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Women in developing countries face unique challenges. This presents a major problem for

multinational companies whose growth are depended on emerging markets in developing

countries.Where, despite the huge labour forces available in developing (or BRIC) countries, but still

lack in best educated and prepared managers in the market, which increasingly means women.

To meet the talent shortage in emerging markets, multinationals often send managers overseas(not a sustainable solution) or compete with local companies. They need to develop the best-

educated and best-prepared managers in those markets.

But in developing countries women are mostly educated and also ambitious most percentage of

women are enrolled into education, and also good commitment over t heir work, they are willing to

go the extra mile for their company. The motivation factors like job security and compensation will

certainly improve their commitment.

Problems

Unfortunately, female talent is underleveraged in emerging markets. Part o the reason is that family-

related pushes conspire to forces women to either settle for dead end jobs or leave the work force.

In most of the developing countries woman faces many disadvantage likes,

Low status of women. Women are regularly denied equal; opportunity, equal compensation and

recognition. Family and community based restrictions. The low representation of women in

managerial position persists despite educational advancements.

Next main reason is traditional female roles

Women in emerging markets also often face fewer support systems from government and

employers, such as healthcare and maternity leave. Societal norms also have prevented the

development of private support services6. For example, it is often assumed that childcare will be

managed by the mother or her immediate family. As a result, daycares centres usually are lesscommonly available, and may not exist at different price points.

Similarly, society often pressures or restricts women from pursuing education in particular fields or

employment in certain industries. This is illustrated by the fact that in emerging and developing

markets, womens employment is highly concentrated in the agriculture and service sectors. Globally

46 percent and 35 percent of women are employed in the service and agricultural sectors.

Conversely, only 18 percent of women are employed in industry.

Lack of government regulation

Some emerging-economy governments have established legal regulations to protect women in the

workforce that are comparable to those present in developed nations. The regulatory framework

may include provisions for equal pay for equal work, non-discrimination, maternity leave,punishment for sexual harassment, and childcare subsidies or provision. The first challenge is that

these laws may be tied to specific contexts or industries. For example, childcare provision laws in

India are explicitly tied to the size of the organization (e.g. more than 500 workers) in order to target

labour-intensive industries where female workers dominate, such as garment manufacturing and call

centres. This leaves women who work for smaller offices or companies without legal protection,

even though they may share the same needs for assistance.

Safety Concerns. While safety is an issue that affects women globally, women in emerging markets

often face a higher risk of violence. For example, a World Health Organization study in Bangladesh,

Brazil, Ethiopia, Japan, Peru, Namibia, Samoa, Serbia and Montenegro, Thailand, and the United

Republic of Tanzania, found that between 15 percent and 71 percent of female respondentsreported physical or sexual violence by a husband or partner8. Compounding this problem are the

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facts that formal counselling systems or adequate grievance mechanisms may be limited. Within this

context, harassment within the workplace is a risk that should be examined, especially for women in

lower-wage positions.

How to attract and keep talented women

The opportunity has never been greater for multinationals to attract and retain top talent in

emerging economies. For some its an imperative. Forward-thinking companies can do several

things to maximize the opportunity.

Find talent early. With so many women earning advanced degrees throughout the developing

world, the best place to start looking for talent is the universities. Smart companies adopt a

creative and targeted approach, differentiating their brand as employers of choice for talented

women.

Industry example: The Google India Women in Engineering Award was launched to celebrate

women pursuing engineering and computer sciences careers in college or graduate school.

Help them build networks. Networking and relationship building, essential to strengthening

engagement and commitment, help women develop the ties, visibility, and organizational know-

how essential to professional success. Smart companies are using networks to help women gain

visibility as well as achieve their business goals.

Industry Example: General Electric is piloting a talent-spotting and mentoring program in theUAE. Its goal is to help women connect with one another across levels and functions in the

company, recognizing how critical relationships are to career success. Participants are sorted

into pods of 10 to 12 members each and assigned a coach, typically a rising female star on the

verge of becoming a leader; they determine their own agendas.

Similarly, Women at Intel Network (WIN) in China, host monthly meetings whereby visiting senior

women offer key advice to their Chinese counterparts. For instance, a session on leadership

skills and career development in challenging times encouraged women to take on stretch

assignments or cross-train with coworkers.

Give them international exposure. Women are more likely to break through the glass ceiling in

multinational companies that make sure they are posted overseas for short periods. However, in

emerging markets these assignments work best when companies can provide flexibility and

support to lighten the burden on spouses and families.

Industry Example: The German pharmaceutical giant Boehringer Ingelheim has a short-term

assignment program that enables less-mobile employees to gain international exposure. Its

assignments offered around the globe last three to six months and provide development

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opportunities for high-potential directors and managers. Boehringer Ingelheim supplies housing

and transportation in the host country, along with support for family members, including child-

care, elder care, paid monthly visits for spouses, or opportunities for family members to come

along for the entire stay.

Build communities outside the company. Maximizing opportunities within the company produces

great results for professional women, but its also important to help them build ties to their clients,

customers, and communities in emerging markets. These external networks serve two purposes:

One is to establish a broader support system for women. The other is to strengthen the

relationships that help them achieve business results.

References

1,http://xageconsulting.com/index.php/2011/01/how-to-attract-and-keep-talented-women-jan-

2011/2,

http://www.bsr.org/reports/BSR_Women_and_Sustainability_Employing_Women_Responsibly.pdf

http://xageconsulting.com/index.php/2011/01/how-to-attract-and-keep-talented-women-jan-2011/http://xageconsulting.com/index.php/2011/01/how-to-attract-and-keep-talented-women-jan-2011/http://xageconsulting.com/index.php/2011/01/how-to-attract-and-keep-talented-women-jan-2011/http://xageconsulting.com/index.php/2011/01/how-to-attract-and-keep-talented-women-jan-2011/http://www.bsr.org/reports/BSR_Women_and_Sustainability_Employing_Women_Responsibly.pdfhttp://www.bsr.org/reports/BSR_Women_and_Sustainability_Employing_Women_Responsibly.pdfhttp://www.bsr.org/reports/BSR_Women_and_Sustainability_Employing_Women_Responsibly.pdfhttp://xageconsulting.com/index.php/2011/01/how-to-attract-and-keep-talented-women-jan-2011/http://xageconsulting.com/index.php/2011/01/how-to-attract-and-keep-talented-women-jan-2011/