INTERNATIONAL WOMENS DAY Gender and the entrepreneurial university

INTERNATIONAL WOMEN’S DAY Gender and the entrepreneurial university Professor Carla Millar

Y T I S R E V I N E LU H T IA D UR N N IO A NE L T R A E O E E R R D M C T P N N E O U T R E R A E G T N L P R N E EN E R M ND BA D DE IT A E N N U R IF R E G L E G EC EE – R AR K • C OR • W •

SPECIAL ROLE OF AN ENTREPRENEURIAL UNIVERSITY ? • • Pro-active attitude See and catch the opportunity Stimulate INDIVIDUAL initiative Create the right STRUCTURE with policies that work • Create the right CULTURE • work styles, communication patterns, • relationship and time management • Ambitious, competitive, goal oriented

RECRUITMENT OF MEN AND WOMEN 2008 -2010 SHOWS INCREASE IN PERCENTAGE OF WOMEN UT Men Women number Nr recruited position 31 -12 2007 2008 -'10 Professor 132 40 9 6 UHD 110 20 14 2 UD 174 97 63 40 416 157 86 48 Total

UT FACULTY FEMALES AT TOP AND SUBTOP 5

E H ] T 7 T 0 A 0 2 [ EN : Y M C I O L O W P E T R U O M P Individual O T level More women at the top Structural level Cultural level Ownership: diversity is that my business case? 2007: UT policy: More women in top positions is a business case

UT PROGRAMMES FOR ORGANISATIONAL DEVELOPMENT: INDIVIDUAL LEVEL: Overview: • Training • Mentoring • Stimuleringsfonds [Stimulus Fund] • Aspasia Fund / 25 0 02 2 / 09 7

INDIVIDUAL LEVEL: CREATE YOUR OWN OPPORTUNITIES BY PARTICIPATING IN: • Training courses and workshops: §Direct and manage your own career (WP & OBP) §“Take the next step” (career training for OBP) • Mentoring programme • UT Aspasia Fund: - after pregnancy leave allowing a period of four months exclusively dedicated to research 8

MIDTERM EVALUATION STIMULUS FUND (UT STIMULERINGSFONDS) Actions Number + % Remarks Approved applications 60 Evaluations sent out 42 18 applicants were not included in the current evaluation cycle because their application was too recent. Completed evaluations received 38 = 90% Of the 4 missed evaluations: • 2 postdocs have left • The other 2 have not replied All the money spent: Activities concluded 19 = 50% Immediate action Activities partly executed 13 = 34% High teaching loads were responsible for delay Not started yet 6 = 16% Reasons: pregnancy, illness, recent application

UT STIMULUS FUND TYPES OF ACTIVITY FINANCED Activities financed Number + % Remarks International network 27 = 74% Visiting scholarships, extra conferences, working visits, participate in international networks Personal development 2 = 5% Courses about personal leadership Language courses Editing of papers 7 = 18% English and Dutch courses Time to write research proposals 6 = 16% Technical courses, buy databases or lab facilities 3 = 8%

RESULTS OF THE UT STIMULERINGSFONDS • Increased number of project / research proposals prepared and approved • Vast increase in visibility world wide • Membership of important committees or editing boards • Increased number of publications • Inspiration and new research directions • Heavily increased and justified self confidence • Better balanced portfolio on curriculum vitae • Realistically increased promotion potential

THE STIMULUS FUND DID MORE: 1. It is an individual incentive, yet it § benefits colleagues – male and female § fosters department teaching and research programmes 2. It has helped women to think about their career more strategically 3. It helps supervisors / Ho. Ds to plan promotions more strategically , more transparently and more merit based 4. It has evolved from a ‘fix the women’ measure to a university wide benefit measure achieving a change in awareness and culture Facilitates women to take charge of their own career 20 0 2 / in a structural and cultural setting that is more 12 09 / 5 2 positive.

UT PROGRAMMES FOR ORGANISATIONAL DEVELOPMENT: STRUCTURAL LEVEL Bearing in mind • Size of pool of female academics at the various levels • International competition • Priorities during recession Gender balance policies for Talent management • Transparency of promotion criteria • Realistic time flexibility • Age not a criterion as many women have skewed careers 2 5/ Main question: is the impact of such policies equal for men and for 0 02 2 / 09 13

ROSABETH MOSS KANTER Three types of gender balance policy: • Enlarge opportunities • Empower employees • Use number balancing strategies to prevent women being just in a token position • Size / numbers matter / 25 0 02 2 / 09 ' 14

UT PROGRAMMES FOR ORGANISATIONAL DEVELOPMENT: CULTURAL LEVEL • • Awareness Beliefs, attitudes, action § Specific: § Measures to increase the number of women directly: UTWIST 3 § Gender awareness training like organised by FFNT § Ambassadors’ Network for awareness, attitudes, action § Leadership programmes 0 § Objective: a culture that promotes a better gender balance which in turn will promote a better 2 1 20 3 organisational performance ……… 0 7 15

NINE LEADERSHIP BEHAVIOURS THAT IMPROVE ORGANISATIONAL PERFORMANCE [MCKINSEY] Leadership behaviours 2 Organisational performance dimensions “Participative decision making” work environment & values F “Role model” leadership team F “Inspiration” direction, motivation F “Expectations and rewards” accountability F “People development” leadership team, work env & val F “Intellectual stimulation” innovation = “Efficient communication” direction = 0 “Individualistic decision making” external orientation 02 2 / 16 09 M 5/

ADVANTAGES OF BETTER GENDER BALANCE Catalyst: • There is a positive correlation between • the percentage of women at the top and • organisational performance / financial results Mc. Kinsey: • Leadership needs to manage global challenges and change • Financial performance is linked to organisational performance / output performance • Organisational performance 9 leadership behaviours The Bottom Line: Connecting Corporate Performance and Gender Diversity (Catalyst, 2004) 20 www. catalystwomen. org. 0 2 9/ Women Matter (Mc. Kinsey, 2008) 0 / 25 www. mckinsey. com/locations/paris/home/womenmatter/pdfs/women_matter_oct 2008_english. pdf 17

ADVANTAGES OF BETTER GENDER BALANCE 2 • Organisational performance 9 leadership behaviours • Women apply five of these more frequently than men …… • And thus contribute to stronger organisational performance • Gender diversity at the top creates a competitive edge to address the global challenges of the 21 st Century. Women Matter (Mc. Kinsey, 2008) / 25 0 02 2 / 09 www. mckinsey. com/locations/paris/home/womenmatter/pdfs/women_matter_oct 2008_english. pdf SOURCE: MONITOR VROUWELIJKEHOOGLERAREN 2009 FOOTER TEXT: TO MODIFY CHOOSE 'VIEW' OR 'INSERT' (FOR OFFICE 2007 OR LATER) THEN 'HEADER & FOOTER' 18

RECRUITMENT OF MEN AND WOMEN 2008 -2010 UT Men Women number recruited position 31 -12 2007 2008 -'10 Professor 132 40 9 6 UHD 110 20 14 2 UD 174 97 63 40 416 157 86 48 Total

PROMOTION RATES OF MEN AND WOMEN 2008 --2010 . 07 2 01 2. 03 20

UNESCO –L’OREAL NEDERLAND: ‘FOR WOMEN IN SCIENCE GRANTS ‘ New grants for female scientists From today, March 8 th 2012 female scientists can apply for a Dutch ‘For Women in Science’ grant • Life sciences in general • 25. 000 euros • Vidi level • Research stay at NIAS campus in Wassenaar [Netherlands Institute for Advanced Study ] • www. forwomeninscience. nl • Deadline 15 th May 2012 / 25 0 02 2 / 09 ' 21

A CAREER IN THE 2 ND HALF 20 TH CENTURY 0 / 25 • Being ‘the only woman’ the norm rather than the exception • Resign from a promising MNC job when pregnant • Pt Ph. D next to full time job as Ho. D and mother to two boys • No child minding facilites at university • Being passed over for promotion in spite of ticking all of the boxes: • Promotion is not a right • A career is individually, socially and institutionally conditioned • Keep setting standards in a holistic way • Keep challenging men-exclusivity assumptions • Be perceived as making a constructive multifaceted contribution • 0 Men rather than women empower you – they are not your 2 enemies 20 / 9 22