Breaking the Glass Ceiling

Kilidi Kırmak Breaking the Glass Ceiling For a business world that stands against any kind of discrimination, negative or positive... July 2017 kpmg.com.tr Contents Preface 3 Introduction 5 Yönetim Kurulunda Kadın Derneği (Women on Board) 6 Purpose and significance of the research 7 The research method 7 Gender equality 9 Promoting gender equality 10 Participation of women in the labor force 10 Research findings 11 Career, children, career 13 Career and the sense of corporate belonging 15 Being a female manager 18 A boys’ club but no women’s club 20 A well-balanced life 21 As a result... 24 Glass ceilings 25 Queen Bee Syndrome 26 Overcoming obstacles 27 Gender balance in management 30 Common attributes of female leaders 32 10 essentials for breaking the glass ceiling 35 Mother or postponing motherhood 36 What about the West? 36 Motherhood is your highest calling 37 Increasing the number of female managers 40 Conclusion 43 Suggestions 44 Quantitative research participant profile 46 Bibliography 48 Acknowledgments 49 Kilidi Kırmak - 2017 1 Preface We now live in a society where women’s The research aims to go beyond the social, political and economic roles are oft-repeated platitudes trotted out in the being redefined. Both in Turkey and other context of gender equality by offering parts of the world we now see more a wider perspective on the issue. All women than ever taking more active roles research data is supported numerically. in business life and being promoted to The interviews we held with male decision-maker positions. There are now and female C-level executives of large more women on executive boards. The companies in Turkey shed light on how higher the number of women who break things work on company management the glass ceiling, the higher the female boards. presence is on executive boards. It is safe For this reason, we have given special to call it a revolution of the mind but... emphasis to the open discussion of What does it cost for women to break reasons contributing to the success the glass ceiling and write the board’s of female managers. We believe that playbook? This research explains the stories of these female managers how female managers ‘succeed’ in who have been able to break the glass overcoming the ‘myths’ they are made ceiling will inspire other female workers. to face and the barriers and obstacles Highlighting the support provided to them which come their way or are put there as well as the hurdles that are put in their intentionally. It especially contains a way will go a long way towards getting rid vivid and earnest account of the many of the social stereotypes that exist in the struggles and hardships faced by Turkish business world. female employees when they are The report shows that women have to promoted to managerial positions. To put change both their own points of view and it briefly, female managers have to deal that of society as a whole to be able to with many social prejudices in the ‘male get promoted to managerial positions. world of business’. Obstacles arising While legal regulations that make it easier when women are promoted to managerial for women to survive in the business roles may destroy their motivation or such world are inadequate, existing laws are obstacles mean women find themselves not fully implemented. Because the real having to show more effort to keep their problem lies within the mentality rather positions. than the laws... A proud promoter of a company culture In short, a change of mentality is needed based on gender equality, KPMG to break the ceiling. We caught glimpses is delighted to present this report of such change during the journey we which contains valuable insights into undertook to prepare this research. demystifying the ‘myths’ that surround women and workplace success through We wish to thank Yönetim Kurulunda highlighting gender issues, making Kadın Derneği, their President Hande appropriate diagnoses and offering Yaşargil and Deputy President Burçak solutions and, most importantly, Güven, as well as other valuable company championing the same open-minded managers for their contributions to this mindset towards women that the research project. company itself employs. We hope this research will be part of the change in itself. Murat Alsan Chairman, KPMG Turkey Kilidi Kırmak - 2017 3 Introduction During the various stages involved in the Another piece of data we need to look ‘Cracking the code’ research conducted at is The Global Gender Gap Report across KPMG’s global network, we have Index, published annually by the World had the chance to discuss what Turkish Economic Forum. In the 2016 report, women trying to claw their way up the Turkey ranks 130th among other 144 company ranks go through. We have countries. The report emphasizes that seen that the obstacles which come Turkey is making progress on gender their way or are put there intentionally inequality in estimated income and the have not changed over 30 years and availability of professional and technical that problems still exist in different work for women. However, the report guises. Thirty years means an entire also reveals the widening payment gap generation! While conducting the Turkish between men and women. Moreover, side of the research, our aim was that when the period of time spent in unpaid the next generation would not be left work is taken into consideration, Turkey having to question women’s maternity ranks first in gender inequality. In this rights, children’s nursery problems, category, Turkey is followed by Mexico, or the unfairness in salaries between India, Portugal and Italy. genders for another 30 years. As a According to ILO data, the Turkish company with a proud track record of economy provided jobs for 2,160,000 a progressive and enlightened attitude women with an increase of 77% in towards gender equality, as exemplified regular paying jobs between 2007 by its open-minded mentality and and 2015. Even though Turkey has workplace practices aimed at providing experienced a significant increase in an environment where women are female employment rates, it is difficult treated in their own right and not given to say that the same has been achieved any negative or positive treatment, with middle and upper level female our wish is that KPMG’s example will managers. While 18% of working women become more widespread in the world of in 2007 were middle and top level business. managers, the same figure dropped to Let’s look at the figures in Turkey upon 14% in 2015. which the research rests. According The decline is accounted for by women to recent data released by the Turkish assuming both work and household Statistical Institute, the employment rate responsibilities against a backdrop of women aged 15 and over in 2015 was of increasing female employment. In 27.5%, while that of men was 65%... other words, women who cannot get When compared with Europe, we see adequate support for their household the highest rate of female employment in responsibilities during their career Sweden with 74%, while the lowest rate journeys simply continue in the same is in Greece with 42.5%. On the other positions, rather than setting their sights hand, the average female employment on higher roles. rate of the EU states is 60.4%. The male employment rate in Europe is 70.8%. We hope this research, which gives According to the results of the household us the message in summary that we labor survey, the male labor force urgently need to destroy glass ceilings participation rate is 71.6%, while that of the mind, will lead the way in bringing of women is 31.5%. As the educational down the obstacles that hold women level of women increases, so does their back in the world of business. participation in the labor force. While the labor force participation rate of female high school graduates is 32.7%, that of Nesrin Tuncer women with a university degree lies at KPMG Turkey 71.6%. Head of Audit, Yönetim Kurulunda Kadın Derneği Supervisory Board Member Kilidi Kırmak - 2017 5 Yönetim Kurulunda Kadın Derneği (Woman on Board) With this research, we understood In these parlous times where nothing once again that there are some is stable and the paradigms that define padlocks deep in the minds of men, us are constantly shifting, development, women and children in the world, as growth, sustainability and prosperity well as our country, whose keys have can only be achieved through collective been thrown into the sea many years effort. Countries and institutions must ago. While it devolves upon us as the make it a matter of priority to provide enlightened generation to stamp out a work-life balance for their citizens, those misconceptions and make way remove the stereotypes that stand in the for progress, we are also equally aware way of progress, reintegrate neglected that such progress can only be achieved skills into production and promote equal by ensuring that the topic of gender rights for men and women; otherwise, equality features prominently in public it will be children losing out and not discussions, company boardrooms, women. academic circles and child rearing But I believe that future steps to be families. It is unrealistic to assume that taken by the institutions led by the gender equality may thrive independently mentors and mentees of this program of social factors in the insulated world of will help further cement gender equality company boardrooms; therefore, what as enshrined in the founding of our we need are holistic solutions to raise nation and pass it down to future social awareness of gender equality.

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