 privacy seriously. No spam. See our Privacy Policy.Throughout the EMEA region, organisations are coming under growing pressure from all sides to increase the representation of women on their boards. A number of mechanisms have been introduced to address the problem, with varying degrees of success. These range in effectiveness from legally enforceable quotas to voluntary targets to recommendations in governance codes. Quotas are as repellent to some national governments as they are essential to others, but they are becoming harder to resist as the number of women on boards rise, even though numerical change is no guarantee of board effectiveness. There is, however, a more systemic problem facing businesses which quotas are powerless to address.
Demand for female directors may be growing, but supply is problematic. Boards are rightly being encouraged to cast a wider net and bring women with different types of background and experience into consideration. But the fact remains that while there may be a place for women without commercial experience on some boards, nomination committees are still predominantly looking among the ranks of current or former corporate executives for directors who can bring experience of general management and P&L responsibility.
The fundamental problem remains that too few women fulfil their career potential by attaining senior executive positions, as successive McKinsey reports have clearly demonstrated, and this is severely limiting the pipeline of female board directors.1 Until women achieve something close to parity with men at the senior executive level, a concerted effort will be needed to ensure that the same happens in the boardroom — both as executive and non-executive directors.
To explore how companies are addressing the longer- term objective of developing board-ready female executives, we talked to a range of senior HR leaders, CEOs and board directors in France, Germany, the Nordics, South Africa and the UK. The aim was to try to identify the policies and practices most likely to ‘shift the dial’ in securing better opportunities for women, albeit across very different markets and political and social contexts.
This report examines some of the more enlightened approaches which are helping women in corporate settings to realise their full potential and suggests how women with the capacity for outstanding achievement in their field should go about identifying employers who will give them the greatest chance of succeeding.
Following concerted efforts in recent years to increase the representation of women on boards, the spotlight has turned on the executive pipeline. What are companies doing to encourage and support female executives to realise their potential and get promoted to general management and other senior positions in more significant numbers?
We talked at length to over 30 senior HR leaders and board directors from a range of sectors in the EMEA region to learn what measures they are taking to address this issue and to retain highly talented women who might otherwise drop out of their organisations midway through their careers.
Our observation prior to embarking on this study was that whatever the impact of quotas at board level, this approach will not work in the executive environment. Far more sophisticated initiatives are needed to achieve genuine, lasting improvement in the number of women equipped and willing to take on senior roles.
There are many barriers preventing women’s progress. These include difficulties with work/life balance, an absence of role models, less mobility and misconceptions about women’s motivation that can disadvantage them during the promotion or recruitment process. Male prejudice, together with the perception that women are reluctant to put themselves forward for promotion, remains a barrier for many women, particularly in certain sectors, and continued effort is necessary to eradicate it from the workplace.
Companies are responding to the challenge in many different ways, but two critical features are common to any successful diversity and inclusion initiative: robust metrics and management accountability. Diversity and inclusion initiatives also have a significantly higher chance of success if the organisation’s CEO is leading the way through genuine engagement.
Working practices and mindsets need to be fundamentally transformed. Line managers must be trained to become aware of and overcome subconscious attitudes that discourage women from joining their teams and progressing. Companies have to take action early in women’s careers, identifying and removing any systemic barriers that lead to attrition among women who have more to offer the organisation.
Mentoring, coaching and ‘sponsorship’ of high potential women by senior figures inside and outside the organisation is highly beneficial, as is active engagement by female role models in networking and support groups for women.
Any single diversity initiative needs to be part of a long-term plan. Only patience and relentless action over time will bring about a change in the diversity of senior management teams.
How a company performs in terms of diversity and inclusion affects the employer brand and will determine whether it can attract the next generation of female talent.
This issue of Point of View explores the influence of healthy, aligned culture and a strong senior leadership team in the performance of the business.
'Grid' is not an Excel thing. I think you mean 'Table'. I don't say this to be pedantic or condescending. Rather, this is to be precise, and orient you to terminology that might help you.

And yes: Table has filter functionality, which is really useful--assuming you have implemented it on data that suits Table's purposes well.

I'm assuming a lot about your data here, so feel free to tell me I'm off-base. The problem I'm intuiting is your Table is poorly organized, so the filters will not be very helpful.

Filters on a Table are generally meant to be additive in a boolean sense. E.g.:

* column B = this or that *and* column C = foo or bar

What you can't do easily is parse conditions like

* column B = A or B *or* column D = A or B *or* column F = A or B

It is possible to do the latter if and only if the number and placement of columns where you want to isolate conditions is known ahead of time, but it gets complicated quickly based on the number of ways the data has to be spliced and the number of times the attributes of interest are repeated in different columns. Storing data in a normalized way erases this problem.

Maybe, just maybe, you have a predictable number and placement of columns where the amounts are stored. Then it should be fairly easy to total over each client or date.

I've gone on far too long hypothesizing and proselytizing. If you want to share data, I will look at it. I do not promise there is an easy way out of this, but if there is, I will share it.

*Ed: I know I'm coming down from on high here. The TLDR is your situation probably isn't great and doesn't have an easy answer. If there's a solution to your immediate problem, it depends completely on how your data actually looks.*℗ 1978 Motown Record Company, L.P.
© 1993 Motown Record Company, L.P.
Made from masters of Motown Record Company, L.P. Trademarks used by authority & under control of Motown Record Company, L.P.
The copyright in this sound recording is owned by Motown Record Company, L.P.
Exclusively licensed to Polygram International Music B.V.
Kay Hetler
Oct. 9, 1938-Aug. 18, 2011
Former Lake Park resident Kay J. Hetler, 72, of Maddock, N.D., died Thursday, August 18, 2011, at St. Aloisius Medical Center in Harvey, N.D.
Funeral services are set for 1 p.m. Thursday, Aug. 25 at Zion Lutheran Brethren Church in Maddock, with Pastors Lu Mathison, Dale Robbins and Paul McKibbon officiating. Mickey Okeson will be reading the scriptures.
Visitation will be Thursday at the church from 11 a.m. until the start of services.
Burial will be in the Hesper Cemetery at Hesper, N.D. Casket bearers will be Ole Elton, Cody Fassett, Mark Nielson, Lyndon Olson, Rick Olson and Duane Wright.
Music will be from Yoli Slater and Roger Hill, vocalists with Kathy Daeley, pianist. The Nelson Funeral Home of Maddock is in charge of the arrangements.
Katherine "Kay" Joann Hetler was born to George and Phyllis (Blanchard) Cavegn on October 9, 1938 at West Fargo, N.D. She was raised and educated in West Fargo and then attended Valley City Teachers College for a year.
Kay married James Hetler on June 9, 1957 at Hesper. The couple farmed in the Hesper area for a few years. During that time, she taught for a year at the Aurora Township School in rural Maddock and worked as a nurses aid at Memorial Hospital in Maddock.
They moved to Jamestown, N.D., and then to Ellendale, N.D., where James attended the seminary. Kay and Jim then lived in many states, where she held numerous employments through the years. They raised their family, adopted and served as foster parents for a number of children.
Kay lived a full life and her children were her every breath. Jim was her forever friend and put up with her impatience. Her friends were her encouragers throughout the years. She cherished her role as a pastor's wife and bible study teacher, and enjoyed painting and writing, especially poetry. Kay was a charter member of the Evening Stars Homemakers Club of rural Maddock, and belonged to and led many church women's groups and other ladies groups over the years.
Surviving Kay are her husband Jim, of Maddock; children, Bradley Hetler of Laramie, Wyo., Carol Littlewind of Fort Totten, N.D., Mylo Hetler of Buffalo, W