While the company has successfully achieved gender parity in recruiting its entry-level work force for the past 15 years, we have not achieved a satisfactory representation of women in our middle and senior management, specifically from locally developed talents.
As a result, only 2% of middle management positions are occupied by women, and none in senior management.
The Practice:
Type of practice: Mentorship & training
HR initiated interventions to accelerate women manager growth and progression:
Networking events held with women executives in the oversea group companies
Implementation of a program for our female talent development pool, providing training/workshops, a specific, individual development planning system and mentoring
Monitoring the development plan with the line managers and HR
Metrics:
We track the percentage of women in our middle management.
Implementation Date:
Networking events were first held in 2008, followed by the individual development program deployed in 2010. We are continuing to use these practices.
The Success:
We are still progressing on our way to success, but have doubled the ratio of females in our middle management since 2009.
Success factors:
Collaboration between line organizations and HR
Females' motivation toward growth
Continuity
Barriers:
Acceptance of line organization
Acceptance of the participants to the program
Understanding of those who are not involved directly
Our 'Peer Coaching Project' helps women become more effective at what they do and advises their managers on how to ensure development goals for high-potential women are reached.
Nissan helps female candidates for management positions with training, individual advise and role models.
Japan
The content on this page is third party information provided 'as is', with no guarantee of completeness and accuracy. It does not necessarily reflect the views of the World Economic Forum.
