Dr. Fabi Carino is a seasoned HR leader with over 20 years of experience in Talent Development and Human Resources. She currently serves as Country HR Director for a leading multinational healthcare organization and is an adjunct professor at the Asian Institute of Management. A recognized thought leader in HR and wellness, she holds an honorary doctorate in Human Resources and certifications including CLDP, CPHR, and CCBP. Dr. Carino has received multiple awards for her contributions to the field.

She has received numerous accolades, including Asia’s Most Innovative Learning and Development Leader, recognized as one of the Top HR ICON PH Influencers for 2024 and Top Talent Development Leader, among others. She is the esteemed founder of Mind your Mind Resources, an initiative focused on wellness and coaching.

In a recent conversation with The Global Woman Leader Magazine, Dr. Fabi speaks about the rise of female leaders and social media playing a crucial role for the same. Mentioning about valuable tool like Cross-gender mentoring, she emphasised Talent management metrics and gender equality issues as well. Additionally, she also made a mention about Authentic leadership with regards to female leadership.

Read out the article below to know more.

Given the evolving dynamics of the workplace, how do you perceive the current landscape for women in leadership roles across various sectors? What key trends are influencing this shift?

Bringing improved gender balance into leadership has proven to facilitate business performance, most visibly in the field of financial growth. These rising trends of diversity and inclusion create an opening for women, which is beneficial for organizations as well.

Another key factor in female leaders making their mark is social media, which informs the rise of such leaders in visibility as ambassadors of leadership. This increased visibility is critical for global recognition of women in leadership positions, even in seemingly more conservative societies. Moreover, there are few senior management roles for women at the minute, although this number is slowly but surely increasing. On the contrary, many workplaces are still suffering from unconscious gender biases, which harm women's career paths. They influence hiring, performance reviews, and promotions, with men typically on faster promotion paths than women. Not only do women have to prove that they can do the job, but they also must prove that they can be liked doing the job — something that men are seldom asked to do. A man can be viewed as confident to take the stage while a woman with similar attributes can be seen as aggressive.

This bias limit advancement opportunities, as women are frequently scrutinized more than men and must constantly prove themselves. The cultural dynamics within organizations and societal expectations add to these challenges, particularly in sectors where women are still underrepresented at the top. Flexible work arrangements and skills-based hiring are helping shift these dynamics, but organizational mentorship and sponsorship programs are still lacking in many companies. These programs are critical in providing women with senior mentors and sponsors who can guide them toward leadership roles. Addressing these gaps could further support women's career advancement and contribute to more balanced leadership.

How can organizations leverage mentorship and sponsorship programs to not only empower women but also to change the perception of leadership styles traditionally associated with men?

In my previous roles, we emphasized initiatives that actively identified and supported women leaders by pairing them with sponsors who would advocate for their growth. We set clear goals for sponsors to publicly highlight the achievements of these women, showcasing their contributions and reputation in their fields to inspire others. Our strategy linked sponsorship with promotion opportunities. For instance, by identifying a top percentage of potential women leaders in a global company, we could assign them critical projects that not only helped them advance but also provided a measurable ROI for the organization. This approach promoted a balanced leadership pool across genders, also embracing diversity and inclusion with the LGBTQ community in mind.

Cross-gender mentoring was another valuable tool, pairing male leaders with high-potential women to dismantle traditional masculine leadership stereotypes and foster a culture where women could thrive. Educating male mentors to understand the unique challenges faced by women leaders and supporting their growth was key to removing barriers that often hinder their promotion.We also focused on nurturing young talent by building a pool of high-potential women who could rotate across various departments over a two- to three-year period. This exposure to roles in finance, HR, operations, and more equipped them with skills that would prepare them for leadership positions.

Creating a culture where women’s voices are heard regularly, beyond special occasions like Women’s Day, was essential. Simple initiatives to encourage women to share their perspectives on challenges and suggestions fostered a more inclusive environment, where they were respected and considered equals within the organization.Additionally, equal assessment opportunities that focus on skills rather than likability reduced biases. Leadership development programs aligned with organizational competencies ensured that mentoring goals supported both male and female leaders. Succession planning initiatives integrated into the system provided a roadmap for high-potential individuals, setting clear goals and timelines for their growth. Finally, we rewarded both mentors and mentees to acknowledge their time and commitment to these initiatives. This investment of resources created a well-rounded, diverse leadership pipeline aligned with the organization’s goals.

How can organizations ensure that their initiatives to promote women in leadership also address the intersectionality of race, ethnicity, and other factors? What measures can be taken to ensure inclusivity within these initiatives?

It starts with recruitment, focusing on skills rather than gender. Companies should analyse representation data for new hires, considering factors like race, ethnicity, age, LGBTQ, and gender. Regular data collection—monthly, quarterly, and yearly—can track changes in diversity over time.Organizations should set specific representation goals, particularly for women in leadership. While a 50-50 gender balance is ideal, current averages are often around 20%. In my experience, women leaders are underrepresented in many meetings.

Unconscious bias training is essential to address gender equality issues. Policies crafted by women can also help ensure better representation and protection for female employees.Regular feedback from diverse employees will make diversity initiatives more effective, providing a clear baseline to identify improvements and necessary changes.Finally, investment in leadership development is crucial. Leadership programs should have tailored curricula—for new hires, established leaders, and women—clearly defined and consistently supported.

What metrics or benchmarks do you believe organizations should adopt to evaluate the effectiveness of their strategies aimed at increasing the representation of women in leadership? How can these insights drive continuous improvement?

To support women’s leadership, organizations should implement comprehensive metrics across various stages of employment, starting with recruitment metrics. This includes tracking the percentage of women in candidate pools for leadership roles and those ultimately hired. Pay equity metrics are crucial, ensuring women’s pay aligns with male counterparts at the same level, including bonuses and equity compensation. Talent management metrics should also be in place, monitoring promotion rates and retention of women to identify trends and potential reasons for high turnover rates. Culture and inclusion metrics, like employee engagement and inclusion index scores for women leaders, are equally essential to assess and improve workplace culture. Business impact metrics should measure the financial performance of units led by women to highlight the value they bring, along with innovation metrics that track contributions and ideas from women. Customer satisfaction metrics can also provide insight into their impact on client experience.

Continuous improvement is key. Clear targets must be set, with regular reports and dashboards tracking progress and accountability assigned to oversee diversity goals and performance evaluations. Root cause analysis is essential to understand barriers preventing women’s advancement. Benchmarking within industry standards ensures relevant comparisons, and organizations should consistently seek feedback from women leaders on the effectiveness of initiatives. Efforts to support women’s leadership should not be treated as a one-time initiative but rather integrated into organizational culture, with data driving purposeful improvements. Recognizing and rewarding achievements and openly discussing challenges are vital to creating an environment that values and highlights women’s contributions, fostering a collective commitment to advancing women’s leadership.

What qualities must women leaders cultivate to navigate and thrive in an ever-changing business environment? How can organizations support the development of these qualities in aspiring female leaders?

Authentic leadership starts with aligning values and leading with purpose. Women leaders should embody grit and tenacity, persisting through challenges and sceptics without giving up. It's essential to cultivate confidence, advocate for oneself, and demonstrate self-assurance. Women should also prioritize design and critical thinking, ensuring decisions are made thoughtfully with an understanding of broader impacts. Leveraging technology, especially AI, can help women focus on strategic work, eliminating mundane tasks.

Another essential trait is empathetic leadership, through true relationships and authentic connection. Although softskills are essential but the acceptance in technology and the tenacity would do wonders. While skills can be taught, resilience needs to be earned through experience and dealing with inherently less straightforward challenges. Organizations should encourage these attributes through leadership programs, mentorship and across a variety of projects. Inclusive policies that ensure hiring, promotion, and acknowledgment for women. Having those policies is not enough; organizations must also provide tangible support for women such as solo parent leave, mental health days, and workplace nurseries. These structures not only aid female leaders but likewise all females, and a safe area for all of us.