Brazil, Russia, India and China. During the recession these BRIC countries were mainly focused. They make up 40 percent of world population and are responsible for 45 percent of the global growth since 2007. A major obstacle for exporting into these markets, however, is the shortage of skilled workers. But what to do for companies in order to survive in the war for talent as a multi-national corporation in these markets?
Sylvia Ann Hewlett, Founding President of the Center for Work-Life Policy and Ripa Rashid, Executive Vice President at the Center for Work-Life Policy, describe in their book, “Winning the War for Talent in Emerging Markets: Why Women are the Solution”, why they believe women are the solution.
Educated and ambitious! Women in the BRIC countries increasingly surpass men in terms of education. The numbers speak for themselves: In Brazil, 60 percent of graduates are women, 65 percent in China, and in the U.S. 58 percent. In addition, 80 percent of women in India seek to achieve a top position. China and Brazil are also on a level above 70 percent.
The image of the oppressed and impoverished “Third-World-Women” no longer exists. Brazilian women are hired for corporate senior management positions in far greater numbers than in the United States.But what hinders women in the emerging countries to use their full potential?
In the BRIC countries there is less the problem of child care, as in many other countries. Rather the filial responsibility provides an early career stop. The traditional family values does not provide assisted living for seniors. The responsibility to take care of the parents lies only on the daughters. And due to demographic change, this problem will even increase in upcoming years.
Furthermore, discrimination at local and global companies is also in these countries a constant issue. Gender bias still leads to career limitations. Due to the problem of discrimination currently almost half of women in India, China and Brazil (55, 48 and 40 percent) think about leaving their company.
Working weeks of 60 hours plus also ensure that women can not realize their full potential. In a global company highly qualified women work on average 71 hours per week in China and even 73 hours in Russia. Compared to Europe or the United States this means a much longer working week.
And there is a further difficulty is the security in the BRIC countries. On the way to and from work many women run a high security risk. Particularly in India and Brazil the number of women feeling unsafe is over 50 percent.
The book by Sylvia Ann Hewlett and Ripa Rashid describes the need to apply other types of strategies to recruit women in the emerging markets.
To win these women and commit them to the company on long-term basis, the development of programs are necessary, which respond directly to their needs. Female role models have to be created, so women can see that it work despite the occurring problems. Safe working paths can be ensured, for example, by a shared taxi service. Such strategies may help to break the gender barriers and creating new opportunities for women.
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