Ann Hopkins was an accomplished college professor, mathematical physicist, and systems management consultant working at Hollins College, IBM, NASA and the accounting firm of Touch Ross. In August of 1978 Hopkins began working for Price Waterhouse (PW), another national accounting firm as a manager in the Management Advisory Services. PW specialized in auditing, tax and management consulting with offices worldwide.
The partnership ranks included 662 partners in the United States and approximately 2600 partners worldwide. The partners were elected by the senior partner and a policy board hrough a formal, annual nomination and review process, which was followed by a partnership-wide vote. Once partnership was attained, it was in essence a lifetime appointment with very few exceptions. Nominated for partner in August of 1982, Hopkins was rejected and eventually told she would never make partner at PW.
Her fellow partnership class consisted of 87 other candidates of which Hopkins was the only woman. Of the nominated class, 47 were offered partnership, 21 were rejected and 20, including Hopkins, were placed on “Hold. ” Hopkins was later told that it was unlikely she would ever be selected as a partner. She subsequently uit PW and filed suite against the partnership alleging gender based discrimination. During her employment with Price Waterhouse Hopkins proved herself a capable, dedicated employee.
She generated more billable hours than any other candidate in her partnership class. She also had a record of securing major contracts that far exceeded those of her contemporaries. When Hopkins investigated the reasoning for her “hold” status she was told that much of the decision was based on her interpersonal skills, or lack there of, when working with co-workers and clients. One partner criticized Hopkins for acting too “macho” while another claimed that she overcompensated for being a woman.
Yet another partner suggested that Hopkins “take a course at charm school,” and the firm’s Policy Board, after informing Hopkins of her rejection, recommended that she “walk, talk, dress and appear more feminine. ” There were other comments made from many of the people Hopkins had worked with during her time at PW. Many of these were concerned with her lack of staff management skills. Over all, Hopkins reviews were mixed. She demonstrated excellent drive and task accomplishment, but had the tendency to push her staff too hard and didn’t show the tact expected of a partner.
