The association activities are focused on five different areas of work that according to studies and to the experience of members appear to be the most important for the growth of women’s leadership. Initiatives in each area are organized by a working group composed of individuals from member companies expert on the topic and are dedicated to the employees of the companies themselves.
In the corporate world, mentoring consist of a series of one-to-one meetings between senior managers and colleagues who have already gone through the experiences that mentees are facing and where they play the role of advisers by offering the mentee listening, understanding and support. The mentor then becomes a possible role model. In the development of women’s leadership, the mentoring relationship is enriched with additional content related to the peculiarities of the female career path, characterized by different challenges than those of men’s path. Valore D supports mentoring activities within individual member companies by encouraging the sharing of best practises and promotes a mentoring program across member companies – DPlus – to provide women managers a support in their career development and guidance in company complexity.
The complexity, uncertainty and rapidity to change are elements that characterize the modern economy and the world of business. These elements require leadership skills increasingly more articulate and sophisticated, able to drive innovation and change.
Valore D sustains the growth of women in management position through training that acts on soft and technical skills of women and on the culture and organization of the company.Objective of training for managers: developing leadership, negotiating and influential skills; explore different ways of acting leadership consistent with context and individual characteristics; understand the importance of networking to achieve business results and professional goals. Objective of training for companies: promoting cultural change; developing communication gender-free models; identify gender bias implicit in the assessment processes and define possible solutions to limit the impact
Having models as reference and learning for emulation is very important for leadership development and to identify one’s own management style, but “female role models” are still extremely rare and it is hard for women to fit and identify themselves with male styles. Furthermore, the models belonging to a different field than that of their own can be barely visible and may not be perceived as significant. Through the initiatives of Role Model we give visibility to successful women leadership models from different backgrounds. The objective is to support women in the identification of goals and tools to compete successfully in organizations and encouraging the sharing of best practices in different areas of business. We achieve this through focused interviews in which the different paths are explored by analysing the success factors, barriers, behaviours and choices that have determined the carrier course.
The support for the leadership of women in managerial roles cannot be separated from the promotion of female talent in all contexts. The growth of women in the economic world is sustainable only if it is accompanied by a parallel evolution of their role in the whole society. In order to accomplish this, it is necessary to break down they stereotypes and prejudices that are still widely held, through concrete and targeted actions that will replace the patterns of outmoded thought with a new vision of the role of women in society. To bring out ideas, suggestions and best practice of innovative cultural models, Valore D organizes meetings for reflection and debate on issues related to the valorisation of female talent in various areas of society and research initiatives to develop and promote a sustainable leadership model that integrates both male and female components, blending the characteristics of the two genres.
It is extensively demonstrated that the spread of flexibility instruments creates the conditions for the development of diversity and the growth of female talent toward leadership positions. A research conducted by Valore D and McKinsey & Company revealed that in European countries where the percentage is higher for employees who benefit from flexibility instruments (36%) there is also a much greater percentage of women on Boards of Directors (17%); a statistic three times greater than the Italian one, where only 10% of workers adheres to flexibility programs. The effectiveness of the Work-Life Balance instruments is however more effective when used by both men and women. For this reason we promote a model of innovative work, not based on control but rather on the assessment of objectives, which meets the needs of all employees, both men and women. In comparison with the national average, many of the companies associated with Valore D are well positioned in terms of diffusion of the flexibility instruments and they offer a considerably wider range of services. One of the objectives of the working group is sharing the best practices, promoting networking and exchange of information, thus leading to the development of services on a wider scale or with a more efficient use.