MANPOWERGROUP’S PATH TO PARITY 1999 2001 2007 2008 2010 2011 2013 2014 2015 ManpowerGroup Rozanne L. Gina Boswell PINK Libby Sartain Patricia “Cracking Jonas Prising’s Emerging is run by a Ridgeway and Cari magazine joins the Board Hemingway the Case” Legacy Leaders Board and joins the Dominguez names InterOrganization Hall joins is published Experience executive Board join the Board Manpower names Jeff and the Board team of men (since then one of its “Top one of 11 “Guys Jeff Joerres retired) Companies Who Get It” takes the helm for Women” OF MANPOWERGROUP LEADERS BELIEVE THE CEO IS PRIMARILY ACCOUNTABLE 43% FOR GETTING MORE WOMEN INTO LEADERSHIP ROLES IN THE BUSINESS – almost double the figure among non-ManpowerGroup interviewees. “Women-to-women mentorship and male-to-female mentorship is incredibly valuable. Because then you don’t make it a male/female issue, - Male Established Leader, ManpowerGroup, Americas you make it a talent issue.” At ManpowerGroup, top leadership is expected to own this talent legacy – by what they say, what they do and how they lead. So succession planning requires a more deliberate and more purposeful approach to creating a culture that includes women. HR’s role is to support this vision. ManpowerGroup is making good progress, but there is still a way to go. Our CEO reinforces the concept of Conscious Inclusion and his leadership team believes and delivers on it. It is this leadership that has moved ManpowerGroup from a circular conversation about why there aren’t more women in leadership and what we should do about it towards a culture of Conscious Inclusion. Gender parity – here we come. “The messaging has to be clear – we’re an equal opportunity organization, male or female, regardless of age, gender, race. To me that’s really, really important. It has to come from the top and has to be prevalent throughout the organization; otherwise it’s just lip-service.” ~ Male Established Leader, ManpowerGroup, Asia Pacific A Practical Guide to Accelerating More Women Into Leadership | 13