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attribute: Recruitment, Retention and Promotion

Vital Signs

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ATTRIBUTES
  • Measuring and Evaluating
  • Recruitment, Retention and Promotion

SOURCE
  • Catalyst

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Vital Signs

Catalyst
This resource includes several tools to help organizations use a diversity and inclusion lens, and better understand and measure their workforce. These tools include case studies, a guidebook, Excel template, and PowerPoint template. By using these tools, an organization will be able to identify, track, measure, and visualize patterns surrounding the evaluation and progression of talent in the workplace.

Vital Signs helps an organization examine the following components:

  • Representation
  • Hiring
  • Promotions
  • Voluntary turnover
  • Involuntary turnover
  • Key metrics comparison

For more information, click here.

Workplace Gender Equality Indicators (Key Progress Indicators)

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ATTRIBUTES
  • Measuring and Evaluating
  • Organizational Culture
  • Recruitment, Retention and Promotion
  • Workplace Flexibility

SOURCE
  • Our Watch

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Workplace Gender Equality Indicators (Key Progress Indicators)

Our Watch
This resource was developed to help workplaces collect, review, and respond to data about gender and diversity. It specifically identifies a number of gender equality indicators that organizations should be measuring and evaluating over time, and it provides information about how to collect and analyze these indicators in order to “make the case” for gender equality in the workplace.

This resource identifies eight key gender equality indicators and explains how to collect and measure the data:

  1. Ratio of men to women in workforce, overall and by teams.
  2. Ratio of men to women in leadership and management positions, including board, executive, senior and middle management level: For indicators 1-2, workplaces should collect and compare the number and percentage of women and men in each category.
  3. Ratio of male and female new hires and internal promotions, by level and department: Collect the number of female and males who are applying, and who have been hired and promoted across the organization in different departments and at all levels of seniority.
  4. Average salary gap between female and male staff members across the organization and by department: Collect and compare salary information from female and male employees across the organization and in different departments and levels of seniority.
  5. Comparison of male and female staff and managers who use flexible work arrangements.
  6. Comparison of male and female staff who use and return from parental leave with continued employment for 12 months: For indicators 5-6, workplaces should collect formal and informal data on the use of flexible work options.
  7. Changes in staff perception of workplace culture as measured by annual staff survey: Review questions being asked on annual surveys to ensure there are specific questions about gender equality.
  8. Reported incidents of sex-based discrimination and harassment: Track numbers, patterns, and responses.

To read the resource, click here.

Measuring What Matters in Gender Diversity

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ATTRIBUTES
  • Baseline Assesment
  • Closing Gender Wage Gaps
  • Measuring and Evaluating
  • Recruitment, Retention and Promotion

SOURCE
  • Boston Consulting Group

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Measuring What Matters in Gender Diversity

Boston Consulting Group
The Boston Consulting Group (BCG) recommends organizations look at five overarching metrics when it comes to gender diversity. These metrics provide a quantitative snapshot of the company’s current state as well as softer data. After collecting these metrics, companies will be able to identify their biggest challenges and priorities that can be translated into goals.

  1. Pay: Assess pay levels, including base salaries and wages as well as discretionary pay (i.e. bonuses). Also, look at whether formulas behind performance bonuses include unintentional biases against women. Finally, survey employees to learn if they believe pay levels are equitable.
  2. Recruitment: Track the ratio of men to women along the entire recruiting funnel (i.e. applications, interviews, final rounds, hiring). This is of special interest for companies in industries that have historically struggled to attract women.
  3. Retention: Assess percentages of women and men at each level of seniority, and the attrition rate among women and men at each level. Also, assess employees’ perceptions at different levels to identify warning signals to retention issues.
  4. Advancement: Measure the percentage of women and men promoted each year as a share of the total cohort and compare both. Soft indicators of advancement can be women’s perception of a fair shot at senior and leadership positions.
  5. Representation: Assess the distribution of roles across different units to understand if women are concentrated in specific units. This can provide insight to whether women are fairly represented in operations units and not just administrative roles (e.g. HR or marketing).

Read the full article here.

Target Setting Calculator

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ATTRIBUTES
  • Goal Setting
  • Recruitment, Retention and Promotion

SOURCE
  • Workplace Gender Equality Agency (Australia)

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Target Setting Calculator

Workplace Gender Equality Agency (Australia)
The Australian WGEA created this target-setting calculator for organizations to test a range of propositions to enable setting realistic, achievable gender targets. The approach involves developing two possible scenarios: 1) assuming no significant changes happen in the organization, and 2) assuming changes happen that decrease female turnover and/or increase female recruitment.

The calculator is composed of four tables:

  1. Table 1 collects data to understand gender compositions and key assumptions for the target groups (in raw numbers).
  2. Table 2 is populated automatically based on the data entered in table 1. This table shows the assumption of turnover and recruitment remaining constant and helps see the key variables that will impact gender composition of the target group over time.
  3. Table 3 shows the baseline data and allows for adjusting three key variables:
    1. Variable 1: variation of overall staff numbers
    2. Variable 2: turnover of women in target group
    3. Variable 3: percentage of women recruited (internally and externally).
  4. Table 4 allows testing alternative propositions of aspirational and ambitious targets. It is important to note that setting any type of targets requires conducting a thorough analysis to understand the feasibility of any target.

Here you can find a complete guide and an example of the calculator, and here you can download the calculator.

Gender Parity: Closing the Gap Between Commitment and Action

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ATTRIBUTES
  • Goal Setting
  • Recruitment, Retention and Promotion

SOURCE
  • LinkedIn

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Gender Parity: Closing the Gap Between Commitment and Action

LinkedIn
In this blog, Bill Morris, retired president and senior managing director of Accenture Canada, shares the metrics that the company tracks and uses to set targets. These metrics are directly related to the ones found in the report “Advancing Women as Leaders in the Private Sector” from the Canada-US Council for Advancement of Women.

Accenture’s eight overall metrics are:

  1. Initial Recruitment of Women: Measured for each of their business units. According to Morris, this is what has made the difference.
  2. Attrition Rates of Women Relative to Men:Measured by business unit and level. According to Morris, the attrition gap data by level helps Accenture focus on maintaining gender parity as women advance.
  3. Advancement Rates of Women Relative to Men: Comparison between the percentages of women vs. men getting promoted from a cohort. Measured by business unit for each leader to reflect on the in-year promotion decisions. It is also tracked long-term to assess promotion patterns of the units.
  4. Pay by Gender: Currently Accenture doesn’t report on an aggregate average payroll for men vs. women. Accenture does a review prior to starting their annual compensation cycle, and then after rewarding decisions.
  5. Retention of Women after Becoming a Mother: Another metric to complement this one can be the retention of women and men when they anticipate starting a family.
  6. Representation of Women at Management Level: Business unit leaders are accountable for this metric.
  7. Representation of Women at Executive Level: Business unit leaders are accountable for this metric.
  8. Representation of Women at Senior Leadership Level: The CEO or the senior managing director is accountable for this metric.

Read more here.

Participatory Gender Audit – A Tool for Introducing and Managing Institutional Change

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ATTRIBUTES
  • Baseline Assesment
  • Measuring and Evaluating
  • Organizational Culture
  • Recruitment, Retention and Promotion

SOURCE
  • International Training Centre of the International Labour Organization (ITCILO)

TYPE OF RESOURCE
  • TTool

TARGET AREA
  • Development

TARGET UNIT
  • Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Participatory Gender Audit – A Tool for Introducing and Managing Institutional Change

International Training Centre of the International Labour Organization (ITCILO)
The ILO Participatory Gender Audit (PGA) is a tool used to organization’s activities from a gender perspective, verifying its achievements and deficiencies. The PGA combines objective observation of facts and figures with a more in-depth analysis on qualitative standards, beliefs, and opinions to assess the impact of these on gender equality, organizational culture, and wellbeing.

The PGA is carried out by a facilitation team which uses secondary and primary data collection methods. First, data compilation through desk research, then direct observation and dialogue within the organization. After facilitating group participation and collective discussion, a report is produced that describes the organization’s capacity to promote gender equality and diversity.

To learn more, click here.

Using CSR and Philanthropy to Close the Gender Gap in Tech

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ATTRIBUTES
  • Organizational Culture
  • Outreach Initiatives and Partnerships
  • Recruitment, Retention and Promotion

SOURCE
  • Reboot Representation

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility, Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Using CSR and Philanthropy to Close the Gender Gap in Tech

Reboot Representation
McKinsey and Pivotal Ventures collaborated on this study to examine how tech-company philanthropy and corporate social responsibility investments can improve the gender diversity of the tech pipeline.

Through a survey they found insight on practices that can increase tech gender diversity through philanthropic and CSR investments.

  1. Focus on women and girls: It is important for companies to support either girls-only programs or coeducational programs. Maintain a focus on women’s equal representation, with stated goals at the program level to avoid replicating current gender ratios.
  2. Solve for those facing the most barriers – underrepresented women and girls of color: Companies can support programs that target specific challenges faced by the sub-segments of women who are facing multiple forms of marginalization.
  3. It is never too late; consider multiple on-ramps: According to research, because girls are less likely than boys to have exposure to computing as children, later on-ramps – such as those during higher education – offer high-impact opportunities for women and girls.

To learn more, click here.

Creating a Breastfeeding Friendly Workplace

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ATTRIBUTES
  • Recruitment, Retention and Promotion
  • Workplace Flexibility
  • Workplace Wellbeing and Safety

SOURCE
  • Ontario Public Health Association

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Family-friendly, Strategy

TARGET UNIT
  • Human Resources, Senior Leadership

LINK TO RESOURCE

Creating a Breastfeeding Friendly Workplace

Ontario Public Health Association
This guide aims to assist employers when designing workplaces with accessible, well-equipped spaces for employees to breastfeed. This guide can also be used by employees who are attempting to establish lactation rooms or breastfeeding-friendly spaces at their workplace. It contains physical components that need to be in place for employees to breastfeed on-site, as well as cultural components that can help establish a company culture that respects breastfeeding and new mothers.

Essential components of a breastfeeding-friendly workplace:

  • Comfortable chair with supportive arms
  • Small table, chair and electrical outlet
  • Appropriatesignage (e.g. “ROOM IN USE”) to enhance privacy
  • Baby changing station or table with a means to hygienically clean area
  • Proximity tohand-washing facilities

Essential components that support breastfeeding in workplace culture:

  • Flexible time schedule to accommodate breastfeeding/pumping
  • Providing information to all employees
  • Ensuring that managers and employees are supportive of breastfeeding and working
  • Encouraging a network of women who can support each other when working and breastfeeding
  • No age limit regarding the breastfeeding child

To learn more, click here.

Making it Work! How to Effectively Manage Maternity Leave Career Transitions: An Employer’s Guide

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ATTRIBUTES
  • Career Development
  • Recruitment, Retention and Promotion
  • Workplace Flexibility

SOURCE
  • Canadian Education and Research Institute for Counselling

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Family-friendly, Strategy

TARGET UNIT
  • All Management, Human Resources

LINK TO RESOURCE

Making it Work! How to Effectively Manage Maternity Leave Career Transitions: An Employer's Guide

Canadian Education and Research Institute for Counselling
This guide is a comprehensive manual to help employers tailor specific strategies to the needs of their organization and employees as a result of pregnancy, birth, or adoption.

Some recommendations found are:

  • Before maternity leave:
    • Conduct exit interviews with employees before they leave to discuss questions and possible concerns, as well as expectations from both sides
    • Establish a communication plan to determine how often communication will take place during maternity leave
  • During maternity leave:
    • Provide women with optional opportunities to participate in team events, meetings, training seminars, etc.
    • Organize “Comeback Coaching” to support the transition before returning to work and reinforce organization’s support on women
  • After maternity leave:
    • Conduct return to work interviews to assess possible challenges, re-engage in the career dialogue, and determine further support required
    • Encourage mentorship and sponsorship opportunities (different from “buddy system) to support women’s career development and progression opportunities

To learn more, click here.

Leveraging Workplace Flexibility for Engagement and Productivity

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ATTRIBUTES
  • Recruitment, Retention and Promotion
  • Workplace Flexibility

SOURCE
  • SHRM Foundation

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • All Management, Human Resources

LINK TO RESOURCE

Leveraging Workplace Flexibility for Engagement and Productivity

SHRM Foundation
This resource contains an extensive review of workplace flexibility, including the business case, description of a wide variety of workplace flexibility types, and steps for implementing workplace flexibility, among others. The resource also describes the various benefits of workplace flexibility for the organization and its employees, as well as the potential challenges with recommendations to address them. Throughout this resource, examples of implemented initiatives complement the information provided in the different sections.

Recommendations to successfully implement workplace flexibility:

  1. Assess the effects of flexibility: Consider the impact of new arrangements on employees, teams, clients, managers, and all relevant stakeholders.
  2. Understand compatibility: Evaluate job requirements to determine which jobs are better suited for what types of flexibility.
  3. Set clear performance goals: Manager and employee collaboration is needed to establish concrete and measurable objectives.
  4. Communicate: Constant communication between managers, employees, and co-workers helps navigate changes and keep others in the loop.
  5. Obtain feedback: Input from employees, clients, managers, and other relevant stakeholders ensures flexible work meets all parties’ needs and objectives.

Some challenges of workplace flexibility included in this resource are:

  • Challenge: Manager’s uncertainty about workplace flexibility results in their unit denying requests or in negative perceptions of employees on flexible work arrangements.

Recommendations: Provide managers with training, allow them to express concerns and collaborate on solutions, pilot workplace flexibility measuring results and sharing.

  • Challenge: Manager’s assumption that someone on flexible work arrangement would not be interested in a different job opportunity or promotion that did not have flexibility, leaving them out for future considerations of new opportunities.
  • Recommendations: Reinforce the importance of managing performance based on results, not face time, mandate considering flexible work arrangements for promotions as part of manager training.

To learn more, click here.