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PurposeReviews and reflects on how well European businesses are doing with regard to diversity, specifically with regard to reporting on diversity.Design/methodology/approachReviews diversity and diversity reporting in several large European companies.FindingsDiversity reporting is still in its infancy. The growing public pressure for diversity reporting seems likely to continue, though at present there are few mandatory requirements. Pressure from shareholders, fund managers or pressure groups may help. Another less expected pressure point may come from a younger generation of workers who have higher expectations than their predecessors. The biggest change will occur when companies seize the business case for diversity.Originality/valueProvides a snapshot of current diversity reporting in European companies.

Summarizes the findings of a 1993 report by Ashridge Management
Group on women on the boards of the top 200 companies in Britain.
Compares the results with a similar survey done in 1989. Finds that,
although the number of women directors has doubled since 1989, they
still represent only 4 per cent of all directorship appointments in the
200 companies surveyed, despite more women being recruited. More women
are becoming non‐executive directors but the old‐boy network is still
very much in operation. Discusses the issues which seem to account for
the slow progress in women′s career ladders. Suggests an action list to
enable companies to offer opportunities to women to gain skills and
experience necessary to become directors.

A survey 'Women on the Board of Britain's Top 200 Companies' published by Ashridge Management Research Group, 1993.

Much has been written about equal opportunity issues but little has been published about how organisations might provide more structure and support to ensure women's progress to the most senior business levels. This book looks at the career experiences of a group of women managers and consider what helps, and what still hinders their progress.

Purpose
The purpose of this paper is to explore the findings from empirical research conducted with women managers about their careers and to propose a template or blueprint for how individuals and organisations might create a better career environment for women.


Design/methodology/approach
This paper draws on a research study that included interviews with 20 senior women managers from a range of sectors and countries and a self-completion survey questionnaire completed by 1,402 women.


Findings
The paper illustrates the difficulties that women continue to face in the workplace and how terms such as leadership, management and team leader may be gender biased. There is a need for employers and for individuals to consider a variety of different approaches to help create a more positive career environment for women.


Research limitations/implications
The findings have implications for career development structures and talent management processes within organisations. They also would be useful for professional associations.


Practical implications
The template proposed offers a useful guide to help organisations reflect on possible gender bias in career development structures.


Originality/value
This paper adds to the understanding of the issues that women managers face and highlight the practical changes employers could make to help address these issues.

About the authors -- Publisher's acknowledgements -- Authors' acknowledgements -- Introduction -- How to use this book -- Team coaching essentials -- Your role -- Developing your skills -- Coaching your team -- Understanding your team -- Mapping your team -- Getting started -- Achieving game-changing results -- Focus on outcomes -- Purpose, goals and roles -- Managing performance -- Collaborating with others -- Working with change -- Review: focus on outcomes -- Focus on people -- Building engagement -- Resilience proofing your team -- Developing trust -- Developing team potential -- Review: focus on people -- Focus on communication -- Positive conversations -- Holding great meetings -- Virtual and cross-cultural teams -- Creating your communication plan -- Review: focus on communication -- Pulling it all together : a compact guide for everyday coaching -- Common team challenges -- Frequently asked questions (faqs) -- Getting support and developing your skills -- Conclusion: achieving game-changing results -- Notes -- Recommended resources -- Index