In today’s competitive business environment, learning and development have become critical components for organisational success. Jack Campbell, host of the HR Leader Podcast, recently sat down with Megan Dalla-Camina, founder and CEO of Women Rising, to discuss this vital topic. With her extensive experience and expertise, Megan shed light on the current trends and challenges in learning and development, particularly in supporting women’s career growth.
INVESTMENT IN LEARNING AND DEVELOPMENT
Megan began by highlighting the increasing reliance on training and development due to talent shortages. “We see significant growth and investment in our programs for women and male allies,” she noted. However, she also pointed out a concerning trend: when organisations face financial constraints, learning and development budgets are often the first to be cut.
This short-term thinking can have detrimental consequences. Megan referenced the Women Rising Voice of Women at Work report, revealing that 74% of women consider leaving their organisations if their career development isn’t supported. Yet, only 40% of women reported receiving such investment in the last 18 months. “There’s a significant attrition risk for organisations if they don’t prioritise development,” Megan emphasised.
THE LONG-TERM PERSPECTIVE
Megan stressed the importance of taking a mid-to-long-term view on investment in people. Reflecting on her 18 years in corporate roles, she explained how focusing solely on immediate financial goals can overlook the long-term impacts of neglecting employee development. “We need to support development even when times are tough or budgets are pressing,” she urged.
For organisations grappling with financial constraints, Megan suggested cost-effective alternatives such as internal wellbeing programs, leadership development roundtables, and lunch-and-learn sessions. These initiatives can foster growth without significant monetary investment.
THE ROLE OF MENTORSHIP
Mentorship emerged as a crucial element in Megan and Jack’s discussion. While many organisations leverage mentorship, there’s a significant gap in access to mentors and sponsors for women. Megan shared that over half of the women in their programs reported lacking the necessary mentors, and 65% didn’t understand or have sponsors.
Effective mentorship requires intentionality and specificity. Megan recommended starting with small, specific asks to build relationships. “Could I have 15 minutes of your time to ask two questions?” she suggested as an initial approach. This low-risk strategy can pave the way for more substantial mentoring relationships.
SPONSORSHIP: A GAME CHANGER
Sponsorship, distinct from mentorship, involves advocacy and influence. Megan highlighted the importance of sponsors—people in positions of power who can advocate for women, get them on hiring slates, and provide access to special projects. “When women have high-level sponsors, particularly male sponsors, the impact on their careers is significant,” she explained.
To cultivate sponsor relationships, Megan advised women to identify current and potential sponsors and ensure they understand their career goals. “Sponsors need to see the value in advocating for you,” she noted.
ENGAGING MALE ALLIES
A significant part of Megan’s work involves engaging male allies. She emphasised that supporting women’s career growth isn’t solely a women’s issue; it requires active participation from men in the organisation. “Most men come in thinking they’re allies, but they quickly realise they need to be activated to allyship,” she said. This involves more than just passive support—it requires training, coaching, and a commitment to advocating for gender equality.
Megan elaborated on the importance of creating structured programs to engage male allies. Women Rising has seen great success with their eight-week program designed to educate and empower men to become true allies. “We’ve had 250 men complete our last round, and the transformation has been remarkable. They come in as good guys, but they leave as active allies,” she explained.
The program focuses on several key areas:
- Awareness and Education: Men are taught about the unique challenges women face in the workplace, including unconscious bias and structural barriers. This foundational knowledge is crucial for understanding why allyship is necessary.
- Skill Building: Participants learn practical skills for advocating for their female colleagues. This includes strategies for interrupting bias, amplifying women’s voices in meetings, and ensuring women have access to high-visibility projects and leadership opportunities.
- Accountability: The program includes mechanisms for accountability, encouraging men to track their progress and set specific, measurable goals for their allyship efforts. This ensures that the commitment to allyship is ongoing and impactful.
- Reverse Mentoring: Megan highlighted the value of reverse mentoring, where senior men are mentored by junior women. This not only provides men with insights into the experiences of women in their organisation but also helps women build important connections with influential leaders.
The Women Rising approach to engaging male allies has been transformative for many organisations. “We’ve seen significant shifts in organisational culture where male allyship is actively promoted and supported,” she said. This comprehensive approach ensures that men are not just passive supporters but active participants in creating a more equitable workplace.
BUILDING THE NEXT GENERATION OF WOMEN LEADERS
Megan’s passion for supporting women’s leadership was evident throughout the conversation. She emphasised the need for organisations to invest in women’s authentic leadership skills, confidence, and personal branding. Addressing the alarming statistic that only 8% of women feel they are thriving at work, Megan called for a holistic approach to ensure women not only advance but thrive in leadership roles.
Megan Dalla-Camina’s insights on learning and development underscore the critical need for organisations to invest in their employees’ growth. By focusing on development as a key retention strategy, organisations can create a supportive environment where women—and all employees—can thrive. As Megan aptly put it, “We have a lot of work to do, but with intentionality and commitment, we can drive meaningful change in the workplace.”