Seven Steps to Conscious Inclusion

STEPS TO
CONSCIOUS
INCLUSION
07
ManpowerGroup
A Practical Guide to Accelerating
More Women Into Leadership

2 | 07 STEPS TO CONSCIOUS INCLUSION:
Q1 | INTRODUCTION pgs 2-3
2 | OUT OF THE MOUTHS OF
LEADERS: THE FINDINGS pgs 4-11
3 | THE DIFFERENCE WITH MANPOWERGROUP:
PARITY BEGINS AT HOME pgs 12-13
4 | SEVEN STEPS TO CONSCIOUS INCLUSION pgs 14-16
5 | WHAT WILL IT TAKE TO REACH THE TIPPING POINT?
THE CHRO PERSPECTIVE pgs 17-18
6 | ABOUT THE RESEARCH pg 19
CONTENTS
50%
40%
30%
20%
10%
0%
100%
90%
80%
70%
60%
WOMEN make up more
than 50%of the
GLOBAL WORKFORCE
BUT,less than
25%of women
have SENIOR
LEADERSHIP
ROLES
What do our own employees and
other global leaders see as the
obstacles to closing the gender gap
and what’s needed to overcome
them? How do we move from talk
to action?
Can we count on Millennials to be
the answer? Is this the generation
that really will make the difference?
We ASKED THESE
QUESTIONSabout
CONSCIOUS INCLUSION
?
?

A Practical Guide to Accelerating More Women Into Leadership | 3
We need more women in
leadership. The business case has
been broadcast. Some think the
problem has been solved. But the
data tells us it hasn’t.
Past research has pointed out
problems with little help identifying
solutions. We are stuck in a
circular conversation about why
we don’t have enough women in
leadership. There has been
a great deal of talk, but not
enough action.
We wanted to change that. As
world of work experts we have
30,000 employees advising
over 400,000 clients every year
on hiring decisions and talent
development. We wanted to
find out from our own workforce
and other organizations what
can be done to close the gap
faster. We wanted to provide
practical recommendations that
will help organizations reach the
tipping point and move closer to
Conscious Inclusion.
We commissioned qualitative
research carrying out in-depth
interviews with 222 leaders
globally – 72 from
ManpowerGroup and 150
other leaders – representing
companies with over half a
million employees, in 25 countries.
We talked to Emerging and
Established Leaders, female
and male, age 28 - 59, to get
views from different levels of
the organization as well as a
generational perspective
from Millennials, Gen X and
Baby Boomers.
We carried out a deep dive into
people’s mindsets to explore
whether Millennials think differently
about the gender gap and if they
will be the generation to eradicate
it. We wanted to understand
whether attitudes differ between
women and men, how long it will
take to close the gap and what
solutions are needed to make
change happen faster.
Our research points to clear
conclusions. We need to move
from talking about diversity
to taking real action that
achieves real results. This
report presents seven practical
steps – real steps for real people
working in businesses around the
world – to reach the tipping point
where women will accelerate into
leadership roles, faster.
INTRODUCTION
TP
Diversity Unconscious Bias Conscious Inclusion Unconscious Inclusion
AWARENESS
DIALOGUE
COMMITMENT
PARITY
CONSCIOUS INCLUSIONBuilding the desire, insight and capacity of people to
make decisions do business and to think and act with
the conscious intent of including women in leadership.

One size does not fit all. Millennials say they want to create ‘One Life,’ to integrate
home and work. And Millennials also believe they are the generation to make parity
happen, yet they are the most pessimistic about the number of years it will take. Are
we really on a path to progress?
“I had to develop a different mindset. It didn’t come easily but a lot of my senior
managers are of different genders and generations. I had to learn to trust and look
at outputs, not time on the phone or time spent talking to people. We have to be
prepared to change.” ~ Male Established Leader, ManpowerGroup, Europe
OUT OF THE MOUTHS OF LEADERS:
THE FINDINGS
The differences between Gender, Generations and Geographies are stark. Overall,
Leaders believe it will take an average of 17 years to level the playing field – still
another generation away, even for Millennials. Progress is happening but at a glacial
rate. Entrenched male culture is identified as the key obstacle – even Established
Male Leaders agree.
GENDER PARITYThe number of years until women and
men have equal opportunity to senior
leadership roles.
ONE LIFEThe integration of work and home and
the flexibility to manage that.

CROSSING THE GENDER
AND GENERATIONAL DIVIDE
WHAT OUR LEADERS TOLD US
Leaders demonstrate a clear gender
and generational divide on attitudes
to achieving gender parity.
Generational Divide
MILLENNIAL
(34 years and under)
GEN X / BOOMER
(35 years and older)
HOW MANY YEARS UNTIL
GENDER PARITY? 22 YRS 20 YRS 18 YRS 14 YRS
WILL MILLENNIALS
ACHIEVE GENDER PARITY?
yes
100%
yes
93%
yes
84%
yes
88%
WHOSE RESPONSIBILITY
IS IT TO SUPPORT WOMEN
IN LEADERSHIP?
Everyone
should (but 30%
say no one is)
Everyone
(especially HR)
Senior
Leadership
(especially CEO)
Senior
Leadership
& HR
WHAT CAN LEADERS
DO TO SUPPORT WOMEN
INTO LEADERSHIP?
• Mentor
• Train
• Be flexible
• Focus on
outcomes
• Put the
right gender
neutral
policies in
place
• Mentor
• Communicate
commitment
• Gender
neutral
hiring and
promotion
HOW CAN EMERGING LEADERS
ADVANCE THEMSELVES?
Relationships
& Networking
Display
leadership skills
Show desire,
Look for Mentors
Just perform
better
HOW IMPORTANT IS WORKPLACE
FLEXIBILITY? 8.5 / 10 8.2 / 10 8.7 / 10 8.6 / 10
WHAT IS NEEDED TO ACHIEVE
ONE LIFE – A BALANCE OF WORK
AND HOME?
Flexible
location
Flexible
hours
• Flexible
options
• Focus on
performance
not
presenteeism
Technology
for flexible
work options

Millennials believe they will achieve gender
parity but they are cautious - it will take them
longer than 20 years.
HOW MANY YEARS TO ACHIEVE
GENDER PARITY?
Global Leaders say gender parity is at least a generation away —
an average of 17 years for all those interviewed. Gen X and Baby
Boomer Male Leaders are most optimistic and believe we are
closest to gender parity at 14 years. This group that holds most
of the decision-making power in companies – 95 percent of Fortune
500 CEO roles are held by men – so it may also explain why some
leaders think the job is done and the gap is closed.
Females around the world are more glass half-empty than males
about length of time to parity. Millennial females are most pessimistic
– anticipating 22 years – and their male Millennial counterparts are
close behind. So if Millennials are our hope to make change happen,
is this an alarm bell? Will they really resolve the issue and can we
afford to wait for them?
2031
2032
2033
2034
2035
2036
2027
2028
22 YEARS
Is anticipated by
Millennial females
Global leaders are
saying it could take
an average of
17 YEARS
to level the workforce
playing field
FOR WOMEN.
2029
2030
2037
2038
2039
2040
2025
2026
2027
2023
2024
2027
2022
2022
2018
2019
2020
2016
2017
2015
MILLENNIALS: WILL THEY REALLY MAKE IT HAPPEN?
Millennials are confident they will be the generation to achieve gender parity. Encouragingly 100 percent of
Millennial females believe they will be the ones to achieve parity. But they are cautious too – 22 years before we can
safely say, job done. Ninety-three percent of Established Leaders believe Millennials will achieve gender parity.
Asia Pacific is most optimistic, where 94 percent believe Millennials will make it happen, versus 91 percent in the
Americas and only 80 percent in Europe. European Leaders have lost faith in policies, programs and quotas – only
27 percent think better policies will work, versus 39 percent in Asia Pacific and 35 percent in the Americas. Leaders
are least optimistic in countries that have been tackling this longest – e.g. in Norway where quotas were
introduced in 2008, and since in Belgium, Iceland, Italy, Netherlands and Spain. Are they most worn down by this
circular conversation and not enough action or more realistic about the size of the job to be done?
“I look at Millennials today and I see there really is a belief that gender
is not an issue.” - Female Established Leader, ManpowerGroup, Americas

Can we afford to wait another generation? And do we risk losing out on human potential
if Millennial females become disillusioned with the corporate world? Women are already
voting with their feet. Almost half of all small and medium-sized enterprises are majority or
equally-led by women. In the U.K., since 2008 the share of women in self-employment has
increased to almost one-third. In the U.S., one-third of all new jobs created will come from
women-owned businesses by 2018. Millennials need to drive new behaviors or companies
will lose valuable talent.
“Once my generation has retired, I trust the new generation will quickly
bring about change.” - Male Established Leader, Technology, Europe-Americas
BIGGEST BARRIER TO PROGRESS: AN
ENTRENCHED MALE CULTURE.
BIGGEST OPPORTUNITY: MEN KNOW THIS
NEEDS TO CHANGE
Breaking down an entrenched male culture is critical. Change must be led by CEOs,
especially males, to demonstrate commitment to getting women into leadership. The good
news is men know this. And as the majority of leaders setting policy are male, they have
the power to make change happen.
Men – Millennials, Gen X and Boomers – say programs, policy and HR will make gender
neutral hiring and parity happen – but these are tried, tested and too slow. They see
themselves as the solutions to bringing more women into leadership, and they have the
power to make changes today. But we aren’t seeing it happen. In an entrenched male culture,
merit based performance will be based on merits created by men, shaped by presenteeism,
defined by male standards.
Leaders in Asia Pacific are optimistic;
have European Leaders lost faith?
ASIA PACIFIC AMERICAS EUROPEBY REGION
NUMBER OF YEARS UNTIL GENDER PARITY 13 YRS 17 YRS 19 YRS
PERCENTAGE OF ESTABLISHED LEADERS
THAT BELIEVE MILLENNIALS WILL
ACHIEVE GENDER PARITY
94%
yes
91%
yes
80%
yes

Overcoming unconscious bias, stereotyping and an entrenched male
leadership culture is not easy for women on the way up, nor once they have a
seat at the table. Established Female Leaders acknowledge familiar obstacles
throughout their career – lack of role models, gendered career paths into
support functions like HR and Communications, and a lack of access to
sponsors and an influential network. They also talk of having to behave like a
man to get to the top, yet once there are unsure of the behaviors expected.
Male Established Leaders are aware of this double bind. They emphasize the
need to do things differently though don’t know how to make change happen.
But One Size Fits One – what works best for different types of people varies
greatly. Shifting the needle requires a wholesale rethinking of culture,
policy, opportunities and the workplace. We cannot change people
easily but we can rethink the way we lead, design systems and measure
performance so people live and thrive within our organizations.
“Advancing women
to leadership roles
demands a plan
involving men and
women. We don’t
need just verbal
commitments, there
have to be measurable
changes as well.”
- Male Established Leader,
Technology, Americas
PROMOTING WOMEN LEADERS – WHOSE ROLE IS IT ANYWAY?
Wishful thinking, patience and a laissez-faire approach have proven change will not happen. Culture creates
change, not policy. Over half of Leaders believe the single most powerful thing an organization can do to promote
more women leaders is to create a gender neutral culture. And 58 percent say that responsibility for action lies
with the organization, not with the individuals themselves.
“The CEO and managers must take the initiative and make it happen.
There is no specific department responsible for it.”
- Female Established Leader, Construction, Asia Pacific
“It will not change by itself; one has to proactively work
towards achieving parity.”
- Male Emerging Leader, Travel and Tourism, Asia Pacific
59%
Over half of Leaders
believe the single most
powerful thing an
organization can do to
promote more women
leaders is to create a
gender neutral culture.
Create a GENDER
NEUTRAL CULTURE
One-third of Millennial
females said no one
in their organization
is supporting women
into leadership.
No one is
WALKING
THE TALK
or MAKING THE
COMMITMENT...

Twelve percent of Established Leaders said that all Emerging Leaders need to be patient and wait to be
recognized. This laissez-faire approach is more likely to reward those in the room who shout loudest about their
achievements. Regardless of gender, diversity will suffer.
Worryingly, one-third of Millennial females said no one in their organization is supporting women into leadership
– no one is walking the talk or making the commitment. And concerningly, 32 percent of Male Leaders say the
responsibility is HR’s, not theirs. Misplaced accountability means change will not happen. CEOs and senior leaders
will change culture by how they walk, talk and deliver on this commitment.
“C-suite executives must demonstrate their willingness by giving
more opportunities and roles for women. They should build an
environment where women are included in all levels and departments.
It is more about acting rather than speaking.”
- Female Emerging Leader, Telecoms, Asia Pacific
Our research is clear: women are not looking for favors, just
a level playing field. When asked about what supports women
in leadership, Millennial women said flexibility – not a tilted
playing field, but more focus on outcomes that allow them
greater control over how and when they get work done.
Millennial males also say leaders need to collaborate with female
colleagues and champion Emerging Female Leaders. The best
male leaders are taking women to one side and asking them what
they need to succeed, demonstrating their commitment. Now
that is good news.
In Asia Pacific, Leaders say focus on encouraging and training
women to take advantage of opportunities that will stretch
and develop leadership strengths. They stress the need for
companies to adopt a culture of shared power, driven from
the top.
Gen X and Boomer females most value workplace flexibility and
are most frustrated by past challenges of measuring performance
through presenteeism versus outcomes, or as one U.S. Leader
put it, “butts in chairs.” They want leaders walking the talk and
taking responsibility for creating a culture of Conscious Inclusion.
They also want mentors and training but while mentors may
make women feel more comfortable or act as a sounding
board, they do not help them move ahead. Sponsorship
however consciously advocates for women in the boardroom.
This is a critical distinction for leaders to act upon.
VS
MENTORS
• Act as a sounding board
• Offer advice and guidance
• May be inside or outside
the organization
SPONSORS
• Offer individual guidance
• Offer critical feedback
• Inside the company
• Most importantly, stick their
neck out and publicly support
the individual
“Mentors help women survive.
Sponsors help women thrive.”
- Mara Swan, ManpowerGroup EVP,
Global Strategy and Talent & Global
Brand Lead for Right Management
WHAT CAN LEADERS DO TO SUPPORT WOMEN INTO LEADERSHIP?

WHAT DO LEADERS NEED TO DO
THEMSELVES TO ADVANCE?
Genders and generations have very different views on how to advance at work.
Gen X and Boomer males – who make up the majority of leaders, remember
– say performance is the primary route to career advancement together with
cutting edge assignments. But travel, long hours and time away from home tend
to accompany these assignments. It’s clear: unless leaders are changing
how work gets done and how performance is measured in male
cultures, progress will not be made by women.
Other Leaders take a broader view. Millennial females say to advance they
need to build relationships and network. However women’s networks tend to
be female and made up of peers, where they aren’t getting the exposure they
need to advance. Gen X and Boomer females agree but are more formal – they
say it’s key to have mentors. All women are looking for support – and we need
to provide it to retain them – but that won’t guarantee success. Mentoring
does not lead to promotion. We may be giving women what they want but that
alone will not drive results. We should be cautious and proactive – we know
sponsorship is proven to be more effective than mentoring.
“There have to be programs to enhance the competencies
of women who have the desire and ambition to excel in
their careers.” - Male Established Leader, Technology, Asia Pacific
In contrast, all male Leaders are more overt and say the best way to advance
is to display leadership skills and self-promote, be open to risks, challenges
and stretch opportunities. But if women aren’t self-promoting to male leaders
who are the majority – how will female leaders advance? And are these leaders
guiding women down the route to leadership roles with operations and profit
and loss responsibilities, versus the typical support functions?
MILLENNIAL FEMALES
Say they need relationships
and networking, but
women’s networks tend to
be female and made of peers,
where they aren’t getting
the exposure they need.
GEN X AND BOOMER FEMALES
Agree with Millennial
females that they need
relationships and
networking, but they are
more formal and say it is
key to have mentors.
MALE LEADERS
Say the best way to advance
is to display leadership
skills and self-promote, be
open to risks, challenges
and stretch opportunities.
Travel, long hours and time away from home tend to accompany cutting edge assignments.
It’s clear: unless leaders are changing how work gets done and how performance is measured
in male cultures, progress will not be made by women.
THOUGHTS on WORK
ADVANCEMENT

MILLENNIALS WANT ONE LIFE – THE RIGHT BLEND
OF WORK AND HOME AT THE RIGHT TIME FOR THEM
Forty-two percent of Leaders believe flexible working is key to getting more women into leadership.
This One Size Fits One approach requires a culture that values performance and output over
presenteeism. Thirty-three percent say that better policies – zero tolerance for gender discrimination,
periodic reviews of gender balance and fair practices towards working mothers – would reduce
gender bias. And One Life is more than a Millennial aspiration – Established Female Leaders realize
the benefit of blending work and home too. So Male Established Leaders have a lot to consider to get
the culture right to work for all in the long term.
Millennials – female and male – are optimistic that workplaces will be flexible in the future. They
expect them to accommodate One Life - the integration of work and home, rather than a balancing
act. They see technological advances and the decoupling of work and location as beneficial to both
business and family. With a longer working life and later retirement ahead, Emerging Leaders especially
emphasized the need to plan and manage career ‘waves’ not ladders. Millennials are preparing to
run a work ultramarathon, wanting the flexibility to switch gears at different stages and insisting on One
Life that allows them to pursue goals professionally and personally, when it suits them. Millennials are
aligned on their goal and intent on changing the way work gets done. They are confident they will be the
generation that shifts mindsets, changes culture and achieves parity.
“Millennials are much more determined and on board with the idea of having
more women in leadership roles. The culture across organizations is changing
and having a gender neutral culture lies top of the priority list.”
- Female Emerging Leader, Manufacturing, Americas
42%OF LEADERS
BELIEVE FLEXIBLE WORKING IS
KEY TO GETTING MORE WOMEN
INTO LEADERSHIP This One Size
Fits One approach requires a
culture that values performance
and output over presenteeism.
33%OF LEADERS
SAY THAT BETTER POLICIES
WOULD REDUCE GENDER BIAS
They believe One Life is more than
a Millennial aspiration. Female
Leaders realize the benefit of
blending work and home too.
MALE
ESTABLISHED
LEADERS have
to get the CULTURE
RIGHT
IN CONCLUSION:“It’s a question of work-life integration. Figure out for you as an individual what that work-life
integration needs to be so that you can do what you need to do both, professionally and personally. Our
personal devices have become work devices, and frankly, you can do more things in a better way. You
can decide to come in at nine, leave early, no problem. And then do two hours at night, after the kids
have gone to bed. Work from home. Brilliant!” - Jonas Prising, CEO ManpowerGroup

In 1999, Jeff Joerres, then CEO, made a personal commitment to get women onto an all-male
board. Within a decade, over a third of the board was female and remains so today.
Jonas Prising, our current CEO, has created his own talent legacy around female leadership.
Today, a third of our top executives and half of our Emerging Leaders are female.
“Something huge is happening, but it’s interesting why it is happening.
It is because our CEO put an emphasis on hiring female leaders,
otherwise it would never have happened.”
~ Female Emerging Leader, ManpowerGroup, Europe
THE DIFFERENCE WITH MANPOWERGROUP:
PARITY BEGINS AT HOME
At ManpowerGroup we are on our own journey towards unconscious inclusion. We
have made good progress in getting women into leadership, creating the culture and
commitment that will accelerate this. What has made the difference is that over the
last decade our two CEOs have owned it.
...and ONE-HALFof our
EMERGING LEADERS
are FEMALE
Today, at ManpowerGroup
ONE-THIRDof our
TOP EXECUTIVES
are FEMALE...

“Women-to-women mentorship and male-to-female mentorship is
incredibly valuable. Because then you don’t make it a male/female issue,
you make it a talent issue.” - Male Established Leader, ManpowerGroup, Americas
At ManpowerGroup, top leadership is expected to own this talent legacy – by what they say,
what they do and how they lead. So succession planning requires a more deliberate and more
purposeful approach to creating a culture that includes women. HR’s role is to support this vision.
ManpowerGroup is making good progress, but there is still a way to go. Our CEO reinforces
the concept of Conscious Inclusion and his leadership team believes and delivers on it. It is this
leadership that has moved ManpowerGroup from a circular conversation about why there aren’t
more women in leadership and what we should do about it towards a culture of Conscious
Inclusion. Gender parity – here we come.
“The messaging has to be clear – we’re an equal opportunity organization,
male or female, regardless of age, gender, race. To me that’s really, really
important. It has to come from the top and has to be prevalent throughout
the organization; otherwise it’s just lip-service.”
~ Male Established Leader, ManpowerGroup, Asia Pacific
43%OF MANPOWERGROUP LEADERS BELIEVE THE CEO IS PRIMARILY ACCOUNTABLE
FOR GETTING MORE WOMEN INTO LEADERSHIP ROLES IN THE BUSINESS – almost double the figure
among non-ManpowerGroup interviewees.
201520142013201120102008200720011999
ManpowerGroup
is run by a
Board and
executive
team of men
Jeff Joerres
takes the helm
Rozanne L.
Ridgeway
joins the
Board
(since then
retired)
Gina Boswell
and Cari
Dominguez
join the Board
PINK
magazine
names
Manpower
one of its “Top
Companies
for Women”
Libby Sartain
joins the Board
InterOrganization
names Jeff and
one of 11 “Guys
Who Get It”
Patricia
Hemingway
Hall joins
the Board
“Cracking
the Case”
is published
Jonas Prising’s
Legacy
Emerging
Leaders
Experience
MANPOWERGROUP’S PATH TO PARITY

STEPS TO
CONSCIOUS
INCLUSION
Building on what Leaders told us and on our own commitment and experience, we have
identified seven practical steps. These Seven Steps will accelerate organizations from
circular conversations around awareness and unconscious bias to the tipping point that
will help them achieve Conscious Inclusion and eventually parity.
01
02
03
04
05
06
07
?
CHANGE YOURSELF FIRST
LEADERSHIP HAS TO OWN IT;
DON’T DELEGATE IT
FLIP THE QUESTION – ASK, “WHY NOT?”
HIRE PEOPLE WHO VALUE PEOPLE
PROMOTE A CULTURE OF CONSCIOUS
INCLUSION; PROGRAMS ALONE DON’T WORK
BE EXPLICIT; WOMEN WHEN AND WHERE?
BE ACCOUNTABLE; SET MEASURABLE
AND ACHIEVABLE OUTCOMES
07

“All of you will be leaders in this company if you want it.
The opportunity for you to lead is wide open.”
-Jonas Prising speaking to 16 Female Emerging Leaders, April 2015
Believe it or don’t bother. Change must be authentic. If not, people
see it as a fad that’s here today, gone tomorrow.
CHANGE
YOURSELF
FIRST
01
“Ultimately the CEO has
to believe it and endorse it
because that person then has to
inspire a change from the top.”
-Female Emerging Leader,
ManpowerGroup, Americas
The CEO needs to own the issue. Gender parity cannot be delegated to HR. For commitment
to be authentic and aligned with business strategy, change must flow from the top and be
demonstrated by the leadership team. HR can help facilitate and support it.
02
LEADERSHIP
has to own it;
DON’T DELEGATE IT
03Flip the QUESTION– ASK, “WHY NOT?”
?
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Succession planning must
be bolder. Instead of saying,
“she doesn’t have the
experience,” ask, “what do
we need to make it work?”
Challenge assumptions. If we
think it is possible, we can
make it possible.
“We need to ask, ‘do we have
enough women in the succession
plan?’ If the answer is no, why
not? What can we do to develop
women to make sure they’re in
the succession path? That’s a
very specific action.”
-Established Female Leader,
04
HIRE PEOPLE
who VALUE
PEOPLE
If we hire people who value people they will
figure out how to optimize all human potential,
including women. They will be open to strategies
that support One Life – balancing the integration
of work and home, measuring success
on performance and quality of output, not
presenteeism. They will support people to plan
and manage for career ‘waves’ not ladders.

Simply increasing female representation will
not shift the needle. Women and men must be
represented at all levels and in every business
unit. Leaders must know exactly where they
need women to be. Looking at macro numbers
is not enough; it results in pink ghettos –
women only in HR, Communications and
support roles instead of P&L and staff roles.
Women need to be coached and sponsored
to succeed, and they need experience and
exposure to advance.
BE EXPLICIT:
WOMEN WHEN
AND WHERE?
06
07Be ACCOUNTABLE:SET MEASURABLE and
ACHIEVABLE OUTCOMES
In business, it is about outcomes and what you want to achieve. Every hiring and promotion
decision can be justified but if that isn’t moving closer towards the tipping point then
Conscious Inclusion and gender parity just won’t happen. Articulate a talent legacy - how
things will change and what it will look like by when. Plan for it as if it were a strategic
business priority or investment. True change takes time, focus and discipline.
“There need to be clear goals and expectations, a structured process of validating and a
formal feedback process.” -Male Emerging Leader, ManpowerGroup, Americas
“Create a culture that promotes
consciously thinking about inclusion
as if it was a business objective.”
-Male Emerging Leader,
Generic programs do not work. The last three decades prove this. Programs don’t change
behaviors and don’t improve the numbers. They can even breed complacency, rewarding
activity not the results. Accountability sits with senior leadership and decision makers to promote
a culture of Conscious Inclusion. HR can help leaders facilitate change; training can raise
awareness. Leaders must change the culture.
05
Promote a
CULTURE of
CONSCIOUS
INCLUSION;
programs alone
don’t work

WHAT WILL IT TAKE TO REACH THE TIPPING POINT?
THE CHRO PERSPECTIVE
MARA SWAN, EVP
MANPOWERGROUP EVP, GLOBAL
STRATEGY AND TALENT & GLOBAL
BRAND LEAD FOR RIGHT MANAGEMENT
It’s proven that the problem will not correct itself. A laissez-faire
approach to gender parity has not worked. We cannot keep
explaining why women are not making it to CEO jobs, or why the
top level of management is void of women, or excusing away pay
inequity. And increasing representation by putting women in
support roles like Communications and HR is just not good
enough anymore. That is not shifting the needle.
When Leaders cite an entrenched male culture as a major obstacle
and yet the majority of leaders are Established Males, we have
a big job to do. To me, the end game is simple. Conscious
Inclusion is about ensuring all people feel invited in and
their human potential is valued. But it’s not easy and there is no
quick fix. If organizations are serious about getting more women
into leadership roles and including half the talent in the workforce,
they must go beyond programs and change the culture. They
must put words into action.
While the CEO needs to own it to create systemic change, we
can all start doing something different today. Change can come
from individuals. These are our Seven Steps to Conscious
Inclusion. What is the tipping point for your organization? What
will you commit to make it happen? Who will you sponsor and
who will you invite in?
These global findings point to the critical tipping point: top leadership commitment.
Change starts with the CEO – their commitment to action, the talent legacy they want
to leave and how they plan to achieve it.
BE A CHAMPION
FOR CHANGE.
ASK, “WHY NOT?”

ABOUT THE RESEARCH
In August 2015 ManpowerGroup commissioned thought leadership consultancy,
Reputation Leaders, to conduct a global study of 222 Established and Emerging
Male and Female Leaders, including 72 from ManpowerGroup, to investigate
attitudes towards Conscious Inclusion of women in senior leadership roles.
Leaders were split between 111 established C-suite executives and 111 next
generation leaders aged under 45 reporting into the C-suite or two levels down.
There was an equal balance of males and females and regional perspectives from
the Americas, Europe and Middle East, and Asia Pacific.
Countries included: Australia, Belgium, Bulgaria, Brazil, Canada, China, France,
Germany, Greece, India, Israel, Italy, Japan, Malaysia, Mexico, New Zealand,
Netherlands, Norway, Poland, Singapore, South Africa, Sweden, U.A.E, U.K., U.S.
In-depth interviews took place 7 August - 30 September 2015 totaling more than
130 hours of audio which were transcribed, translated and analyzed using a mixture
of qualitative and quantitative methods.

ABOUT MANPOWERGROUP
ManpowerGroup®
(NYSE: MAN) is the world’s workforce expert, creating innovative workforce
solutions for more than 65 years. As workforce experts, we connect more than 600,000
people to meaningful work across a wide range of skills and industries every day. Through
our ManpowerGroup family of brands – Manpower®
, Experis®
, Right Management®
and
ManpowerGroup®
Solutions – we help more than 400,000 clients in 80 countries and territories
address their critical talent needs, providing comprehensive solutions to resource, manage and
develop talent. In 2015, ManpowerGroup was named one of the World’s Most Ethical Companies
for the fifth consecutive year and one of Fortune’s Most Admired Companies, confirming our
position as the most trusted and admired brand in the industry. See how ManpowerGroup makes
powering the world of work humanly possible: www.manpowergroup.com
ABOUT REPUTATION LEADERS
Reputation Leaders is a global thought leadership consultancy delivering compelling research that
causes people to think about your brand differently. We help companies with brand positioning and
create credible thought leadership using global primary and secondary research.

Seven Steps to Conscious Inclusion

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