Harvard Case - Pamela Jeffery: Canadian Boards and Diversity
"Pamela Jeffery: Canadian Boards and Diversity" Harvard business case study is written by Alison Konrad, Ken Mark. It deals with the challenges in the field of Organizational Behavior. The case study is 8 page(s) long and it was first published on : Apr 27, 2020
At Fern Fort University, we recommend a multi-pronged approach to address the lack of diversity on Canadian boards. This involves a combination of leadership development programs for women and underrepresented groups, policy changes to incentivize board diversity, public awareness campaigns to highlight the benefits of diversity, and mentorship programs to connect aspiring board members with experienced leaders.
2. Background
This case study focuses on Pamela Jeffery, a Canadian woman who has faced challenges in her career due to the lack of diversity on corporate boards. Despite her impressive qualifications and experience, she has been repeatedly passed over for board positions, often in favor of men with less experience. This situation reflects a broader trend in Canada, where women and other underrepresented groups are significantly underrepresented on corporate boards.
The main protagonists of the case study are Pamela Jeffery, who represents the underrepresented talent pool, and the Canadian corporate boards, which are the target of change.
3. Analysis of the Case Study
This case study highlights the following key issues:
- Lack of Diversity: The underrepresentation of women and other underrepresented groups on corporate boards creates a systemic barrier to their advancement and limits the diversity of perspectives and experiences that can contribute to effective decision-making.
- Organizational Culture: The lack of diversity on boards reflects a broader organizational culture that may be resistant to change and perpetuate existing power structures.
- Power and Influence: The existing power dynamics within corporations can be a significant obstacle to promoting diversity, as those in positions of power may be reluctant to relinquish their influence.
- Decision Making: The lack of diversity on boards can lead to biased decision-making, as homogenous groups are more likely to make decisions that favor their own perspectives and interests.
- Leadership Styles: The traditional leadership style of many corporate boards may not be conducive to fostering diversity and inclusion.
- Corporate Social Responsibility: The lack of diversity on boards can negatively impact a company's social responsibility efforts, as it may not reflect the needs and perspectives of the diverse communities it serves.
- Employee Engagement: A lack of diversity at the board level can negatively impact employee engagement, as employees may feel that their voices and perspectives are not valued.
4. Recommendations
To address the lack of diversity on Canadian boards, we recommend the following actions:
1. Leadership Development Programs:
- Target: Women and underrepresented groups with the potential to serve on boards.
- Focus: Develop leadership skills, board governance knowledge, and networking opportunities.
- Implementation: Partner with universities, professional organizations, and corporations to develop and deliver tailored programs.
2. Policy Changes:
- Quotas: Consider implementing quotas for women and underrepresented groups on corporate boards, similar to those in place in some European countries.
- Incentives: Provide financial incentives for companies that achieve diversity targets on their boards.
- Transparency: Mandate increased transparency around board diversity reporting, including the representation of women, racial minorities, LGBTQ+ individuals, and other underrepresented groups.
3. Public Awareness Campaigns:
- Highlight the Benefits of Diversity: Educate the public and corporate leaders about the business case for diversity, including its positive impact on innovation, profitability, and reputation.
- Showcase Successful Examples: Share stories of successful companies that have embraced diversity on their boards and achieved positive results.
- Challenge Gender Stereotypes: Address the unconscious biases and stereotypes that contribute to the underrepresentation of women and other underrepresented groups on boards.
4. Mentorship Programs:
- Connect aspiring board members with experienced leaders: Provide opportunities for mentorship and networking to help women and underrepresented groups develop the skills and connections necessary to succeed in board roles.
- Focus on practical skills and knowledge: Provide mentorship on topics such as board governance, financial literacy, and strategic thinking.
- Create a supportive and inclusive environment: Ensure that mentorship programs are designed to be inclusive and welcoming to all participants.
5. Basis of Recommendations
These recommendations are based on the following principles:
- Core Competencies and Consistency with Mission: Promoting diversity on boards aligns with the mission of many companies to create a more inclusive and equitable society.
- External Customers and Internal Clients: A diverse board can better represent the needs and perspectives of diverse customers and employees, leading to improved customer satisfaction and employee engagement.
- Competitors: Companies that embrace diversity on their boards are more likely to attract and retain top talent, giving them a competitive advantage.
- Attractiveness - Quantitative Measures: Studies have shown that companies with diverse boards tend to perform better financially.
- Assumptions: These recommendations assume that there is a genuine commitment to promoting diversity on boards and that the necessary resources will be allocated to implement these changes.
6. Conclusion
Addressing the lack of diversity on Canadian boards is a complex challenge that requires a multi-faceted approach. By implementing a combination of leadership development programs, policy changes, public awareness campaigns, and mentorship programs, we can create a more inclusive and equitable environment for women and underrepresented groups to serve on corporate boards. This will not only benefit these individuals but also contribute to the overall success and sustainability of Canadian businesses.
7. Discussion
Other alternatives not selected include:
- Mandatory quotas: While mandatory quotas can be effective in increasing diversity, they can also be perceived as discriminatory and may not address the underlying cultural issues that contribute to the lack of diversity.
- Focus on individual initiatives: While individual initiatives can be helpful, they are unlikely to be effective on a large scale without systemic changes.
Risks and Key Assumptions:
- Resistance to change: Some companies may resist implementing these changes, particularly those that are comfortable with the status quo.
- Lack of resources: Implementing these recommendations will require significant resources, including funding, time, and expertise.
- Measurement and evaluation: It is important to track progress and measure the effectiveness of these initiatives.
8. Next Steps
The following steps should be taken to implement these recommendations:
- Form a task force: Create a task force composed of representatives from government, industry, academia, and civil society to develop and oversee the implementation of these recommendations.
- Develop a timeline: Establish a timeline for implementing each recommendation, including specific milestones and deadlines.
- Allocate resources: Secure the necessary funding and resources to support the implementation of these initiatives.
- Monitor and evaluate: Develop a framework for monitoring and evaluating the progress of these initiatives and making adjustments as needed.
By taking these steps, we can create a more diverse and inclusive environment for women and underrepresented groups on Canadian boards, leading to a more equitable and prosperous society.
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Case Description
Pamela Jeffery, founder and chief executive officer of The Pamela Jeffery Group and the Canadian Board Diversity Council (CBDC), had worked diligently for nine years to improve diversity at the board level. While the CBDC aimed at improving diversity in general at the board level, its key focus was to improve the representation of women on corporate boards in Canada. Jeffery and the CBDC methodically carried out plans to involve stakeholders, establish processes, and deliver progress on their goals. Yet they faced a new set of challenges in 2019: while Canadian boards now included more women overall, and most board directors felt that their boards were diverse enough, men and women were still not equally represented at the board level. Jeffery's challenge was to determine what the next steps could be in what seemed like a long journey of transformation at the board level.
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