil Engineer (NCE) 05.06.08

    20. NCE THE IRONY Which of the following traits do you specifically associate with women in business ? Source : New Civil Engineer (NCE) 05.06.08

    21. THE CORPORATE GAME • Recognizing the Game • What are the rules of the game • Who are the people with power (official and unofficial) • What are all the relevant relationships • Which men are sexist or uncomfortable with women, and • Who is likely to be promoted by management? • The Rules : Written and Unwritten • Network and build relationships within and outside the organisation • Find ways to become visible • Play politics and lobby for yourself and your work • Communicate effectively and ask for lots of feedback • Perform well, produce results. • Power

    22. PLAYING THE GAME • Decide the organisation’s unwritten rules(and write them down) • Be fun at work (i.e. develop your attraction power) • Work hard and keep learning • Make the most of your professional institution (e.g. Engineers Australia) and continuing professional development training (i.e. increase your expert power) • Improve your leadership skills by increasing your emotional intelligence • Try to understand how your organisation rewards its staff, i.e. understand the management culture • Develop internal and external professional contacts to assist your organisation and personal contacts to assist your career • Create opportunities to show your manager and senior management that you are: • Conscientious, responsible and respectful • Trying to make the organisation more successful • Creative (both technically and commercially) • Confident and ambitious • Uncomplicated as a person, i.e. low maintenance for your management • Don't accept bullying, harassment or discrimination, i.e. make your position clear • Ask for coaching or mentoring from internal or external people • Read self-improvement and management literature • Raise your visibility in the organisation by taking on new roles internally or • Externally, i.e. be proactive rather than reactive, and • Regularly plan your career: what do you want to be doing in 10, 5 and therefore 2 years time? Keep a written record of your plans.

    23. Malaysian Ministry Statistics Secretary General & Deputy Secretary General 7 13 Ministers & Deputy Minister’s 6 Based on list of ministries

    24. STATISTICS Participation of Women in ISTIC governing Bodies Based on ISTIC governing body members

    25. STATISTICS Participation of Women in Government Link Companies and Agencies Based on top GLC’s in Malaysia Based on top Agencies in Malaysia

    26. CREATING THE WOMEN LEADERSHIP ROADMAP • To increase Women participation to 30% in Management & Decision Making levels by year 2015 • To increase Women contribution in SET equally • To create an ‘ICON’ for women -' Built by Women for Women’

    27. WOMEN TRANSFORMATION ECONOMY PROGRAMME • To provide specialized programmes for Women in Leadership & Management skills • To increase the participation of Women Capital in Corporate, Ministries, Government Agencies and Government linked companies • To provide grants and incentives for private sector with shareholders & directorship comprising 30% or more • To have include Women in Technology driven companies at Management/Decision making Levels • To create agency lead by Women to monitor, track & spur head the Women driven economy

    28. THE FUTURE • Due to the equal opportunity in education for both genders, the enrolment of female students in engineering studies has increased in recent years. • Female students enrolled in engineering courses has risen from merely 5% in 1981 to 30% in 1999 and about 50% in 2010. • Females graduating from engineering courses has risen from 3% in 1981 to 28% in 1991 and about 50% in 2010. • The number of women engineers registered under IEM has higher increase in percentage from 0.05% in 1980 to 18.28% in 2011 compared to women engineers registered under BEM 0.11% in 1980 to 15.9% in 2011

    29. Thank you