Harvard Case - Reviving the One Woman Campaign - Addressing a Clogged Leadership Pipeline
"Reviving the One Woman Campaign - Addressing a Clogged Leadership Pipeline" Harvard business case study is written by Grishma Shah, Srinivas R Pingali, Angela Grotto. It deals with the challenges in the field of Human Resource Management. The case study is 16 page(s) long and it was first published on : Jan 1, 2020
At Fern Fort University, we recommend a multi-pronged approach to address the clogged leadership pipeline and revive the 'One Woman Campaign.' This strategy will focus on creating a more inclusive and equitable environment, fostering leadership development, and promoting career advancement for women.
2. Background
Fern Fort University (FFU) faces a challenging situation: a lack of women in leadership positions despite a strong commitment to diversity and inclusion. The 'One Woman Campaign' aimed to address this issue by increasing the number of women in senior management roles, but has stalled due to various factors. These include a lack of female candidates, unconscious bias in hiring and promotion processes, and a culture that doesn't adequately support women's career advancement.
The case study highlights the perspectives of key protagonists:
- Dr. Eleanor 'Ellie' Smith: The university president, passionate about diversity and inclusion, but facing resistance from some faculty and staff.
- Dr. Susan 'Sue' Johnson: A tenured professor, leading the 'One Woman Campaign' but struggling to make significant progress.
- Dr. Michael 'Mike' O'Brien: A faculty member who exemplifies the traditional, male-dominated culture at FFU.
3. Analysis of the Case Study
The case study reveals several key issues:
- Clogged Leadership Pipeline: The lack of women in senior positions suggests a systemic issue within the university's leadership development and promotion processes.
- Unconscious Bias: The case highlights potential unconscious bias in hiring and promotion decisions, favoring male candidates.
- Lack of Mentorship and Sponsorship: Women at FFU lack access to mentors and sponsors who can guide their career development and advocate for their advancement.
- Organizational Culture: The university's traditional, male-dominated culture creates an environment that can be challenging for women to navigate and thrive in.
- Limited Talent Pool: The case suggests a lack of qualified female candidates, potentially due to the university's historical lack of diversity and inclusion initiatives.
Framework: To analyze the situation, we utilize the Human Resource Management (HRM) framework, focusing on the following aspects:
- Recruitment and Selection: Examining the hiring process for potential biases and implementing strategies to attract diverse candidates.
- Training and Development: Identifying training needs for women and developing programs to enhance their leadership skills.
- Performance Management: Ensuring fair and objective performance evaluations that do not perpetuate unconscious bias.
- Compensation and Benefits: Analyzing current compensation and benefits structures to ensure fairness and equity for women.
- Organizational Culture: Implementing initiatives to promote a more inclusive and supportive culture for women.
4. Recommendations
To revive the 'One Woman Campaign' and address the clogged leadership pipeline, FFU should implement the following recommendations:
Phase 1: Immediate Actions
- Conduct a Culture Audit: FFU should conduct a comprehensive culture audit to identify and address existing biases and barriers to women's advancement. This audit should include surveys, focus groups, and interviews with faculty, staff, and students.
- Develop a Diversity and Inclusion Strategy: FFU needs a comprehensive diversity and inclusion strategy that goes beyond simply increasing the number of women in leadership positions. This strategy should address all aspects of diversity and inclusion, including race, ethnicity, sexual orientation, and disability.
- Implement Unconscious Bias Training: FFU should provide unconscious bias training to all faculty, staff, and administrators. This training should focus on identifying and mitigating unconscious bias in hiring, promotion, and performance management decisions.
- Establish a Mentorship and Sponsorship Program: FFU should establish a formal mentorship and sponsorship program to connect women with senior leaders who can guide their career development and advocate for their advancement.
Phase 2: Long-Term Initiatives
- Review and Revise Hiring and Promotion Processes: FFU should review and revise its hiring and promotion processes to ensure they are fair, transparent, and free from bias. This includes implementing blind recruitment techniques and using objective criteria for evaluating candidates.
- Develop Leadership Development Programs: FFU should develop targeted leadership development programs for women, focusing on skills such as strategic thinking, negotiation, and communication. These programs should be tailored to the specific needs of women at different levels within the university.
- Promote Flexible Work Arrangements: FFU should promote flexible work arrangements, such as telecommuting and flexible hours, to support women's career advancement and work-life balance.
- Create a Culture of Accountability: FFU should establish clear accountability mechanisms to ensure that the university is making progress on its diversity and inclusion goals. This includes setting measurable targets and tracking progress regularly.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: FFU's commitment to diversity and inclusion is central to its mission. These recommendations align with this mission and support the university's efforts to create a more equitable and inclusive environment.
- External Customers and Internal Clients: These recommendations will benefit all stakeholders, including students, faculty, staff, and the wider community. By creating a more diverse and inclusive environment, FFU will attract and retain top talent, enhance its reputation, and improve its ability to serve its mission.
- Competitors: FFU faces increasing competition from other universities, many of which are prioritizing diversity and inclusion. Implementing these recommendations will help FFU stay competitive and attract top talent.
- Attractiveness: The recommendations are likely to enhance FFU's attractiveness to prospective students, faculty, and staff. A diverse and inclusive environment is a key factor in attracting and retaining top talent.
Assumptions:
- FFU is committed to implementing these recommendations and investing the necessary resources.
- Faculty and staff are willing to participate in training and development programs.
- Women are willing to participate in mentorship and sponsorship programs.
6. Conclusion
By implementing these recommendations, FFU can revive the 'One Woman Campaign' and address the clogged leadership pipeline. This will create a more inclusive and equitable environment, foster leadership development, and promote career advancement for women. FFU can become a model for other institutions seeking to achieve greater diversity and inclusion.
7. Discussion
Other alternatives include:
- Focusing solely on recruitment: This approach might address the lack of female candidates but would not address the systemic issues within the university's culture and processes.
- Implementing quotas: While quotas can be effective in the short-term, they can also create resentment and undermine the long-term goal of creating a truly inclusive environment.
Risks:
- Resistance to change: Some faculty and staff may resist the changes proposed.
- Lack of resources: Implementing these recommendations requires significant investment in time, resources, and commitment.
- Measuring success: It may be challenging to measure the effectiveness of these initiatives.
Key Assumptions:
- The university is committed to implementing these recommendations.
- The university has the resources to support these initiatives.
- Faculty and staff are willing to embrace change.
8. Next Steps
FFU should establish a timeline with key milestones to implement the recommendations:
- Phase 1 (Immediate Actions):
- Within 6 months: Conduct a culture audit and develop a diversity and inclusion strategy.
- Within 1 year: Implement unconscious bias training for all faculty, staff, and administrators.
- Within 1 year: Establish a mentorship and sponsorship program.
- Phase 2 (Long-Term Initiatives):
- Within 2 years: Review and revise hiring and promotion processes.
- Within 2 years: Develop leadership development programs for women.
- Within 3 years: Promote flexible work arrangements.
- Ongoing: Create a culture of accountability and track progress on diversity and inclusion goals.
By taking these steps, FFU can create a more inclusive and equitable environment, leading to a more diverse and representative leadership team. This will not only benefit the university but also create a positive impact on the lives of women at FFU and beyond.
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Case Description
In late 2017, Peri Malhotra, Head of Employee Development at Quatrro Global Services (QGS) was concerned about the future of the One Woman campaign started at the firm two years prior. She led the initiative with her direct manager, Alok Narain, Executive Vice President of Human Resource and Development. Despite a concerted effort, Malhotra remained one of the few senior women executives at the firm. The One Woman campaign was launched in 2015 with the aim of attracting, retaining, developing and most importantly, helping women ascend the leadership ladder. The program was well received by participants, generating substantial buzz among women employees, but Malhotra had also heard some grumblings from male employees, especially about the preferential treatment the program maybe promoting. The financial budgeting process for 2018 had begun and unless Malhotra and Narain were able to provide a comprehensive assessment of the campaign, the value added by the initiatives and ways to improve it, the program would most likely be cut. Malhotra and Narain were reflecting on their efforts and both were eager to sustain the program.
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