This report on gender biases in talent management systems has its roots in previous Catalyst work on stereotyping and global leadership. Relevant titles follow, as a well as a Tool for assessing your organization's efforts.
Cascading Gender Biases, Compounding Effects: An Assessment of Talent Management Systems
This report reveals that core components of talent management are linked in ways that disadvantage women, creating a vicious cycle in which men continually dominate executive positions. Based on an assessment of 110 talent management systems representing 19 industries, the data demonstrate that the flow of information from senior leaders to individual contributors perpetuates gender gaps in senior leadership. To combat this issue, organizational approaches for identifying, developing, and leveraging top talent are provided.
Impetus: As companies strive to tackle the shortage of executive talent, maximize human capital with fewer resources, and maintain business success, it is essential that they understand the vulnerability of talent management systems to gender biases and stereotypes. Building on previous Catalyst research, this report explores trends across companies and industries and provides high-level examples of how to mitigate the negative effects of gender biases in talent management.
Methodology: The data were collected in three phases:
- We conducted in-depth semi-structured interviews with 30 talent management experts and architects from 24 companies.
- We examined several hundred pages of talent management forms, tools, models, and other materials from companies that participated in our in-depth interviews.
- We fielded an online survey that was completed by 86 corporations and firms.
We analyzed the content and themes of the interviews and documents and then examined those findings in combination with survey results.
Findings: Data revealed that senior leaders’ influence on the talent management process can yield new senior leaders who mirror the traits and biases of the senior leadership team that promoted them—a vicious cycle. We also found that gender bias in tools and procedures can inhibit the establishment of inclusive and effective talent management programs. When organizations fail to integrate checks and balances that guard against the introduction of gender bias into talent management systems, they make the process vulnerable to gender stereotyping and hinder opportunities for women’s advancement.
Partnering Sponsors: Dickstein Shapiro LLP, Ernst & Young LLP
