Читать книгу Winning the War for Talent in Emerging Markets - Sylvia Ann Hewlett - Страница 14

The rich reservoir of loyalty and commitment among educated women in the BRIC countries and the UAE, however, cannot be taken for granted. Rather, the data need to be considered within the context of their high levels of ambition and aspiration. To fully realize the enormous potential of female talent in these countries, employers need to go the extra mile.

What can organizations do to keep these women stimulated, motivated, and committed? “I'm interested in having a very challenging position. That's something I'm always looking for,” says Natasha, a senior executive in Russia. (Some names and affiliations have been changed. When only first names are used, they are pseudonyms.) Parvati, an Indian management consultant for an international company, is unambiguous about what she seeks from her work and employer: “I want the ability to solve interesting problems that are constantly different in scope and scale, problems that don't have a clearcut solution, so you have the intellectual freedom to figure things out.” In short, employers must provide women with access to a meaningful range of opportunities to grow, develop, and advance.

The value proposition offered by educated women in emerging markets to employers is, in a word, compelling. In return for intellectually challenging work, good colleagues, respect and recognition, and competitive compensation—the mainstays highly qualified Western women want to underpin their careers—ambitious BRIC and UAE women respond with uncommon levels of hard work, loyalty, and commitment.

But there's a significant caveat intrinsic to this optimistic portrayal of women in emerging markets: as noted earlier, BRIC and UAE women are neither clones of their Western counterparts nor Western wannabes. To fully realize the potential of this rich reservoir of female talent, multinational employers must provide ways to break down barriers raised by culture and tradition.