Some leaders are born women

It’s an interesting point in time when research pundits exclaim that the number of women on FTSE 100 executive committees have ‘soared’ by 40 per cent, but when the reality of the situation is that there are still only 16 per cent of women positioned as senior executives in Britain’s largest corporates. Stephen Sidebottom, head of HR at Nomura International, and recently named one of the Top 40 movers and shakers in HR (Profile, page 8), is concerned that businesses are missing out on a massive talent pool by not creating opportunities for women at senior level.

While on the subject of ‘created’ opportunities, it could be argued that, over the years, too many unwarranted ones have been made by record companies. A former employee of Nomura International, private equity investor Guy Hands is currently causing quite a stir in music industry circles by orchestrating what has been termed the EMI ‘talent drain’. He plans to cull 2,000 jobs in a bid to retain and nurture the true talent in the organisation. Maybe this isn’t such a bad thing and perhaps it is time for the music industry to address the changing realities of the business (Last Word, page 30).

In deciding who will stay and who will go, Hands could do worse than read Marcus Powell’s article on page 22 discussing the first steps to managing talent: identifying and defining the talent you already have. Powell also argues there can be horizontal, not just vertical, moves for those considered ‘talent’. There may be employees who want a different work-life balance, who have responsibilities outside work but still want to be considered part of the talent and leadership pipeline.

Coming full circle on the issue of leadership and women, our cover story on page 11 focuses on the ongoing debate concerning the low percentage of women considered part of this leadership pipeline. We can read how the The Post Office is taking steps to open up its leadership talent pool to those with conflicting responsibilities by setting up a women’s network and organising a mentoring scheme. The benefits can range from building confidence, widening potential horizons to sharing concerns over childcare demands and the stresses of juggling home-work life.

Perhaps women aren’t having it all, after all, they’re just doing it all.

Katie Pattullo, Editor