Harvard Case - Women@Work: Han-na (A)
"Women@Work: Han-na (A)" Harvard business case study is written by Roy Chua, Hye Jung Eun, Mengzi Jin. It deals with the challenges in the field of General Management. The case study is 1 page(s) long and it was first published on : Aug 10, 2020
At Fern Fort University, we recommend Han-na adopt a multifaceted approach to address the challenges she faces. This strategy focuses on building a more inclusive and supportive work environment for women at the company, while also leveraging their unique talents and perspectives to drive innovation and growth. This solution will be implemented through a combination of organizational change, leadership development, and talent management initiatives.
2. Background
This case study follows Han-na, a highly motivated and ambitious woman working at a Korean company, 'Women@Work.' Despite her impressive qualifications and contributions, Han-na faces numerous challenges stemming from the company's traditional corporate culture and limited opportunities for women. She observes a lack of diversity and inclusion at all levels, with women often relegated to support roles and facing limited career progression.
The case highlights the complexities of navigating a patriarchal corporate structure and the need for change management to create a more equitable and inclusive workplace.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, leadership, and diversity and inclusion.
Organizational Behavior:
- Traditional Corporate Culture: Women@Work exhibits a strong traditional corporate culture, characterized by hierarchical structures and gender-based expectations. This culture hinders women's advancement and limits their ability to contribute fully to the company's success.
- Lack of Diversity and Inclusion: The company's lack of diversity and inclusion creates a homogeneous work environment that stifles innovation and limits the range of perspectives.
- Limited Career Progression: The lack of opportunities for women to advance into leadership positions reinforces the glass ceiling and discourages women from pursuing ambitious career paths.
Leadership:
- Leadership Styles: The case highlights the need for transformational leadership that values diversity, inclusion, and equity. Leaders must actively champion change management and create a culture of respect and opportunity for all employees.
- Decision-Making Processes: The case emphasizes the importance of inclusive decision-making processes that consider diverse perspectives and ensure that women have a voice in shaping the company's future.
Diversity and Inclusion:
- Gender Bias: The case demonstrates the impact of unconscious bias on women's careers. This bias can manifest in hiring and recruitment, performance evaluations, and promotion decisions.
- Mentorship and Sponsorship: The case highlights the need for mentorship and sponsorship programs to support women's career growth and provide them with the guidance and opportunities necessary to succeed.
4. Recommendations
1. Organizational Change:
- Develop a Diversity and Inclusion Strategy: Implement a comprehensive diversity and inclusion strategy that addresses the specific challenges faced by women at Women@Work. This strategy should include measurable goals, action plans, and accountability mechanisms.
- Re-evaluate Hiring and Recruitment Practices: Implement blind recruitment and diversity training for hiring managers to mitigate unconscious bias and ensure a more diverse talent pool.
- Promote Flexible Work Arrangements: Offer flexible work arrangements such as remote work options, flexible hours, and parental leave policies to support women's work-life balance and career progression.
- Foster a Culture of Inclusion: Create a culture of inclusion where all employees feel valued, respected, and empowered to contribute. This can be achieved through diversity training, employee resource groups, and open communication channels.
2. Leadership Development:
- Leadership Training: Provide leadership training for all managers and executives that focuses on inclusive leadership styles, unconscious bias, and creating a supportive work environment.
- Mentorship and Sponsorship Programs: Implement mentorship and sponsorship programs that pair women with senior leaders to provide guidance, support, and opportunities for advancement.
- Promote Women to Leadership Positions: Actively promote women to leadership positions and ensure that they have a voice in strategic planning, decision-making, and corporate governance.
3. Talent Management:
- Performance Evaluation: Develop performance evaluation systems that are objective, transparent, and free from bias.
- Career Development Plans: Create individual career development plans for all employees, with a particular focus on supporting women's career aspirations.
- Employee Incentives: Implement employee incentive programs that reward diversity, inclusion, and innovation.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the company's mission to empower women and create a more inclusive workplace, enhancing its core competencies in talent management, leadership, and innovation.
- External Customers and Internal Clients: The recommendations will improve employee satisfaction, engagement, and retention, leading to better customer service and stronger relationships with internal stakeholders.
- Competitors: By embracing diversity and inclusion, Women@Work can gain a competitive advantage in attracting and retaining top talent, particularly in a globalized market where diverse perspectives are highly valued.
- Attractiveness: The recommendations are expected to increase profitability by attracting and retaining talented women, fostering innovation, and improving customer satisfaction.
6. Conclusion
By implementing these recommendations, Women@Work can create a more inclusive and supportive work environment for women, unlocking their potential and driving the company's growth. This will require a commitment to change management, leadership development, and talent management initiatives that prioritize diversity, inclusion, and equity.
7. Discussion
Alternatives:
- Ignoring the issue: This is not a viable option as it will lead to continued dissatisfaction, talent loss, and damage to the company's reputation.
- Implementing superficial changes: Implementing superficial changes without addressing the root causes of the problem will be ineffective and may even create resentment among employees.
Risks:
- Resistance to change: Some employees may resist the changes, particularly those who benefit from the current status quo.
- Lack of commitment from leadership: Without strong commitment from leadership, the changes may not be implemented effectively.
Key Assumptions:
- Commitment to change: The company must be committed to implementing the recommended changes and making them a core part of its culture.
- Leadership support: Leadership must actively champion the changes and provide the necessary resources and support.
- Employee buy-in: Employees must be willing to embrace the changes and contribute to creating a more inclusive workplace.
8. Next Steps
- Develop a comprehensive diversity and inclusion strategy: This should be completed within the next three months.
- Implement leadership training programs: These programs should be rolled out to all managers and executives within six months.
- Launch mentorship and sponsorship programs: These programs should be operational within the next year.
- Re-evaluate hiring and recruitment practices: These changes should be implemented within the next six months.
- Promote women to leadership positions: This should be a continuous process, with a target of increasing the percentage of women in leadership roles by 10% within the next two years.
By taking these steps, Women@Work can create a more inclusive and equitable workplace that attracts and retains top talent, fosters innovation, and drives sustainable growth.
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Case Description
This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.
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