It's widely accepted by employers and government that there is a strong business and economic case for gender parity in the UK's workforce – not just a moral case. Yet despite this, gender inequality at work remains an unsolved problem: there's still a 19.5% median hourly gender pay gap and imbalanced representation at senior management and board level.
There is a plethora of interventions an employer can choose from to redress their workforce inequalities, but how do they know which will be most effective? The actions which have most impact on gender parity in the workplace have been identified by Business in the Community (BITC)'s 2012 Benchmark Trends report.
Tackling bias in recruitment
Be it entry level or board-feeder pools, recruitment represents a major barrier to women's progression, and is often affected by unconscious bias. Unconscious bias is assumptions and attitudes that shape all of our behaviours, without us always even realising it. This includes stereotyping characteristics, roles and abilities of women and men, or unconsciously mirror-imaging in the recruitment or progression pipeline. In this case, candidates who display similar behaviours and skill sets to the interviewer or superiors are more likely to be chosen for a vacancy.
To counter this, here are four of the most effective actions taken by organisations aiming to avoid bias in their recruitment process:
• Unconscious-bias training in recruitment. 67% of organisations that did this showed no significant difference in the rates of conversion from shortlist to hire for men and for women.
• Set targets for recruitment of women at every level, particularly addressing those departments or levels that are under-represented. This requires thorough monitoring and measuring of the workforce.
• Make recruitment partners aware of gender diversity policies and objectives.
• Task recruitment partners and panels with providing shortlists containing women.
More women in management
These actions directly correlate with women at senior management and management levels:
• Regular equal-pay audits. The report shows a direct correlation between regular equal-pay audits and a greater number of women in senior management positions.
• Allowing flexible working directly correlates with having more women in management positions. It is often rigid working patterns that prevent women from moving into senior management positions: "presenteeism" can restrict the balance between work and childcare priorities. Flexible working is an effective means of retaining this talent.
• Review the promotion selection criteria. Equality proof the core competencies and make them transparent to all employees to reduce the chances of disadvantaging any one group.
• Monitor and measure promotion rates. Address areas of underperformance – why are women less likely to be promoted into particular roles or departments?
• A specific gender strategy. Develop a targeted strategy with a strong business case on the proportion of women progressing through the organisation.
Accountability of senior business leaders
Every organisation that takes part in the gender and race benchmark have a commitment to equality and inclusion in their workplace, and it is telling that a high percentage of these organisations have made their senior leaders accountable for change. Between 72% and 79% of organisations ensure senior managers are personally accountable for delivery of that organisation's diversity objectives. This can then be included in performance assessment for managers who must show they are "walking the talk".
We can draw two clear messages here. First, confirmation that data is essential as it enables employers to take effective action. Second, that equality of opportunity is not just about upskilling women, it is about having a dedicated gender strategy that aims for long-term organisational and cultural change. It is also encouraging that equal pay audits, flexible working and tackling unconscious bias all have a clear impact on women's progression – particularly at senior management levels.
But we know that change will not happen overnight. These actions, though, will equip female professionals to push for the most effective change in their organisation and become gender champions and role models. Alternatively, they know how to identity employers with genuine commitment to recruiting, retaining and progressing talent – regardless of gender.
Rachael Saunders is head of communications at Opportunity Now, a campaign by Business in the Community.
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