A new report shows that structured talent management programs may help increase the number of women in upper management positions.

First, the good news: Women have achieved near parity with men in education and employment in the world's industrialized nations. In the U.S., for instance, women constitute more than half of all employees, are graduating from high schools and colleges at a higher rate than men, and are making their way into many of the country's most prestigious professions.

But a recent study by talent management firm Development Dimensions International (DDI) finds that while more than one-third of managers are women, more than 70 percent of the top 1,500 U.S. firms have no women on their senior leadership teams—and the number of women declines even smaller as the leadership level increases.

The DDI study concludes that a significant block to advancement is a lack of access to developmental experiences that prepare employees for higher management levels. It recommends clearly defining talent management programs based on objective processes and implementing metrics to verify their effect on women's advancement. Specific elements include:

Formal Succession Planning to identify high-potential individuals and accelerate their development. Objective criteria for potential and readiness for promotion can help eliminate unconscious gender biases.

Objective Performance Measurements to overcome the well-documented need for women to perform significantly better than their male counterparts to be perceived as equally competent. These tools help determine recognition, rewards and advancement without gender bias.

Developmental Programs to assure that high-potential women have equal access to accelerated development experiences so that they are equally qualified for promotions that arise.

Mentoring, whether formal or informal. The study indicates that men more often have access to mentors within the organization.

International Experience, which is a common stepping-stone to upper management, but is often denied to women on the assumption that they don't want or won't take these assignments, or won't perform as well as men.

Equal and Enhanced Transition Support for both men and women to ease the way into the broader responsibilities of upper management.

Family-Friendly HR Initiatives to make the work environment better for both women and men who seek work-life balance.

The bottom line? Increasing the talent pool for upper management positions by creating objective and comprehensive talent management programs helps women—and the whole organization.

To view or download the complete report, click here.

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