In executive search, especially when it comes to filling top source positions, there is currently almost no mandate where the desired profile in the briefing is not: female, young – in the case of multinational companies also women of color.
Who would seriously disagree that more diversity in the corporate world is a right and important and, above all, long overdue goal?
In my experience, almost all men – with very few exceptions – have understood this and live and support it. The topic has been on the agenda for years, if not decades. Initially, these were nice word garlands, declarations of intent. That has changed fundamentally. For two or three years now, companies have been serious about it, I would even say deadly serious. A nice-to-have has become a must-have. And the bigger the company, the more radical the demands. Sometimes bonuses are even linked to the achievement of certain quotas for women. This is where, and I say this with all due caution, the requirements tend to be interpreted rather generously. As is the case when things are chronically underestimated and overslept, the pendulum now swings with full force to the other side. As a result, there has never been a better time for women to make a career start. That’s the good news. The bad news is that there is collateral damage.
“In an ideal world, with unlimited resources of highly educated women – especially those in IT and tech – none of this would be a big deal, to put it bluntly.”
Of course, you also have to ask yourself where that leaves the men (more on that in a moment). But as a recruiter, it would be business as usual. We would no longer have to wield the crowbar, but rather the elegant foil. En garde! Allez! Touché!
It’s not like that. That’s no big surprise. As HR consultants, we find a market that is as it is. We don’t have much of a steering function here; we have to live and work with the status quo. And I also know the saying: “Where there’s a will, there’s a way. Where there is no will, there are many excuses.”
Yes, we are creative. And yes, we also think outside the box, in other sectors or abroad. Nevertheless, that’s not enough to find the right people. What happens more and more often is that we hire women who are good, but not yet ready in terms of their development and skills. Crowbar, remember? This then becomes on-the-job training, often supported by more experienced male colleagues.
“This is not without a certain tragedy. Men, especially the old, white male model, have become a shelf warmer. Almost unplaceable. Almost a dying species.”
It happens that managers call me, in their late 50s and highly motivated to change jobs again. I have many mandates where the expertise fits 100 percent. But the gender and age don’t fit 100 percent. I can’t do anything for them. Especially with the highly attractive, “cool” companies. The market, which is also a rather new finding, is completely divided here. A smaller medium-sized company that pays little attention to public image or where the ESG package has not yet been delivered is perhaps even more flexible.
Yes, that is discriminatory. The inclusion project is being driven forward with exclusion. We are in the midst of upheaval, economically, socially, (geo-)politically. And as always, when the tectonics shift, there are a few major bumps along the way. The “A” in VUCA doesn’t just stand for ambiguity, but for “ouch”. We are in a transitional period with conflicting goals. In our case: gender balance versus equal treatment. In terms of a larger, overarching goal, you have to choose the lesser of two evils, for better or worse.
“So far, we’ve only talked about symptoms. The complete picture (if that is even possible with this highly complex topic) also includes the question of the causes.”
Why are there so few suitable women on the labor market? You always and inevitably end up with culture. Especially after the first child, there’s a break-off point. There are centrifugal forces at work here (a woman cancels the career project and takes refuge in a part-time job) that can no longer be ignored. And that brings us directly to the company’s responsibility. They must succeed in retaining these talents and offer them attractive conditions, regardless of what stage of life they are in. Young fathers too, by the way. It would help enormously if work-life balance became an issue for parents. And yes, we also need to talk about the personal responsibility of young women. We know that girls are no more or less talented in mathematics and science. They have lost a large proportion on the way to university in the direction of STEM subjects. In a study by EY, the majority of young female students stated that they were aiming for an administrative job. And this is where the misery begins.
Which brings us back to the beginning: where are the men? We have to close the gap, of course. But we also need to keep reminding ourselves of the essence of diversity. Diversity. In all dimensions. That also includes men, without them it won’t work. Even the old white men. Otherwise the pendulum will turn into a wrecking ball in the long term.
So what do we do? We continue to recruit. What else can we do? We are professionals. The crowbar in one hand, the foil in the other.
Interview with Oliver Badura, COO of HAGER Executive Consulting GmbH with F10!
