Bermudian a global advocate for women’s rights

Make text smaller Make text larger

  • Christie Hunter Arscott

    Christie Hunter Arscott

Bermudian Christie Hunter Arscott has become a global leader in the battle for women’s rights.

Former Rhodes scholar Ms Hunter Arscott — who took her master’s degree in women’s studies at prestigious Oxford University — has just penned an article on how to achieve more diversity in boardrooms for the World Economic Forum (WEF), shown in its entirety below.

The 30-year-old former BHS and Saltus pupil, who took her first degree in political science at Ivy League Brown University in Rhode Island, was last year appointed a WEF global shaper in recognition of her work in the field of advancing women, minorities and the millennial generation towards top positions.

She underwent a gruelling application process, including several interviews and proof of commitment and innovation, before being selected by the WEF.

The global shapers work in their own geographical areas — but take part in global cooperation with their counterparts in other countries.

Ms Hunter Arscott, who is now based in Boston and who is the daughter of retired businessman Scott Hunter, said: “What I do is help companies around their people challenges — anything around talent management and my speciality is around issues of diversity, helping companies attract and retain women employees, minorities and different generations, such as millennials.”

After finishing her studies, Ms Hunter Arscott worked for financial services firm Deloitte in both Bermuda and US, consulting in diversity and inclusion services and is now an independent consultant.

Ms Hunter Arscott said that the number of women graduates now outstripped the number of men and women were achieving higher levels of qualifications.

But she added women professionals and others often suffered from a lack of sponsorship and mentoring, as well as a failure to take account of work/life balance, which affects women more as they are still the main homemakers and child carers.

She said: “The problem is there are so many obstacles to rising through the ranks in organisations.

“We no longer have a glass ceiling — it’s more of a leaky pipeline with women dropping off throughout their careers because of obstacles.”

And she said that the search for candidates to fill top posts should be widened “throughout the ranks” to increase the pool of available candidates.


Ms Hunter Arscott’s article for the WEF follows below:

Over the past ten years, I have watched the topic of board diversity pop up in headlines, management journals and policy discussions – and the debate continues: should boards have quotas? Will this approach increase tokenism? Should we diversify the candidates or will it make boards accountable only for who is considered, not who is selected?

Unfortunately, increased public recognition of the issue has not done much to increase diversity – at least, not at the rate desired by leading organisations. A recent Washington Post article highlighted the fact that there are “more male directors named John, Robert, William or James than there are woman board members”. Although I’m familiar with statistics on gender and minority representation, this latest finding confirmed the poignant lack of progress. Why is change advancing at such a glacial pace?

Problems in the pipeline

One of the most common barriers to boardroom diversity is the absence of women and people from minority groups in the executive positions that feed into the top level. Individuals who reach these roles are often perceived to have the experience, credibility and seniority to be an effective board member. A recent McKinsey article, Why Diversity Matters, states:

“Women, accounting for an average of just 16 per cent of the members of executive teams in the United States, 12 per cent in the United Kingdom and 6 per cent in Brazil, remain underrepresented at the top of corporations globally. The UK does comparatively better in racial diversity, albeit at a low level: some 78 per cent of UK companies have senior-leadership teams that fail to reflect the demographic composition of the country’s labour force and population, compared with 91 per cent for Brazil and 97 per cent for the US.”

The harsh reality is that few women and people from minority groups make it to these feeder roles, and efforts to address their absence continue to fall short. These include paying large sums to executive recruiters to reach people outside board members’ immediate networks, and setting mandates for diversity among candidates. This often results in the same small, select group of executive women and minorities being proposed for a wide range (and disproportionate number) of board roles. A band-aid approach of this sort can only perpetrate the slow pace of change.

Several organisations are attempting to increase the percentage of women and minorities in their upper ranks. But, while I do not wish to undermine their development, sponsorship and advancement strategies, the reality is that these efforts take time. Even the best intentions and most efficient plans won’t result in a large number of women and minority-group representatives landing executive roles overnight. The real question is: are we willing to wait?

Don’t put it down to experience

Let’s stop to consider whether the slow pace of change is due to the manner in which researchers, executives and the media have defined the barriers to board diversity. Is the problem actually the low percentage of alternative candidates in executive roles, or is it the fact that we focus our selection process almost exclusively on these roles?

While several factors are taken into consideration when selecting a director – such as geography, market knowledge and industry expertise – there is one common requirement among today’s candidates: experience. In a recent CEO Magazine blog, Deborah DeHaas, vice-chairman and chief inclusion officer for Deloitte LLP, explained that discussions tend to focus on skills and experience. As long as we are bound by this model (which often equates to a reliance on executive “feeder” roles), we will continue to see boards diversifying at a snail’s pace.

The promise of potential

To achieve real diversity, board members and those who hire them must expand beyond experience-based selection criteria. Without a doubt, this call to action is going to raise questions.

First and foremost: isn’t experience one of the primary predictors of future success? Surprisingly, the answer is no. In an article in the 2014 Harvard Business Review, titled “21st-Century Talent Spotting”, Claudio Fernández-Aráoz states: “Having spent 30 years evaluating and tracking executives, and studying the factors in their performance, I now consider potential to be the most important predictor of success at all levels, from junior management to the C-suite and the board.”

How do you measure potential? While there are many different ways, Fernández-Aráoz suggests “mining a candidate’s personal and professional history”, “conducting in-depth interviews or career discussions” and carrying out “thorough reference checks to uncover stories that demonstrate whether the person has (or lacks)” five main qualities: motivation, curiosity, insight, engagement and determination.

Boards are designed to manage risk, and therefore the next question might be: is there heightened risk in appointing an “emerging leader”? The reality of the situation is that when it comes to appointing less experienced candidates, the benefits far outweigh the risks. One advantage is that an emerging leader can challenge “groupthink” and thereby have a transformative impact on the way an organisation operates.

Could reframing our board-selection criteria really allow us to reach the presently unattainable goal of true diversity? With the percentage of women and minorities in the workforce steadily increasing year on year, the answer is yes. As long as we look beyond traditional executive roles, where the representation of these groups is still minor, we can tap into the potential of growing talent pools.

Fernández-Aráoz concludes: “As business becomes more volatile and complex, and the global market for top professionals gets tighter, I am convinced that organizations and their leaders must transition to what I think of as a new era of talent spotting – one in which our evaluations of one another are based not on brawn, brains, experience or competencies, but on potential.”

The case for emerging leaders

So, what will true diversity look like, in practice? My proposal is for boards to be open to the potential of emerging leaders, and to interview professionals regardless of their seniority and experience.

There are benefits associated with this approach, including (but not limited to) improved financial performance, and the money and time that organizations will save if they can avoid fighting over the same pool of candidates.

The less obvious benefits – but ones not to be overlooked – are those associated with opening up board positions to the younger generation, themselves a growing talent and consumer group. Deborah DeHaas argues that boards are also lacking generational diversity, posing “a risk for nearly every business and industry”. With millennials expected to account for 75 per cent of the workforce by 2025, their perspectives in the boardroom could help inform talent strategies and practices, while simultaneously driving marketing and product innovation towards this growing consumer group.

It is worth also considering the potential brand impact of such a decision. If there is anything that would indicate an organization’s commitment to diversity, it’s supplementing their traditional selection criteria with the consideration of “potential”.

As Emerson Csorba, Director of Gen Y Inc, states: “If a Fortune 500 company like BP or Toyota opened an application process for a millennial (or emerging) board member, the amount of media coverage and attention that company would receive across the world would be enormous.”

For true and measurable change to happen at the board level, selection must be based on more than experience and seniority. If we succeed in reframing the selection criteria, we will be expanding our pool of talented candidates – women, minorities and millennials – as well as our potential to shape organizations for growth.

We know diversity matters. We know our current efforts are falling short. I believe emerging-leader board positions could be the answer. The case for change is supported by the benefits to finances, resources, talent pools, consumers and branding. All we need is for a group of trailblazing organizations to make the leap and lead the way.

Author: Christie Hunter Arscott is a consultant, a Rhodes Scholar and a World Economic Forum Global Shaper.

This article was first published on the World Economic Forum’s Agenda website at

You must be registered or signed-in to post comment or to vote.

Published Mar 9, 2015 at 8:00 am (Updated Mar 8, 2015 at 9:00 pm)

Bermudian a global advocate for women’s rights

What you
Need to
1. For a smooth experience with our commenting system we recommend that you use Internet Explorer 10 or higher, Firefox or Chrome Browsers. Additionally please clear both your browser's cache and cookies - How do I clear my cache and cookies?
2. Please respect the use of this community forum and its users.
3. Any poster that insults, threatens or verbally abuses another member, uses defamatory language, or deliberately disrupts discussions will be banned.
4. Users who violate the Terms of Service or any commenting rules will be banned.
5. Please stay on topic. "Trolling" to incite emotional responses and disrupt conversations will be deleted.
6. To understand further what is and isn't allowed and the actions we may take, please read our Terms of Service
7. To report breaches of the Terms of Service use the flag icon

  • Take Our Poll

    • "How much significance should Bermudians place in royal weddings?"
    • High
    • 15%
    • Moderate
    • 30%
    • Indifferent
    • 20%
    • None
    • 35%
    • Total Votes: 1877
    • Poll Archive

    Today's Obituaries