Women in ICT Leadership - Are We Nearly There?

WOMEN IN ICT- ARE WE NEARLY
THERE?
(A SURVEY FROM EPIT)
CORE TEAM

Ms. Renu Rajani
Vice President
Capgemini India

Ms. Chandana Unnithan
Faculty, Info & Bus Analytics
Deakin Univ, Australia

Ms. Arathi Gundurao
Quality – Lead Catalyst,
Ricoh Innovations P Ltd

EXECUTIVE SUMMARY

Survey Report 2013

This survey titled „Equal Professionals in IT‟ tried to focus on those areas, which is a global cause of concern and are the
„vital parameters‟ that need to be addressed, to see women folk advance as professionals.
Women have long proved their capabilities to be „Equal‟ at profession, But the amount of struggle, challenges and work
attitude they face in the professional world is far from „Equal‟.
This survey has also addressed for the first time unlike other surveys, the perception and capturing the „Voice of men
professionals‟ and shares, their perspectives. This makes this survey „Unique‟ as it‟s focus is not just a „Women oriented
survey‟, but a „Equal Professional survey‟ that surfaces challenges even Men face

The Survey unfolds the following Themes
 The Motivation to pursue career has been the „Same‟
for both men and women professionals, „Financial
Commitments‟ to the Family is one of the Least
reasons why they are working.

 Men receive „tremendous support‟ in all areas of support
required to be a successful professional than women.

 Men have a more positive outlook towards the

careers, where ever they have taken , the reasons for
taking a break have been very different.

leadership capabilities of women professionals than
women themselves, citing women have a self inhibiting
tendency to limit themselves from progressing to higher
leadership positions.

 Women cite Family oriented reasons while men cite

 Both men and women agree on the „Critical Qualities

Career Progression oriented reasons for the „Career
Break‟.

needed to be a successful leader and to progress to
higher leadership positions, sees no difference coming
from gender related parameters.

 Most men and women have not taken a break in their

 A‟ Change in Job‟ for men have been better
professional/financial opportunities, while it has been
„Commute distance, closer to home, cultural & family
oriented reasons‟.
Survey Link : https://docs.google.com/forms/d/1CkE31wsz-IpgXZA56dFMWBO6aPbz0tRismRY3Bdm49Q/formResponse

Slide 2

Write to: equalprofessionalsinit@gmail.com

THE SURVEY OBJECTIVE

Survey Report 2013



It‟s about, „Equal Professionalism‟ Enablers and Inhibitors in Different Countries



To explore gender perspectives on „Enablers‟ and „Inhibitors‟ for women rising
into leadership positions and perception gaps.



Participation (Current): reflect major proportion from India or of Indian origin.



The Survey Link:



Perceptions Discovered:

https://docs.google.com/forms/d/1CkE31wsz-IpgXZA56dFMWBO6aPbz0tRismRY3Bdm49Q/viewform



What inhibits women from taking leadership positions?



What motivates them?



What do Male professionals think about women leadership?



What are the expectations from women?



Are the perceptions of women and men converging at some point?



What are the perception gaps and its implications?


Slide 3


RESPONDENTS (CURRENT)
Total=159

Female=66

Survey Report 2013

Male = 93

2%

Professional Careers

4%
7%

20%

9%

Owner
Top Management
Senior Leader
Middle Mgt

Operations Role
Junior Management

11%
18%

Entry/Mid Level Technical
Entry/Mid Level Support
Other

13%
16%


Slide 4


YEARS OF EXPERIENCE

Survey Report 2013

3-8 Years
7%

0-3 years
0%

8-15 Years
24%

15+ Years
69%


Slide 5


COUNTRY OF RESIDENCE

Survey Report 2013

Others
38%

India
62%


Slide 6


CROSS TABULATIONS

Survey Report 2013

For India and Other Countries
 For Female Vs. Male
 Financial commitment towards family is the main
influencer for men taking up careers, India and Other
countries.
 Financial commitment is not a major factor in case of
women in general and particularly, in case of women in
other countries outside of India.



Slide 7


MOTIVATIONS TO PURSUE CAREER

Survey Report 2013



For both men & women, „Personal aspiration‟ and „Financial Independence‟ Scores highest



Financial commitments for the family is not the only reason, they work for



Family/Culture background is most irrelevant to pursue career


Slide 8


MOTIVATIONS TO PURSUE CAREER

Survey Report 2013

Personal Aspirations

Financial Independence

 Opportunity to create new ideas and

 Commitment gives certain kind of

products that touch lives of many people
excites me…
 Aspiration towards leadership and belief in

my self are my motivations..
 Belief to be able to make a difference in
the industry, motivates me..

meaning to my life.
 It makes me feel I am valuable.
 Doing more than just manage your family
 Financial independence is extremely
important and brings a sense of „self
worth‟

 It is important to have an identity of my
own
 I want to make a difference to this world
 Needed Self Satisfaction through
achievements.


Slide 9


CROSS TABULATIONS – TOP INFLUENCES



Survey Report 2013

80 % of the sample indicate that Personal aspirations
and Self Motivation are major factors that influence
career.
Around 77% of male and 92% female respondents from India
have considered this as major factor
 In other countries approximately 81% of male respondents
and 67% for female respondents consider it as a significant
factor .




Financial independence is considered a major factor
that influence career





for 66 % Indian men and 54% of men outside of India
For 72% Indian women and 60% of women outside India.

Inspiration and Encouragement from family:
80 % of the Indian men and women consider this a big
influence.
 70% of male and female respondents in other countries
consider this factor as significant.



Slide 10


CAREER ENABLEMENT

Survey Report 2013

 Men are lot more better enabled than Women on career opportunities

Slide 11


CAREER ENABLEMENT –
GENDER SPEAK

Survey Report 2013

Women

Men



Company sponsorships to study further



Being given new challenges with trust



Support systems –
spouse, family, society



Having a strong mentor and visionary
leaders



Training programs to build new skills
and enhance career choices



Work independence



Time provisioning for training (taking
time off)



Legal implications on discrimination
promoted by feminists.


Slide 12


CAREER ENABLEMENT – VOICES
Women

Survey Report 2013

Men



My former company offered extensive training
programs to selected staff to build new skills
and enhance our career choices.



Trust that people show in you (You can do it or
achieve it) will make very big difference
(Recognition).



I worked for 13 years for consulting
firms, which gave me broad and deep
experience and skills development in a variety
of roles and in many business domains.



When I got assigned a mentor who was a very
acknowledged and a visionary leader gave me
a tectonic shift to my thinking and belief in the
ability to draw on opportunity.



I feel that legal changes promoted by
feminists in the 1970s and 1980s (equal pay
for work of equal value, making it illegal to
reject a job applicant due to gender, etc.)
enabled our careers



support from organization after a health
issue, support in being open ..I came back to
work with l



ower vision, but got a higher grade.



For a mother to have a career, she must have
a support system around her, that may include
spouse with an easier and flexible job, support
from extended family, no other family
obligations, a very flexible work schedule or
support from immediate manager or the
organization..


Slide 13


WHAT INFLUENCED A JOB CHANGE

Survey Report 2013

 Women mostly changed for „Closer to home‟, „Flexible hours‟ and „Better work from

home‟ options
 Double the percentage of men changed jobs with Reference from mentors. Do
Women have something to learn?

Slide 14


TOP FACTORS FOR JOB CHANGE

Survey Report 2013

Women

Men

 Family moved to another place

 Better role in directing a company that

 Gender issues and open discrimination
 Better career opportunities and
independence

impacts the society positively
 Wanted to become an entrepreneur

 Relocation (geography)

 Work and Family balance
 Stagnation and saturation of learning in
a job
 Flexibility and telecommuting ability


Slide 15


JOB CHANGE

– GENDER VOICES

Women


I had to leave a toxic environment where I
was not able to act to my full capacity and
avoid gender issues in workplace
including open discrimination (it does
exist?).



The work environment was very male
focused and even though we had
equivalent seniority, others would ask my
husband if I was available for a meeting
or work – bizarre (reflection on society?).



Survey Report 2013

Men


I have taken a break from a corporate
career to experience entrepreneurship
at least for some time and lead a life of
a Consultant. This is for my own
satisfaction and gaining a different kind
of experience (Independence?).



If a Job adds to a new dimension then
it is a plus (Job Satisfaction?)

With kids going to school, their varying
schedules, after-school activities, Mom
must have a flexible job and as close to
home as possible. Other parameters are
secondary. The bottom line is kids need
at least one or both parents(A gender
bias?)


Slide 16


THOSE WHO TOOK A CAREER BREAK

Survey Report 2013

19-50% women cite having taken a break in career as against 6-19% men having done
so. Women and Men both cite “No Regrets”, Men cite difficulty in finding equivalent
role post the career break.

Slide 17


TOP FACTORS FOR CAREER BREAK

Survey Report 2013

Women

Men

 Having a child, looking after
children as per expectations of
family and society

 Being laid off work due to industry
sector problems (Financial Crisis)

 For better work-life balance

 Not finding a satisfying role in a long
career

 Male domination at work and
resultant role stagnancy

 Better work-life balance for health
reasons

 Spouse travelling for work and had
to accompany him

 Choosing retirement

 Health issues – stress at
workplace

 Wanted to try entrepreneurship
instead of working for an
organization


Slide 18


CAREER INHIBITORS

Survey Report 2013

 Men and Women agree there is little sponsorship from organizations
 Women state they lack having mentors, and support to return back to work


Slide 19


SUPPORT VS LACK OF IT

Survey Report 2013

Women have received „Least
Support‟ in the areas of


Mentoring – 35%



Organization support – 40%

More men (compared to women)
cite opportunities to network
outside their immediate role
internally/Externally

Slide 20

2


CAREER INHIBITORS
Women


Male focused work environments



Survey Report 2013

Men

Gender bias in workplaces
Curbing of working independence



Lack of strong mentoring and personal
jealousy of managers





Perception that women are difficult to
work with

Financial commitments and job
security inhibits from risk taking ability






Micro management of seniors

Work life balance and flexibility


Slide 21


CAREER INHIBITORS, STORIES
Women

Survey Report 2013

Men



Female manager at my first company
could not see me advance (Are women
themselves the major inhibitor? Is the
gender bias promoted by women?)



Financial commitments, and job
security, in an volatile IT market, inhibits
you sometimes from taking risks to your
career.



Male-focused work environment was the
major inhibitor…there is still gender
bias.



Lack of quality mentoring is an inhibitor



Being perceived as a threat by
seniors, personal jealousies and
resultant micro-management



Moving up the ladder curbs work
independence (time is no longer your
own)



There is entrenched beliefs that women
are 'difficult' to work with…



My supervisor has said the reason why
men get paid more is because they
have to take care of family.



Lack of encouragement from immediate
management. Females are encouraged
to stay in support roles. Decades of
culturally supported sexism


Slide 22


FACTORS AFFECTING ACCEPTABILITY
OF WOMEN LEADERS



Survey Report 2013

Women perceive themselves as not so capable as men for leadership positions, while
Men accept women capabilities for leadership position


Slide 23


LIMITATIONS TO CONSIDER WOMEN
IN LEADERSHIP Male Voices
 I

have

worked

with

most

wonderful

women

in

my

Survey Report 2013

life

..as

either

my

managers, colleagues and peers. Many of them have been very inspiring and
encouraging as well. However, this breed, was very less, …many of them abuse good

women policies. until, a women treats a Man as a colleague and another
employee, then looking as a gender, its difficult for some to take her as a lead.
 I always felt that major inhibiting factors are Family social pressure, and lack of
inspiration / self confidence to reach at top.

I had lead more than 10 women

employees…only two people had a vision for their future, what roles to handle and
enthusiasm to work for it.
 Even though we have lot of women enabling programs for career progression. I don't

see any seriousness for considering them except if the person holds personal interest.


Slide 24




Survey Report 2013

I was unable to find strong desire and ambition in women to move ahead of career and
take challenges Primarily it is ability to manage career and home effectively - there aren't
enough enablers to manage this.



In aggressive situations the women leaders have excelled by having a balanced view, the
dexterity in decision based on speed, risk taking and in high competitive landscapes
women leaders have strangely been seen as devoid of any emotional considerations
while the male leaders without displaying emotion have balanced emotional impact to the
larger ecosystem.



It may be quoted that women as leaders would be weak etc. I think the converse is the
reason. Women in leadership positions suddenly don a very different and sometimes
scary proportions of ruthless unpredictable tactics which unsettles the predictable male
thinking. Unpredictability in behavioral pattern as well as arrogance/rudeness which
comes in with power.


Slide 25




Survey Report 2013

Most women have family as first preference which impacts working hours. Staying alone
(away from family in a different country) for a longer period at any project site or on
project work is extremely difficult.



There is a presumption that women are not ready to stretch themselves to raise up to

demanding challenges.


There is a tendency to think that personal family commitments may come in the way of
dedicated work hours and overtime if required. this is not my perception, but what I see in
my experience at work.



Most men rely on male counterparts for completing jobs– they have been doing the work
all the time…this is NA in the present ..with both genders in the workplaces.
But, expectations of society and family on women who work are different from men who
work.


Slide 26




Survey Report 2013

Once family pressures them to marry then don't know whether will continue or
not….Woman's priority changes after marriage - much more than a man's. Her ability
to multi-task, is huge, but family, home and husband take up the same. Where women
flourish, is when given the right backing at home.



Other then very few, many women I met in my career want to fill the work hours. they
do not have a vision. they only want to use the work as an "escapism tool" from family.
... they never want to go out of the box or stay longer to fix really important work
related problems.



Most Women I have worked for/with are a lot more focused on the job at hand than
men are and operational/implementing strategy efficiency is far higher. However the
seriousness that a woman brings to the job at hand sometimes blocks
creativity/strategizing, esp. if it an entirely new idea that has never been thought of

earlier.

Slide 27




Survey Report 2013

You might say I am a male chauvinist but in my opinion, females in the entire animal
kingdom are home makers. They are the best in that. Don't take me wrong; that home

could even be a company they work for. Having said that, in my opinion, women should
be considered for roles that are critical in implementation and not decision making.


At home "Mom is the minister" but outside "Dad is the supreme power" and that's the
recipe for a balanced and happy family. Work place is no different, at every level there

are Dads, Moms and children. Can you imagine a home run by two Moms or two Dads?
We need women at every level. But the deficiency is in understanding "supremacy" and
that is where women drop the ball. They forget to be the "Mom" they are at home, which
is stopping them from being who they could be


No reason's in my mind why women can't be treated equally and achieve the same level
of professional status, although I do agree that not all work places/individuals see it this
way.


Slide 28


CRITICAL QUALITIES FOR
SUCCESSFUL WOMEN LEADERS

Survey Report 2013

Men and Women are almost in alignment on the Critical Qualities needed for women to take on
leadership positions

Slide 29


HOW FAR ARE WOMEN FROM WHERE THEY
BELIEVE THEY NEED TO BE

Survey Report 2013

Women Have
Decision Making
Women Need for Success

100%
90%
80%

Risk-Taking

70%
60%
50%
40%

Influencing Skills

30%

Professionalism

20%
10%
0%

Result Orientation

Stakeholder Management

Courage & conviction

Creativity & Innovation

Personal Branding

Women perceive themselves as not so capable as men for leadership positions, while Men accept women
capabilities for leadership position

Slide 30


CRITICAL QUALITIES FOR WOMEN IN
LEADERSHIP : GENDER SPEAK

Survey Report 2013

Women

Men

 Effective communication

 No difference in what women/men need

 Clarity of thoughts

 Curb emotions at workplace

 Strong listening skills

 Social skills

 Playing a team player

 Women don‟t lack qualities, but the

 Agility
 Bear Ridicule


ability to identify them
 Don‟t micro manage

Slide 31


TELL US WHAT YOU THINK

Survey Report 2013

Write to
equalprofessionalsinit@gmail.com


Slide 32


HAVE NOT RESPONDED TO THIS SURVEY?
PLEASE DO NOW..

Survey Report 2013

Please start your survey response by clicking https://docs.google.com/forms/d/1CkE31wszIpgXZA56dFMWBO6aPbz0tRismRY3Bdm49Q/formResponse
Your participation in this survey is voluntary and responses/perspectives would remain anonymous.
There are no foreseeable risks associated with this project. However, if you feel uncomfortable
answering any questions, you can withdraw from the survey at any point in time. Your responses will be
strictly confidential, and will remain anonymous as the data from this research will be reported only in the
aggregate manner. Your information will be thematically coded and presented as a report.
If you have questions at any time about the survey or the procedures, you may contact by email at
equalprofessionalsinit@gmail.com and provide a contact to reach you and/or share findings of this
research, if you wish to. EqualProfessionalsinIT team is looking forward to your valuable opinion and
contributions.

With Regards
EqualProfessionalsinIT - Research Team
Renu Rajani, Arathi Gundu Rao, Chandana Unnithan


Slide 33


Survey Report 2013

ABOUT THE SURVEY

EqualProfessionalsinIT – “Survey of Diversity – Enablers & Inhibitors, A Multi-cultural/ Multi-country
Perspective” focuses on bringing in diversity and inclusiveness, equally of both men and women
professionals in the world of careers. The survey also tries to deeply understand the specific inhibitors and
enablers of success as perceived by both, women and men across geographies on career progression.
Globally, enabling women in leadership positions as equal have become imperative for organisational
success. This survey intends to bring in cross-cultural perspectives, similarities or differences in the
perception IT professionals carry on the current opportunities, challenges, the attitudes, capabilities,
Performance aspects and contributions of women professionals. This research survey would help bring in
your vast experiences and perceptions as a 'Research Outcome' and thereby enable, motivate and help to
sustain women professionals in their career objectives, as much as their male counterparts. In this quest,
building on the presence and network of the core research team. This report is based on about 200
responses from across geographies. More responses would help us analyze the responses by specific
segments and countries
It will take you, approximately about 15-20 minutes to complete this survey. Your valuable
participation and contributions of your perspectives is requested. Highlights from this study will be shared
with you, if you share contact details in survey response (optional). The survey response analysis will use
only perspectives and no personal information would be revealed. This survey attempts to study1. Career drivers, Enablers and Inhibitors for men and women.
2. Women's perception of self and of men IT Professionals around them
3. Men's perception of self and of women IT Professionals around them


Slide 34


Women in ICT Leadership - Are We Nearly There?

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