INTERNATIONAL WOMEN’S DAY
Gender
and the
entrepreneurial university
Professor Carla Millar
University of Twente
SPECIAL ROLE
OF AN ENTREPRENEURIAL UNIVERSITY ?
• Pro-active attitude
• See and catch the opportunity
• Stimulate INDIVIDUAL initiative
• Create the right STRUCTURE with policies that work
• Create the right CULTURE
• work styles, communication patterns,
• relationship and time management
• Ambitious, competitive, goal oriented
Recruitment of men and women 2008-2010
shows increase in percentage of women
UT
Men
Women
number
Nr recruited
number
Nr recruited
position
31-12 2007
2008-'10
31-12 2007
2008-'10
Professor
132
40
9
6
UHD
110
20
14
2
UD
174
97
63
40
Total
416
157
86
48
UT Faculty females at top and subtop
35
Percentages
30
25
Top
20
Subtop
15
UD,lecturers
10
5
0
2008
2010
2011
2014
Year and goals for 2014
5
More women
at the top
Individual
level
Structural
level
Cultural
level
Ownership: diversity is that my business case?
2007: UT policy: More women in top positions is a business case
UT PROGRAMMES FOR ORGANISATIONAL DEVELOPMENT:
INDIVIDUAL LEVEL:
Overview:
• Training
• Mentoring
• Stimuleringsfonds [Stimulus Fund]
• Aspasia Fund
7
INDIVIDUAL LEVEL:
CREATE YOUR OWN OPPORTUNITIES BY PARTICIPATING IN:
• Training courses and workshops:
Direct and manage your own career (WP & OBP)
“Take the next step” (career training for OBP)
• Mentoring programme
• UT Aspasia Fund: - after pregnancy leave allowing a period of four months exclusively
dedicated to research
8
MIDTERM EVALUATION STIMULUS FUND
(UT STIMULERINGSFONDS)
Actions
Number + %
Remarks
Approved
applications
60
Evaluations sent out
42
18 applicants were not included in the
current evaluation cycle because their
application was too recent.
Completed
evaluations received
38 = 90%
Of the 4 missed evaluations:
• 2 postdocs have left
• The other 2 have not replied
All the money spent:
Activities concluded
19 = 50%
Immediate action
Activities partly
executed
13 = 34%
High teaching loads were responsible for
delay
Not started yet
6 = 16%
Reasons: pregnancy, illness, recent
application
UT STIMULUS FUND
TYPES OF ACTIVITY FINANCED
Activities
financed
Number +
%
Remarks
International
network
27 = 74%
Visiting scholarships, extra conferences,
working visits, participate in international
networks
Personal
development
2 = 5%
Courses about personal leadership
Language courses
Editing of papers
7 = 18%
English and Dutch courses
Time to write
research proposals
6 = 16%
Technical courses,
buy databases or
lab facilities
3 = 8%
RESULTS OF THE UT STIMULERINGSFONDS
• Increased number of project / research proposals prepared
and approved
• Vast increase in visibility world wide
• Membership of important committees or editing boards
• Increased number of publications
• Inspiration and new research directions
• Heavily increased and justified self confidence
• Better balanced portfolio on curriculum vitae
• Realistically increased promotion potential
THE STIMULUS FUND DID MORE:
1.It is an individual incentive, yet it
 benefits colleagues – male and female
 fosters department teaching and research programmes
2.It has helped women to think about their career more
strategically
3.It helps supervisors / HoDs to plan promotions more
strategically , more transparently and more merit based
4.It has evolved from a ‘fix the women’ measure to a
university wide benefit measure achieving a change in
awareness and culture
Facilitates women to take charge of their own career in a
structural and cultural setting that is more positive.
12
UT PROGRAMMES FOR ORGANISATIONAL DEVELOPMENT:
STRUCTURAL LEVEL
Bearing in mind
• Size of pool of female academics at the various levels
• International competition
• Priorities during recession
Gender balance policies for Talent management
• Transparency of promotion criteria
• Realistic time flexibility
• Age not a criterion as many women have
skewed careers
Main question: is the impact of such
policies equal for men and for women?
13
ROSABETH MOSS KANTER
Three types of gender balance policy:
• Enlarge opportunities
• Empower employees
• Use number balancing strategies to prevent women
being just in a token position
• Size / numbers matter
'
14
UT PROGRAMMES FOR ORGANISATIONAL DEVELOPMENT:
CULTURAL LEVEL
•
•
Awareness
Beliefs, attitudes, action
 Specific:
 Measures to increase the number of women directly:
UTWIST3
 Gender awareness training like organised by FFNT
 Ambassadors’ Network for awareness, attitudes, action
 Leadership programmes
 Objective: a culture that promotes a better gender balance
which in turn will promote a better organisational
performance ………
15

NINE LEADERSHIP BEHAVIOURS THAT IMPROVE
ORGANISATIONAL PERFORMANCE [MCKINSEY]
Leadership behaviours
Organisational performance
dimensions
“Participative decision making”
“Role model”
“Inspiration”
“Expectations and rewards”
“People development”
“Intellectual stimulation”
“Efficient communication”
“Individualistic decision making”
“Control and corrective action”
work environment & values
leadership team
direction, motivation
accountability
leadership team, work env & val
innovation
direction
external orientation
coordination & control
Women Matter (McKinsey, 2008)
www.mckinsey.com/locations/paris/home/womenmatter/pdfs/women_matter_oct2008_english.pdf
F
F
F
F
F
=
=
M
M
16
ADVANTAGES OF BETTER GENDER BALANCE
Catalyst:
• There is a positive correlation between
• the percentage of women at the top and
• organisational performance / financial results
McKinsey:
• Leadership needs to manage global challenges and
change
• Financial performance is linked to organisational
performance / output performance
• Organisational performance  9 leadership behaviours
The Bottom Line: Connecting Corporate Performance and Gender Diversity
(Catalyst, 2004)
www.catalystwomen.org.
Women Matter (McKinsey, 2008)
www.mckinsey.com/locations/paris/home/womenmatter/pdfs/women_matter_oct2008_english.pdf
17
ADVANTAGES OF BETTER GENDER BALANCE 2
• Organisational performance  9 leadership
behaviours
• Women apply five of these more frequently than
men ……
• And thus contribute to stronger organisational
performance
• Gender diversity at the top creates a competitive
edge to address the global challenges of the 21st
Century
.
Women Matter (McKinsey, 2008)
www.mckinsey.com/locations/paris/home/womenmatter/pdfs/women_matter_oct2008_english.pdf
SOURCE: MONITOR VROUWELIJKEHOOGLERAREN 2009FOOTER
TEXT: TO MODIFY CHOOSE 'VIEW' OR 'INSERT' (FOR OFFICE
2007 OR LATER) THEN 'HEADER & FOOTER'
18
Recruitment of men and women 2008-2010
UT
Men
Women
number
recruited
number
recruited
position
31-12 2007
2008-'10
31-12 2007
2008-'10
Professor
132
40
9
6
UHD
110
20
14
2
UD
174
97
63
40
Total
416
157
86
48
PROMOTION RATES OF MEN AND WOMEN
2008--2010
UT
Position
HGL
UHD
UD
Total
Men
Women
Were promoted
Were promoted
Number
2008-2010
Number
2008-2010
31-1231-12-2007 Number
%
2007 Number
%
132
16
12
9
0
0%
110
28
25
14
3
21
174
40
23
63
21
33
416
84
20%
86
24
28%
20
UNESCO –L’OREAL NEDERLAND:
‘FOR WOMEN IN SCIENCE GRANTS
‘
New grants for female
scientists
From today, March 8th 2012 female scientists can apply
for a Dutch ‘For Women in Science’ grant
• Life sciences in general
• 25.000 euros
• Vidi level
• Research stay at NIAS campus in Wassenaar [Netherlands
Institute for Advanced Study ]
• www.forwomeninscience.nl
• Deadline 15th May 2012
'
21
A CAREER IN THE 2ND HALF 20TH CENTURY
•
•
•
•
•
•
•
•
•
Being ‘the only woman’ the norm rather than the exception
Resign from a promising MNC job when pregnant
Pt PhD next to full time job as HoD and mother to two boys
No child minding facilites at university
Being passed over for promotion in spite of ticking all of the
boxes:
• Promotion is not a right
• A career is individually, socially and institutionally conditioned
Keep setting standards in a holistic way
Keep challenging men-exclusivity assumptions
Be perceived as making a constructive multifaceted contribution
Men rather than women empower you – they are not your
enemies
22