PwC tracks what it classifies as “younger board directors”—those age 50 and under—and a new report on the cohort came out yesterday [March 27]. An unmistakable takeaway is that women are making up a larger share of this constituency—37% in 2018 versus 31% the year prior. Of those independent “younger directors” who joined boards for the first time in 2018, more than half—61%—were female. Those figures reflect the uptick in female directors in the S&P 500 overall—24%—an increase from 18% five years earlier.
Another notable trend: As firms look to diversify their boardrooms in terms of gender, race, and age, they seem to be changing their criteria for candidates. They’re becoming less insistent on board hopefuls having CEO experience, a qualification that applies to a (let’s be honest, mostly white, mostly male) sliver of the business professional population. The PwC report found that 24% of new independent younger directors are current or former CEOs, compared to 37% of the existing class.
That finding may point to the time crunch CEOs are under, says Paul DeNicola, a principal in PwC’s Governance Insights Center. “CEOs can really no longer commit to more than one board” because of the hours each seat requires. But it also indicates, to some degree, that “boards are not using CEO experience for a yardstick of whether [someone’s] qualified,” DeNicola says. “That expands the pool of candidates.”
Another way boards seem to be adding diversity to their ranks is by expanding in size, rather than waiting for seats to become vacant, which can happen at a downright leisurely pace. “In the S&P 500 overall, more than half of the new women joining boards in 2018 came on when the board increased its size,” the report says. (At the same time, five-year data from global search firm Spencer Stuart finds that across the entire S&P 500 average board size has remained relatively steady at 10.8 directors.)
When TripAdvisor added two female directors—Betsy L. Morgan and Trynka Shineman Blake—earlier this month, it contributed to this trend, boosting its board from eight directors to ten.
“We don’t want to be contained if we see great candidates who bring an element of diversity,” TripAdvisor’s Chief People Officer Beth Grous told me. Having a board that’s varied in terms of gender, background, and ethnicity “helps us have the right kinds of conversations from a more informed position,” she said. (TripAdvisor’s board announcement, it should be noted, came amid criticism of its response to travelers’ sexual assault claims.)
As boards grow to meet investors’ demand for diversity, there is one question that pops to mind: Just how big will they get? “If a board is going to increase its size to add diversity, it’s not going to double,” DeNicola says. Plus, he says, “the benefits of having more diversity” far outweigh “any potential drawbacks of inefficiencies.”
By Claire Zillman
Source: Fortune
At a recent training I was facilitating, I invited people to ask me anything anonymously using polling technology. While the questions always give me great insight into where people are struggling with issues of diversity, equity and inclusion (DEI), this question seemed more universal: “What do I do if my manager is not inclusive?”
Our society’s tendency to look to men for expertise is one of the things that holds women back in our careers. But we can all help give women’s knowledge and accomplishments greater visibility, which will cause people of all genders to view women as experts and turn to women for expertise more.
Right now, diversity, equity, and inclusion (DEI) initiatives are under growing scrutiny. Some companies are pulling back from DEI initiatives amid nervousness around shareholder activism and possible investor or customer pushback. Highlighting the benefits of DEI to an organization’s performance and the wellbeing of employees is the best way to address this negativity.
