The social and business value of gender diversity are by now widely known. But how are businesses taking it on?
Gender diversity strategies typically focus on the recruitment, retention and development of talent. Aligning the diversity and recruitment strategies of a business is therefore crucial, and in working towards this, there is much groundwork that a business can and should do to understand its current diversity landscape. These include:
- Looking at the gender diversity of the business as a whole, and across teams and levels of the business (which also provides an important baseline).
- Analysing data such as talent movement (retention, recruitment and promotions), the gender pay gap, and the diversity of job applicants that were long- and short-listed.
- Benchmarking against the wider sector or industry.
Taking these steps builds a picture of the diversity story of the business, and provides insights on the factors that may be preventing diversity – such as bias, low rates of female talent attraction, or low retention levels. Importantly, this information supports the development of a more comprehensive plan – one that responds to the needs of the business, and one that becomes easier to communicate and buy into.
Similarly, BNZ recognised it was failing to retain female talent, and that its workforce demographic was not representative of its customer demographic. The bank used these insights to support the development of a tailored strategy.
A range of tactics are used by businesses to enhance gender diversity, and we can only expect this list to grow and evolve, and for technology to play an increasing role. The approach used will likely vary between businesses, depending on factors such as industry, size and current diversity landscape. What is common among them, however, is the integrity to act, an attitude to learn and refine as they go, and perseverance. Below are some of the common tactics and initiatives adopted by businesses within their gender diversity strategies:
- Lead from the top. To successfully achieve gender diversity, an organisation must identify and overcome the obstacles – the routines, processes and behaviours – that are preventing a more diverse workplace. This requires sustained commitment to build and embed a culture of diversity. PwC advises that promoting gender equality “starts with strong leadership support and action, followed by proactive engagement and dialogue across all levels of an organisation among both men and women.”
- Tackle unconscious bias. Increasingly businesses, including Google, Microsoft, Facebook and Coca-Cola, are looking at methods to reduce and omit the effects of unconscious bias, particularly on recruitment decisions and talent development. Providing unconscious bias training, blind application screening, and reviewing channels of communication (e.g. job descriptions and website content) to ensure the use of inclusive language and imagery, are just a few examples of the techniques used. In some cases, businesses are introducing technology platforms to omit bias.
- Diversity targets. A growing number of organisations are setting gender diversity targets, which fall under the accountability of the leadership team. Aecom introduced targets to grow female representation across all levels of the business. Twitter, and BHP Billiton, which also operate in male-dominated sectors, have also set targets. This approach is recognised as one of the most effective means of enhancing diversity, and interestingly, companies operating in traditionally male-dominated sectors have been found to be taking a bolder stance, such as this, towards diversity.
- Development of a gender diverse pipeline. Whether working with universities to support graduate programmes, or working at an earlier stage to increase the uptake of girls and women into traditionally male-dominated sectors, businesses are increasingly making it their business to develop and support a diverse entry-level pipeline.
- Actively seek female talent. With data showing the extent of latent and underutilised talent, businesses are working proactively to attract new female talent into mid and senior level positions, in addition to nurturing their existing talent. Research by PwC shows that this approach, which can also revitalise recruitment processes, is used by around 78 percent of large organisations to enhance gender diversity.
- Commitment to short listing at least one woman for every role and ensuring a diverse interviewing panel. Such a commitment, as seen from the BNZ and ANZ, not only encourages the omission of bias from the short-listing and interviewing process, but also vastly increases an organisation’s chance of increasing diversity.
- Commitment to equal pay. A gender diversity strategy that overlooks the importance of equal pay has a gaping hole in it. Businesses focused on building a reputation for being an equal employer are proactively working to close the gender pay gap, and an increasing number are being transparent about their gap.
- Emphasis on work life balance (WLB) and flexible working. A growing focus on health and wellbeing, and its linkages to employee engagement and productivity, is also putting a spotlight on our work structure and habits. WLB or flexible work options should therefore be prioritised, and backed up with the necessary training, support and resources. Xero, ANZ, and the BNZ were early movers of flexible working for all employees.
- Talent development programmes. These are focused on identifying and nurturing talent to support a progressive pipeline, and ultimately to increase the number of women progressing into senior roles. Examples of initiatives include challenging job assignments, leadership opportunities, mentoring, sponsoring, networking, and confidence building. EY, Goldman Sachs, and PwC are all examples of businesses that offer such programmes.
- Proactive support for parents (both mothers and fathers). This is increasingly viewed as fundamental to an optimised gender diversity strategy, and to economic prosperity. A lack of support for mothers in the workplace could be contributing to higher rates of childlessness among educated women, and to the underutilisation of talent, as mothers drop out of the workforce or take a step back. Examples of initiatives include extended parental leave, remuneration review during parental leave, return to work programmes, enhanced flexibility, mentoring, dedicated breastfeeding areas, and in some cases, subsidised childcare and/or onsite childcare facilities.
- Seek and empower role models. Xero appears to give a masterclass at empowering and promoting its female employees. Doing so enables positive reinforcement throughout the business, and beyond, that women are valued, are given equal opportunities, and can and should be leading – and in Xero’s case, in a traditionally male dominated sector. Done well, such positive visibility can help lift the aspirations of others of the same gender.
- Investment in diversity and inclusion expertise. As gender diversity is prioritised, and its depth appreciated, businesses are increasingly sourcing the skills required to support the development and implementation of a gender diversity strategy. Twitter, Facebook, Xero and Intel are just a few examples of businesses that have recruited these skills.
- Show and tell. You can have the best diversity strategy in the world, but unless others know about it, and believe in it, it will count for very little. The businesses that will attract and retain talent are those that make a genuine and visible commitment to gender diversity, and develop a reputation for delivering on it.
- Impose high expectations. A growing number of businesses are taking steps to influence the gender diversity priorities of other businesses, by making gender diversity a criterion for businesses they partner with. Facebook, for example, is expecting female and ethnic minority representation to account for at least 33 percent within the law firms it engages on its legal matters. Of course it is not just an ethical step, but it also makes good business sense given the business and economic benefits of diversity.
- Finally, be bold and ambitious. Gender equality has never existed, and if we wait for organic change, we will never experience it within our lifetimes. Forward-thinking businesses are therefore not just looking around to see what others are doing, they are feeling the urgency, and developing courageously bold strategies to break new ground.
The bar will continue to be raised
As the social and ethical expectations on organisations grow, we are seeing greater coverage of the thought-leading actions of trail-blazers globally, as they take increasingly bolder steps towards equality. Similarly, we are also seeing a growing trend of organisations being singled out for their lack of action, or for their oversight of the importance of diversity. It is likely these trends will continue to emerge as emotional tensions grow, and as society continues to expect an increasing level of commitment towards diversity and inclusion.
Get in touch to share what your organisation is doing, or looking to do, to support gender diversity.
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 Source: Statistics New Zealand
 Using latest available figures from Statistics New Zealand – as at the end of June 2014 (27.7 percent). Mother is defined as “having a dependent child living at home, who is under 17 years of age and who is not in full time employment (if aged 15 or over).”
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