It has been said that men get experience, while women get development.

The corporate agenda is shaped by who gets to sit at the table, exercise power, take up roles, participate and set direction. There can be preconceptions about what is meant by ‘talent,’ ‘performance,’ ‘potential,’ ‘best’ and ‘merit.’ Labels can get in the way.

It is the right experience, as well as positioning on the nine-box matrix, which is a key determinant to make it onto a promotion short list.

Here is my consulting insight …

This is where talent management steps in: by brokering broader experiences and career management for talented women. It can ensure women get line experience or roles with greater accountability or customised assignments or quality flexible roles or those that build on their strengths. It opens up the discussion on existing and future positions.

Taking it further, talent management governance gives greater attention to vertical talent reviews, distribution of performance ratings, expatriate postings, high-potential identification, gender representation in stretch roles, pay equity by level and succession slates. Paying particular attention to processes for promotion – earlier identification of potential, monitoring time to gain promotions and process transparency – should be revealing. Not forgetting how clients or key assignments are being allocated to either men or women.

Evaluating outcomes at these critical decisions is seeing more women at all levels. Even so, there can be unintended consequences. In order to achieve the numbers, women may be appointed to ‘glass cliff’ roles or lack transition support. As a result, offer new role orientation, transition coaching and the support of a mentor or sponsor.

Above all, monitor inequality, inclusion and unconscious bias at each stage of the talent management continuum. Address mindsets on leadership style, career flexibility and gender imprinting. Unlock the roadblocks including perceptions that flexibility in hours or career trajectory equates with lack of commitment and executive potential.

Is it true that men get promoted on their potential while women have to prove themselves capable before being considered for a promotion?

Promoting talented women need not be risky-business.

Read how Thomson Reuters, Telstra, NAB, AAR and other leading companies address gender diversity in my article: Women In The Pipeline: Next Practice Actions

You may like to read these articles:

Nailing A Promotion: When Perception Is Holding You Back

Women In Management – The Power Of Three

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