James Delingpole on the British government’s half-baked notion to introduce quotas for female board members in business:
I love women. Women are great. I’ve married one, I’ve personally bred one and I’ve got lots who are my friends. And after years of close observation, here’s what I’ve concluded: chicks are definitely the superior species. They’re more intuitive, more versatile, more articulate, more competent. Plus, of course, they have breasts.
Given that all this is so, I really don’t understand why David Cameron feels he needs to impose quota systems on boardrooms. Not for the reasons he gives anyway. I could understand it if he said: “Look, I have no shame, no principles, no moral or ideological core in my blubbery, spineless, Heathite body. My Coalition government is run by Lib Dems, a marketing man and focus groups. And what they all tell me is: “Suck up to the female demographic.” So that’s why I’m saying this crap.”
But that’s not what Cameron has said in Stockholm. He’s actually trying to claim that he’s doing it for the good of British business.
Government figures suggested that Britain’s slow progress was costing the economy more than £40 billion in lost potential each year, roughly equal to the defence budget.
Yeah right. I’m sure there are also “government figures” which suggest that green technologies will create millions of new jobs; “government figures” which suggest wind farms are a vital part of Britain’s energy package; “government figures” which suggest that a 50 per cent upper band tax rate is really healthy business.
Doesn’t make it so, though does it?
Update: Megan Moore says that the tokenism on display in Cameron’s comments “represents the ultimate triumph of style over substance”:
The first and most obvious objection to boardroom quotas is that they don’t actually work. A 2010 study by Amy Dittmar and Kenneth Ahern of the Ross Business School, University of Michigan, found that in Norway, a 10 percent increase in female board members in a company — enforced through a quota introduced in 2003 — caused the value of the company to drop. After all, if quality is no longer the sole criterion for choosing board members, it is highly likely the quality of the board will suffer.
You’d just as easily make a case for boards being required to match the ethnic, racial, religious, and sexual profile of the country: “Oh, sorry, due to the quotas we can’t invite you to join the board unless you’re Irish or Sikh and are either handicapped or left-handed. Bonus points if you’re transgendered.” Rather than emphasizing the needs of the organization — hiring someone who brings skills, talents, or connections that the organization can benefit from — this kind of social engineering only values people for their plumbing or their skin colour, or their sexual lifestyle.
