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Sat, Jun 06, 2009
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Few women in finance make it to the top
by Koh Hui Theng

WOMEN are better communicators and are better than men when it comes to paying attention to details.

However, these qualities are not enough to help them get ahead and they are unlikely to occupy top management positions here, a survey by the Association of Chartered Certified Accountants (ACCA) and human-resource consultant Robert Half showed.

The survey, whose results were released recently, was the first detailed study of its kind and polled over 720 female accountants and finance professionals in March. Respondents ranged in age from under 35 to over 46.

Traditionally, the accounting and finance profession is dominated by women. Over 4,000 ACCA members here, or about seven in 10, are women.

Robert Half managing director Tim Hird told my paper: “Companies which are more in tune with their female employees would be better able to attract and retain their talent in today’s challenging  environment.”

ACCA Singapore’s country head, Ms Penelope Phoon-Cohen, said: “Females may not have the technical competence but we’re equipped with softer skills that also contribute to our leadership aspects.”

Women polled in the survey said that when it comes to focusing on details, women had the upper hand. Four in five women shared the sentiment, according to the survey.

However, only one in four respondents felt they would command a senior role in the organisation.

A typical comment was that “such (top) positions are usually given to men”.

Another reason for women’s limited career advancement: a desire for greater work-life balance.

One in two polled said they would leave for another position that offered an improved work-life balance, even if that meant less pay.

KPMG audit partner Yvonne Chiu, who has over 10 years’ experience, said: “Personally, I feel the glass ceiling shouldn’t exist as women have what it takes to be leaders in their chosen fields.”


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readers' comments
The selection of people to promote is varied and a very complicated process which has too many variables within it. As such, I think implementing new rules(I gather this is the hopes of the author from writing this article) which attempt to control SOME of these variables is going to be ineffective in helping the overall cause.

Margaret Thatcher and Hillary Clinton - Compare how they changed their public image to a more masculine role(lower voice as compared to before their political status) to sync with their power.

The question is : Are you flexible enough to recognise such 'biaseness' in human nature and play it to your advantage, assuming you really want the promotion.
Posted by nicholastanqinghong on Sun, 31 May 2009 at 20:21 PM

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