《科爾尼（Kearney）：2024性別平等：全球航空航天與國防行業轉型的催化劑研究報告（英文版）（10頁）.pdf》由會員分享，可在線閱讀，更多相關《科爾尼（Kearney）：2024性別平等：全球航空航天與國防行業轉型的催化劑研究報告（英文版）（10頁）.pdf（10頁珍藏版）》請在三個皮匠報告上搜索。

1、Gender equality as a catalyst for aerospace and defense transformationPhoto by Kearney alumThis paper examines the barriers hindering womens advancement,from historical to current workforce dynamics,in ADS and other sectors.We include highlights from in-depth conversations we have had with exception

2、al women leaders in top ADS companies about their own progress and focus on the actions that can improve conditions for women in armed forces and industry today.This exploration culminates in a set of initiatives to undertake system-widefrom the elementary schools that shape young girls minds to gov

3、ernments and industryto dismantle the barriers,including support for females in science,technology,engineering,and math(STEM)fields.Maximizing the talent poolof women and other underrepresented groupsis imperative for future success,whether that be of the individual,an organization,or a nation.To un

4、derstand how far we have to go,lets look back for a moment at how far we haveand haventcome.Barriers to diversity:glass ceilings and career ladders missing rungs The term“glass ceiling”is so deeply engrained in our cultural vernacular that we forget how relevant it still is.Coined in 1978 by Marilyn

5、 Loden,glass-ceiling barriers are alive and well yet seemingly invisible when they go unacknowledged and unaddressed:unconscious bias,lack of sponsorship,and worklife balance challenges,among them.Related behaviors persist,too,such as assigning domestic-like tasks to women more than men in the workp

6、lace.Having women disproportionately handle activities such as obtaining gifts,preparing briefing packets,and booking group travel arrangements reinforces stereotypes.Microaggressions can thrive,including mansplaining,microinvalidation,maternalizing,and competence-questioning.“Career ladder”is anoth

7、er term that applies to everyone with aspirations in the workplace,yet women often climb a ladder with broken or missing rungs toward the top.A lack of advocacy or exposure to critical skills,the inability to access formal and informal networking circles,or over-emphasis and criticism of unemploymen

8、t due to family care are all aspects of organizational culture considered missing rungs.Historically,women have faced formidable barriers to workforce participation,hampering their career progression and representation.Societal norms,cultural expectations,and structural constraints impede their adva

9、ncement as traditional obstacles like gender roles and domestic obligations continue,and newer challenges,such as evolving family dynamics,exacerbate the disparities.Implicit biases and discrimination hinder womens careers,particularly at mid-level.Governments and organizations have established supp

10、ortive policies,and there has been progress,but issues such as pay gaps,meaningful access to flexible work,and workplace harassment endure,worsened by events like the COVID-19 pandemic,which exposed unequal caregiving burdens.The barriers dont just hinder women.Their talent,skills,innovation,and per

11、spective can be markedly underrealized by the very organizations they work foror could have worked forwith such limitations in place.Studies have shown that companies with more women in leadership roles have higher profitability and better returns on investment.This strength can extend across sector

12、s,including aerospace,defense,and security(ADS),and its own ecosystems,from armed forces to industry,educational and training institutions,and governmental priorities.Based on our work helping companies and ADS clients achieve better equity and inclusion for women and other underrepresented groups,w

13、e k now that new initiatives promoting support systems,flexible practices,and cultural shifts are essential.Organizations need workplace policies that address longstanding and emerging challenges,prioritizing worklife balance and equal opportunity regardless of gender or caregiving responsibilities.

14、Just as crucial is leaderships role:successful implementation and lasting change depend on leaders genuine support.1Gender equality as a catalyst for aerospace and defense transformationThese barriers have serious implications.At an enterprise and systemic level,they limit the contributions of women

15、 as an invaluable resource.On an individual level,they can erode a womans confidence,courage,and willingness to take risks,and discourage her openness for fear of retribution.Her self-identity may be compromised,her resilience to other work or home issues reduced,and engagement with peers,superiors,

16、and subordinates adversely impacted.Negative performance appraisals and lessened opportunity for promotion can follow,despite a womans actual qualifications and competence.The result is lower salaries,stilted careers,limited presence in STEM fields,and familial pressures.However,there are visible si

17、gns of progress,where the glass ceiling has been broken and the ladder rungs reinforced.Womens progress in ADS and beyondIn aerospace,defense,and security,the presence of women is gradually increasing.Today,they comprise 25 percent of the total workforce of the top five defense contractors.In the Un

18、ited States,for example,women hold 27 percent of management positions in the aerospace and defense industry,up from 23 percent in 2018.1 Nineteen percent of all aerospace and defense company CEOs are women,which is well ahead of the overall industry,where just 5 percent of CEOs are female.This growt

19、h reflects the concerted efforts of industry leaders to promote gender equality and foster a more inclusive environment.One notable bright spot for womens advancement is on the boards of companies on the S&P 500 Index.Women now occupy 33.5 percent of those seats.Boards are slowly becoming more diver

20、se as well.This progress is attributed to various factors,including the growing recognition of womens leadership capabilities and initiatives that promote gender equity in corporate governance.In uniformed armed-services roles,female participation has increased during the past 80 years,but gender di

21、sparity remains regardless of nationality and the introduction of women into combat roles in some countries.Women comprised 17 percent of active duty forces in the United States in 2021,11 percent of the UKs regular force,and 20 percent of Australias armed forces.Without combat experience,advancemen

22、t is challenging.Retention is also an issue.Australia has the strongest numbers for female representation among the three countries cited above,but it also loses more females each year than it recruits.While there are some women at the highest levels of both uniformed careers and industry,women hold

23、 just 27 percent of US middle-management roles and 22 percent of senior positions.2 Within those areas,womens representation is often skewed toward human resources,legal,finance,and marketing,with them largely left out of the balance of most STEM positions.Womens slow promotion is partially due to t

24、he human tendency to stick with the familiar.Retired US Major General Clem Coward,who is now with global aerospace and defense company General Dynamics,once echoed a mentors words suggesting that unfortunately,when it comes to filling roles,“ducks pick ducks,”confirming the long-held view that leade

25、rs(who are largely male)choose someone like themselves to groom as successors.31 Women in Aerospace Foundation,20232 Catalyst 20233 Coward also served as a senior military advisor to the Under Secretary of Defense for Personnel and Readiness and as director of the US Department of Defense Sexual Ass

26、ault Prevention and Response Office.2Gender equality as a catalyst for aerospace and defense transformationExceptional women prove what is possibleWhile statistics show progress(albeit slow),individual women who have beaten the odds to attain leadership roles,particularly in ADS,illustrate more stro

27、ngly whats possible for other women and the organizations they serve.Kearney talked at length with women leaders of such global ADS firms as Lockheed Martin,Rolls-Royce,and Boeing to learn what they did to reach the top and how those insights could help other women and inform related strategies and

28、initiatives.Celine Bouas,SVP customers Europe for British aerospace and defense company Rolls-Royce,told us that as a woman in the industry,difference is strength.“Youll be noticeable,”she said.In her experience working in groups of women and other underrepresented individuals,“the underdog will pic

29、k the underdog”as leader.This reverse bias affects the workplace for the better,increasing the positive variety of ideas,experience,and knowledge.Stephanie C.Hill,president of Rotary and Mission Systems at aerospace and defense technology contractor Lockheed Martin,told us that companies succeed whe

30、n they embrace diversity and inclusion as a key enabler of innovation.“Innovation is the lifeblood of our industry.We need the worlds best and brightest minds on our team so that we can continue to deliver the state-of-the-art technologies our customers need to deter aggression and preserve peace ar

31、ound the world,”Hill said.“Were most innovative when we attract and retain a diverse team of peopleincluding those from populations that are traditionally underrepresented in aerospace and defense,such as women.When a diverse team operates in an inclusive environment where everyone is striving towar

32、d a shared mission of making the world a safer and better place,thats how innovation flourishes.”Foundational programs support women and create a talent pipelineA crucial aspect of gender disparity lies in the inadequate or non-existent foundational programs that should be in place to support womens

33、 career aspirations from school age onward.Foundational programs provide tools and guidance,encourage girls skills and confidence,and can lead to networks that will empower the women they become as they pursue professional goals while learning how to overcome or avoid barriers that hinder advancemen

34、t.Ideally,these programs begin at an early agein elementary and secondary schooland emphasize skills that are fundamental for success in ADS and other industries.Boeing,for example,has apprenticeship programs for high school students interested in aerospace careers.The importance of STEMA background

35、 in science,technology,engineering,or math is a globally recognized pathway into the ADS sector,but girls and women continue to be a minority of students in STEM classes and majors.They are interested in STEM disciplines and want to pursue STEM careers when given the chance,as trailblazers have show

36、n.Across the world,organizations such as UNESCO are partnering with nations and not-for-profits to increase STEM programs designed specifically for girls and improve access regardless of financial and societal barriers.A background in science,technology,engineering,or math is a globally recognized p

37、athway into the ADS sector.3Gender equality as a catalyst for aerospace and defense transformationHill is one of those trailblazers and believes early engagement of diverse students through STEM programs is the answer to building a pipeline of talent.Calling herself an accidental engineer,she told u

38、s,“In the time and place where I grew up in Baltimore,Maryland,I didnt have any role models who were engineerscertainly not any women or people of color like me.I had no clue about the amazing opportunities to make a positive impact on the world that a career in STEM could provide.“Im so grateful th

39、at my eyes were opened to the wonders of STEM when I took an elective class in computer programming in college,”she continued.“It set me on a course to an incredibly exciting and rewarding 37-year career in the aerospace and defense industry.My personal experience showed me the importance of our com

40、pany reaching out to young peopleparticularly to women and people of colorand exposing them to STEM as early as possible so that it can become something they aspire to pursue in school and eventually in their career.”STEM programs can begin in grade school and extend up to national educational provi

41、ders and companies,ultimately leading to talent pipelines from which ADS contractors and armed forces directly benefit.In the United Arab Emirates(UAE),Lockheed Martin sponsors 50 STEM interns each year at its Center for Innovation and Security Solutions in Abu Dhabi,with ambitions to double that nu

42、mber in the future.Half are women,and the company hopes to maintain this ratio as it continues to draw talent from the program for its own ranks and the wider industry.Nearly 20 percent of Lockheed Martins employees in UAE are women,and more than 60 percent of them work in STEM-based jobs.Hill attri

43、butes this success to the companys genuine,long-term commitment to diversity and inclusion in the region and around the world.Support for females in STEM is growing.The number of women earning bachelors degrees in STEM disciplines increased from 22 percent in 1995 to 35 percent in 2021.The ADS secto

44、r can help by taking the baton once young women graduate,offering them mentorship and sponsorship programs and other forms of career counseling.In the real world:what companies can doUltimately,breaking down barriers in the workplace requires multifaceted strategies,including addressing unconscious

45、bias,offering potential flexible work arrangements,conducting pay equity audits,and advocating for gender equality.Such efforts call for collective action and strong leadership support to dismantle entrenched barriers.In talking with Heidi Grant,president business development,defence,space and secur

46、ity global services at Boeing,she said,“Global diversity is a byproduct of recruitment and continued support of workforce talent.We are committed to creating a workplace where all individuals can perform at their best and grow.In 2023,95 percent of our candidate slates interviewed for manager or exe

47、cutive roles in the US included at least one woman or ethnic minority.”The company also partners with hundreds of professional societies and organizations around the world(such as Women in Aviation International)to promote women and broaden the companys access to top talent.Once that talent is in pl

48、ace,Grant suggested,companies can better urge female employees to pursue future job opportunities.“Youve probably heard the statistic that men apply for positions when they meet 60 percent of qualifications,”Grant said.“There are studies that show women feel they need to be 100 percent qualified to

49、apply to a job.So how do we shrink the confidence gap?,”Grant continued.“Company leaders should encourage women and other diverse candidates to apply for jobs,even if they dont see themselves as completely qualified,because they could still be excellent candidates.”4Gender equality as a catalyst for

50、 aerospace and defense transformationShe encourages women to seek out information themselves through networks and be bold in finding new positions or projects.Talking to others in roles theyd like to hold is a great way to learn whats required for a job.As a senior leader,Grant wonders if other wome

51、n in her company would like to be in her position one day.“They need to know they can reach out to someone like me to talk over a coffee and I can get to know them,too,”she said.“I can tell them if their background fits and advocate for them if it does.”Offering flex timeor alternatives to itis anot

52、her important area to consider from every angle.While flex time is popular in some companies and countries,it does not necessarily solve caregiving challenges.Rolls-Royces Bouas points out that to avoid reverse cultural bias,flex time should be offered to men as well as women when families need to l

53、ook after children,elderly parents,or other members.To her,the ultimate answer is not flex time but better resources.“Professional women I know say theres a need for full logistical and financial support to make childcare possible,”she said.“The real issue is access to affordable,guilt-free,flexible

54、 childcare.Perhaps we should ask more companies to set up and sponsor free nurseries,rather than assuming its women who should want to slow down to take care of a child.”Beyond maternity leave,taking extended time off impacts womens careers,she says,and also means companies must find someone else to

55、 cover their role and reward those people for working longer hours.Looking at ourselves here at Kearney,weve revamped our internal systems to support,empower,develop,and advance women.Following an internal data review,we redesigned our womens professional development pipeline and introduced a sponso

56、rship program to address talent gaps.Despite a downward trend in voluntary turnover for women during COVID-19,gender-based attrition in mid-level ranks revealed a weakening leadership funnel.In response,we launched two targeted programs:the first for managers emphasizing senior sponsorship,specializ

57、ed training,coaching,and networking,and the second for principals and future partners,focusing on peer support and networking.Unlike traditional mentorship programs,these prioritize the junior members choice in relationships,with a focus on mentorsponsee alignment,sponsorsponsee connections,and spon

58、sorship board calls.These programs align with our companys learning and development continuum,ensuring leadership buy-in and commitment to fostering future leaders pathways.Kearney also walks the walk through its Women in Aerospace Defense and Security platform.This initiative fosters global expansi

59、on and tangible progress for women in leadership roles.The platform enhances networks,particularly in global regions where womens integration into the workforce is recent,most notably in ADS-focused areas.Strategies call for collective action and strong leadership support to dismantle entrenched bar

60、riers.5Gender equality as a catalyst for aerospace and defense transformationAs we continue to partner with our clients to deliver results,we are driven by initiatives and proposed solutions that deliver long-term impact and change.We know that there must be a relationship between the cause,the init

61、iative implications,and long-term success.Impact comes from a deeper understanding of our clients needs and how we can help them achieve results at the national,regional,or global level and across the workforce and talent management system.Where to now?As holds true for any group of workers with tre

62、mendous potential,women dont need to be fixed,but recognized and included.How we see corporate,policy,defense,and educational systems in their relationship to supporting women instead of impeding them needs to evolve.It will be a collective effort.Space-systems engineer Morena Bernardini has observe

63、d clear examples of women advancing past historical barriers to succeed,but acknowledged it often comes down to the objectives an organization sets at strategic and operational levels.She shared a story from the armed forces:“I was fascinated by a team of US Marines,very young women piloting a huge

64、aircraft and their teammates trusting them to make it happen.They had to count on one another because their lives depended on it.”In business,she then pointed out,“Lives may not be at stake,but we also fail to fully understand how important it is to count on one another in our work,too.”In the ADS s

65、ector,the barriers that prevent womens advancement and recognition are in response to broader issues.Policy initiatives need to be agile and respond to the various needs of women.They may vary nationally,regionally,and globally within the same company.This evolving environment,created through techno

66、logy advancements and shifts in employee archetypes,may lead to a leveling of the playing field for underrepresented groups.The hiring requirements of organizations will play a key role,as companies move away from emphasizing academic qualifications toward behavioral characteristics and skills that

67、demonstrate competency and a cultural fit for a role.Hopefully,greater openness supported by recruitment that includes diverse interviewing and hiring panels will also help reduce disparity in representation.The responsibility for improving womens inclusion,representation,and advancement in the ADS

68、sector lies with the armed forces,industry,educational and training institutions,and national priorities.The progress we have highlighted here demonstrates the power of cross-system approaches and how collective strategies can create a generational shift in removing barriers to womens progression in

69、 a historically male-dominated sector.Women dont need to be fixed,but recognized and included.6Gender equality as a catalyst for aerospace and defense transformationSarah MatarPartner,Dubai Jessica GrootConsultant,Abu Dhabi Kanika AggarwalConsultant,Dubai Authors7Gender equality as a catalyst for ae

70、rospace and defense transformationFor more information,permission to reprint or translate this work,and all other correspondence,please email .A.T.Kearney Korea LLC is a separate and independent legal entity operating under the Kearney name in Korea.A.T.Kearney operates in India as A.T.Kearney Limit

71、ed(Branch Office),a branch office of A.T.Kearney Limited,a company organized under the laws of England and Wales.2024,A.T.Kearney,Inc.All rights reserved.Kearney is a leading global management consulting firm.For nearly 100 years,we have been a trusted advisor to C-suites,government bodies,and nonprofit organizations.Our people make us who we are.Driven to be the difference between a big idea and making it happen,we work alongside our clients to regenerate their businesses to create a future that works for