The greatest disparities centred around how women and men view their compensation, career progression and flexibility within the IT field:

74% of women felt that female IT workers face a different set of career challenges than their male counterparts (48%).

78% of the women polled said they don’t believe compensation is equivalent between them and their male colleagues. But almost half of the men surveyed believed compensation was equal between the genders.

More women than men saw being challenged and flexibility as important factors for career satisfaction, whereas more men felt compensation was important in their career satisfaction.

This correlates with the global research and survey we undertook as the basis of our book: Your Loss, how to win back your female talent. Whilst our research was not sector specific, the women how chose to turn their backs on their successful careers to then become entrepreneurs highlighted that:

Passion at work is key

Home-in on what they enjoy working on and what really “turns them on” intellectually. Sounds like management 101, but surveys on engagement levels worldwide highlight that this basic management principles is clearly overlooked.

Foster a flexible culture

Move beyond the traditional “flexi-working”; make flexibility in the career path (i.e. non-linear), offer flexible ways of cutting the work-pie so that individuals focus on the areas of their strength. Most importantly, actively work against the stigmatizing and stereotyping that takes place when parents (of either gender) asks to work from a different location other than the corporate HQ.

Inspire Innovation

48% of our research base highlighted that women were eager to have opportunities to be more creative, to incorporate their diverse outlook on business issues to commercial realities. However, corporate cultures stifled that innate creativity; this is why they endeavoured the path of entrepreneurship.

Support Sustainability

Linked to the desire to have a flexible, even scenic career path, the women we spoke to were advocates of an experiential talent management process, with diversity of learning experiences forming the backbone of their corporate development. Why should employees not be encouraged to take a year off for a sabbatical, or to work for a cause they care for (or even, have children) and the learnings from these experiences to be brought back into the workplace?

If you are a man looking to build the talent base that will create your future competitive advantage, and save yourself the millions of dollars that losing your top female talent is costing your business, you can discover the best retention strategies here.

Readers of my blog will have read about how neuroscience has identified the gender-based differences in mental programming. Scholars from Harvard, Cambridge, Oxford to name but a few are recognising the deep-level impact on a behavioural basis caused by these differences.

Why are these messages not hitting home in the Business community? In my view, when in Rome, you have to speak Italian (to paraphrase the old adage), so when making the business case of gender diversity, we have to talk facts, metrics and, then, focus (or take a left-brain approach to the subject…).

The facts:

Anthropological as well as societal differences have serious implications on the perceived roles of men and women:

• As the lynch-pins of society (and a strong dose of Oxytocin, the “bonding” hormone) women have a strong code of altruism and “caring” leads the mind and the heart
• Flexibility is key: women’s brain super-highway linking the left and right brain (the Corpus Collussum) is richer by 20million neurons. Where do we think the multi-tasking capabilities of answering the phone, hovering the floor with baby in tow come from?

In a broad-brush summary some of the implications are that in business the feminine value-system is very strongly linked in terms of long-term sustainable development, strategy implementation, Corporate Social Responsibility and ethics.

Metrics:
When considering that women and men, with our average mental preferences for left and right brain, when combined, we complement each other perfectly. So, in a Whole Brain context, the combination of the 2 averages leads to the optimal – which increases any team’s effectiveness by 66%. This is according to research by Charles D. Rigger.

Add the fact of that, according to Catalyst the group of companies with the highest representation of women on their top management teams experienced:

• Improved Return on Equity (ROE), which at 35.1% higher
• Total Return to Shareholders (TRS) which at 34% higher, than the groups of companies with the lowest women’s representation (The Bottom Line, Connecting Corporate Performance and Gender Diversity, Catalyst, 2004)  

Focus
Linking the facts and metrics above, leads us to consider that the company performance and effectiveness can only benefit from increased female representation at all levels in the business.

What we need to do is to focus on how we can best utilise the facts and metrics to create a strategically diversity-empowered positioning for our company and a powerful, genuine employer brand to support it. How do we do that?

• We need to take the discussion and actions around Diversity into the Leadership of our organisation – not sideline it to a separate department and create women’s networks that are but a “knitting circle”.
• We have to invest in the understanding of where the organisation sits in internal and external stakeholders’ perspectives on Diversity and our business’ innovation capabilities
• Need to incorporate policies and practices that make Diversity of Thinking (non-gender-based) as core to the business. Why? More diversity of thinking = greater innovation.
• We have to create and nurture a culture that embraces differences – appreciating where feminine values and behaviours are just as beneficial (see facts section above) as what would be “masculine” value-systems.
• We need to understand what dictates the male-female spheres, and what is important to us, and that these can co-exist, and even create powerful fusion to lead to on-going, systemic innovation.

The greatest proof is in that, for those progressive organisations such as Deloitte that have gone through a serious cultural transformation to redress the brain-drain of women leaving their business, the benefits are visible and are palpable to both genders, creating working culture that is inclusive, flexible and, most importantly, high-performing