4 A shortlist of candidates should include women The company should ensure at least two female candidates on the shortlist of candidates at all times when recruiting for management positions. This should also apply when using external recruitment firms. A good way to ensure more women in management positions is by making a specific effort to identify and motivate candidates for management positions. DI therefore recommends at least two female candidates on the list of candidates for management positions. On a European level, The Nielsen Company has had a requirement of women on the list of candidates for senior management positions. This has contributed to improved gender distribution at the levels of management in question. Thanks to this success, we are now implementing the initiative globally. Cecilie Westh, Nordic Director, The Nielsen Company (Denmark) ApS 12 More women in Management recommendations and best practice Published by the Confederation of Danish Industry Editor: Anna Leclercq Vrang Printing: Kailow Graphic A/S ISBN 978-87-7144-147-5 (printing) 100.08.2018 2 Why focus on women in management? Companies have an obvious interest in recruiting, retaining and promoting employees from the widest possible pool of qualified people regardless of gender, age, nationality, disability, sexual orientation and gender identity. The more talented people the businesses Danish companies largely follow the recommendations on corporate governance including promotion of diversity through recruitment of women and foreigners. The Danish legislation on gender composition in management - with target figures for the boards of directors and a policy to encourage more women All talented people must come into play Despite the positive development, there is still a potential to be redeemed and the sooner it is possible to lead more women into senior management positions the better. When companies have talented staff at their disposal they gain increased competitiveness. DIS EIGHT RECOMMENDATIONS 1 Make gender distribution a part of the management strategy The focus on gender composition and initiatives must be anchored at the companys executive level in order to ensure support at all organisational levels. If possible, the company should incorporate initiatives into existing processes rath 2 Set clear targets According to Danish legislation, companies are required to set target figures for the proportion of women on their boards of directors if the company does not have an equal gender distribution.4 In addition, DI recommends working with target figures for gender distribution at th ISS sets targets for the proportion of women and conducts systematic reporting in the area. It helps us to keep our focus on reaching our targets. Lotte Hjortlund Andersen, People & Culture Director, ISS Facility Services A/S 9 3 Elaborate a policy In accordance with Danish legislation, companies5 must also formulate, implement and report on a policy to improve gender distribution at all levels of management. DI recommends that the policy focus is on levels of management and/or business areas with challenges related to di management positions handling day-to-day operations. This could for instance be directors, finance directors, team leaders, unit managers etc. The definition of a leading position will depend on the individual companys management structure. The policy for these management levels shall contribute to 4 A shortlist of candidates should include women The company should ensure at least two female candidates on the shortlist of candidates at all times when recruiting for management positions. This should also apply when using external recruitment firms. A good way to ensure more women in management 5 Motivate and nudge management talents Skilled employees should be encouraged to pursue a management career regardless of gender. Determine the opportunities and barriers of each skilled employee, and address them individually with support, mentoring programmes, remuneration, management programme performance from their immediate manager, colleagues, clients, etc. In this way, the most important development areas are identified for the organisation as a whole and for teams and individuals in relation to individual and organisational targets. The tool may therefore be useful for implementing s 6 Use mentoring programmes and networks Members of the executive management team should for a limited period of time act as mentors for aspiring female managers. Mentoring programmes should be developed in cooperation with another company in order to create a neutral space in which to share conside The Nielsen Company has launched a mentoring programme to boost employees career development. We call it Mentoring by WINWomen in Nielsen and the programme connects an experienced manager with a less experienced one giving both parties tangible returns by entering into the mentor/mentee relation. We 7 Strengthen female employees affiliation with the workplace during maternity leave Research clearly shows that womens comparatively long maternity leave greatly contributes to limiting their career path. The company should ensure female employees affiliation with the workplace by continuously brie 8 Consider career paths from a life-phase perspective Talented employees should be motivated towards pursuing a management career. Note that there are many ways in which to make a career. It does not necessarily have to be a continuous climb up the career ladder and parental leave is actually a par Many of our partners in the Danish Diversity Council work with a lifephase perspective. At Microsoft, where diversity and inclusion are among the cornerstones of the corporate culture, there is a great belief in individual flexibility and adaptability, whether it is a desire to reduce working life a DI Confederation of Danish Industry H.C. Andersens Boulevard 18 1787 Copenhagen V Tel. +45 3377 3377 di.dk di@di.dk