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Winning The War For Talent In Emerging Markets : Why Women Are The Solution
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Winning The War For Talent In Emerging Markets : Why Women Are The Solution

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` 1799 (30% off) ` 1266

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About the Book: Winning the War for Talent in Emerging Markets: Why Women are the Solution


The war for talent is heating up in emerging markets. Without enough "brain power," multinationals can't succeed in these markets. Yet they're approaching the war in the wrong way - bringing in expats and engaging in bidding wars for hotshot local "male" managers.

The solution is hiding in plain sight: the millions of highly educated women surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. Increasingly, these women boast better credentials, higher ambitions, and greater loyalty than their male peers.

But there's a catch: attracting and retaining talented women in emerging economies requires different strategies than those used in mature markets. In Winning the War for Talent in Emerging Markets, Sylvia Ann Hewlett and Ripa Rashid analyze these forces and present strategies for countering them, including:

  • Sustaining ambition through stretch opportunities and international assignments
  • Combating cultural bias by building an infrastructure for female leadership (networks, mentors, sponsors)
  • Introducing flexible work arrangements to accommodate family obligations
  • Providing safe transportation, such as employer-subsidized taxi services
  • Drawing on groundbreaking research, amplified with on-the-ground examples from companies as diverse as Google, Infosys, Goldman Sachs, and Siemens, this book is required reading for all companies seeking to strengthen their talent pipeline in these rich and expanding markets.

Women in emerging markets are more ambitious than in the West, though they struggle to rise in a workplace where most leaders are male

While global companies spend millions on recruiting home-grown male managers in top positions, it might be a good idea to utilize local female talent. That's the message from authors Sylvia Ann Hewlett and Ripa Rashid in their book Winning the War for Talent in Emerging Markets: Why Women Are the Solution. The book throws up interesting case studies of companies like Bloomberg, Intel. Infosys, Lenovo and Pfizer, which are finding ways to recruit and retain female talent. Breaking myths and stereotypes, the book analyses the cultural biases, family-related pressures, childcare, safe commute and other such factors that affect the lives of working women.

Hewlett is the founding president and chairman of the Center for Work-Life Policy in New York, US; Ripa Rashid is the executive vice-president. In an email interview, Rashid talks about trends in emerging markets and the nuances of utilizing female talent. Edited excerpts:

How and why is talent management for women different from men?

Men and women are motivated by different rewards at work. While compensation and title arc often top of the list, for women, other factors such as flexibility, quality of colleagues, teamwork, arc also key factors. In other words, employers need to think beyond the traditional value proposition that focuses on money and rank to attract, retain and engage female talent. Women and men also contend with different pushes and pulls in relation to work. In our research we find that women struggle to prove their leadership potential in a workplace where most leaders and leadership models are male. On the personal side, women and men inhabit a vastly different landscape. Women typically bear a far greater share of family responsibilities, whether it be childcare, taking care of elders or managing the household, the famous "second shift" that professional women the world over have to work.

What is the current trend in emerging markets in terms of working women-their levels of aspiration and professional career graphs?

Our findings are hugely encouraging. We find women in emerging markets to be extremely ambitious, in fact more so than women in the US. In India, for example, over 80% of college-educated women aspire to get a top job and are ambitious, as opposed to a mere 52% of women in the US. Across the emerging markets we looked at, Brazil, Russia, India, China and the UAE, a far higher percentage of women aspire to top jobs and seek to be promoted than their counterparts in the West. This is good news for employers, who stand to gain significant value by recognizing and tapping into the drive and passion women bring to their work.

What kind of workplace biases do women most often come across, and how can they deal with them?

While certain biases in these markets are culturally specific, there were two types of biases women encountered across the board. Firstly, women suffer from perceptions about their leadership potential, their communication style and executive presence, areas where they are typically thought to lag their male peers. In actuality, these perceptions stem from the differences between the prevailing models of leadership which are based primarily on men, and the ways in which women might demonstrate leadership in distinct and less familiar ways. The second area is around mobility. It is often assumed by managers that women are not open to an opportunity in a different city or country; our data counters this view, showing that women and men are equally interested in international assignments and are willing to relocate.

What kind of policy changes should organizations make to get the most out of their women employees?

Policy changes are only part of the game. Many companies have great policies on the books which are poorly utilized. One policy dial can have real impact is to ensure that women candidates are included on the hiring and promotion slates for all senior roles. Flexibility-policies are critical but only if their use is encouraged-and not penalized-and they are available to both men and women. We've seen some great examples of maternity-related policies in India-extended leaves, reintegration with part-time work options and coaching of managers of new working mothers, etc. Some forward-thinking companies in India arc also experimenting with innovative on-ramp programmes like recruiting women who have had a career hiatus by offering reskilling and re-networking opportunities.

Different societies and cultures have different norms for women. How can multinational companies find solutions to get the most out of their women employees without offending local sensibilities?

A factor to remember is that the needs of women professionals vary vastly from country to country. Whereas childcare is a huge career derailer in the West-over 70% of women in the US who have taken a voluntary career break of six months or more have done so for childcare reasons-this may not be the case in emerging markets, where women often have a broader support network for childcare, like family, domestic help and day-care. Another example is the type of safety considerations women face when commuting to work in certain countries. In Brazil, for example, many professionals encounter daily danger. It's important to have a nuanced understanding of the local context.

How can an ambitious woman balance her career with family pulls, childcare or other social responsibilities successfully?

The key thing to remember is that the journey is not a solitary one. To succeed at home, one needs the support of one's spouse, family, other help. Similarly at work women need to build the support networks, both among one another and with their male peers, that make work a more navigable and more fulfilling place. Part of this is advocating for oneself, not just doing the work, but making sure your work is known, that as a woman you build a strong personal brand within and beyond your company.


About the Authors: Sylvia Ann Hewlett, Ripa Rashid

Sylvia Ann Hewlett, economist and author of 10 high-profile books, is the founding president of the Center for Work-Life Policy and the chair of the Hidden Brain Drain Task Force - a group of 60 global companies and organizations committed to fully realizing female and multicultural potential.
Ripa Rashid is executive vice president of the Center for Work-Life Policy and has over 15 years' experience as a management consultant in North America, Europe, Latin America, and Asia.



Details

Book: Winning The War For Talent In Emerging Markets : Why Women Are The Solution
Author: , ,
ISBN-13: 9781422160602
Product Code EBK0045201
Binding: Hard Bound
Publishing Date: 2011-08-30
Publisher: Harvard Business School Publishing
Language: English

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