Inside Asian Gaming

IAG JAPAN MAR 2019 76 IN FOCUS BB: What have been the specific barriers women have traditionally faced when it comes to progressing through to leadership positions? HG: There are numerous barriers that arise in many different forms to stall women’s career progression. Research tells us males get promoted on potential, whereas women are promoted on past performance. Now women often suffer from the “stolen idea” whereby their idea or solution to a company issue is often credited to male colleagues. What this means is not only are men and women being measured in different ways to get to leadership positions, women are being unfairly biased by having a measure incorrectly calculated. Another barrier is understanding the language used in the recruitment process and how it can influence applicants. Research has demonstrated this in an example of changing “manage a team of x” to “develop a team of x”. By changing one word the number of female applicants increased. Women often lack confidence in their own abilities and require support to apply for roles. This is where mentors and sponsors can assist to overcome this barrier. In fact, Women in Gaming has recently offered three formal mentoring program placements to our members via an expression of interest process. We were inundated with applicants who understand that formal mentoring has been proven to increase the advancement of women. BB: Do you see any similar efforts supporting women being made across Asia? HG: I do see the natural expansion of Women in Gaming Australasia to the northern hemisphere to fully accommodate the Asia region. There will, of course, be different systemic gender barriers in each country attributed to cultural differences. Extending the initiative into Asia is relevant due to the cross movement of human capital in the region, particularly on the supplier side of the gaming industry. As an accountant I can also say that Women in Gaming as an industry body is an effective use of scarce resources. It allows companies to pool their money together into Women in Gaming and allows us to create suitable resources for this industry. For example, we are creating a gender action plan that can be adopted at a department or organizational level. This allows organizations to utilize their energy in taking action, rather than determining what to do. Our focus is currently Australia and New Zealand, but further corporate partner funding will set our future geographic path. BB: What benefits have you observed for organizations that truly embrace diversification as part of the company culture? HG: The benefits of diverse inclusive companies have been proven through numerous studies. They are improved decision making, increased productivity and higher levels of innovation which all lead to better financial performance. Diverse and inclusive companies have higher staff retention and find it is easier to attract staff. This gives them a competitive advantage of a wider talent pool. Acknowledging the diversity advantage is a fundamental of good business. BB: It’s International Women’s Day on 8 March. What initiatives can we expect and what can people do to contribute? HG: International Women’s Day (IWD) is a global celebration of the social, economic, cultural and political achievements of women. It’s also a day to identify actions that every person can take to help drive better outcomes for women. We’ve put together an IWD toolkit, which is available on our website to download which features 10 activities that individuals and organizations can do to celebrate. However you choose to celebrate, make sure you engage all of your employees to join in the celebration! “Women often lack confidence in their own abilities and require support to apply for roles. This is where mentors and sponsors can assist to overcome this barrier.” 「女性はしばしば自らの能力に対する自信が不足しており、役割に応募するための支援を必要として います。この障壁を克服するためにメンターやスポンサーが支援できる分野がここになります」