gender diversity at the top: good intentions and ... · to gender diversity in the workplace… the...
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Gender Diversityat the Top:
Good Intentions andUnexpected
Consequences
GENDER DIVERSITY MAKES ORGANISATIONS BETTER
Smaller pay gaps
(Joshi, Liao & Jackson, 2006)
More family friendly practices
(Bloom, Kretshmer & Van Reenen, 2011)
More diversity initiatives
(Dobbin, Kim & Kalev, 2011)
More employee participation and
development(Melero, 2011)
More social responsibility
(Bear, Rahman & Post, 2010)
More innovative products and services
(Lyngsie & Foss, 2017)
More philanthropy
(Williams, 2003)
SHOW ME THE MONEY!
-1.0 +1.00+.01
Meta-analysis: Hoobler et al., JOM 2018
GENDER DIVERSITY MAKES ORGANISATIONS BETTER
Smaller pay gaps
(Joshi, Liao & Jackson, 2006)
More family friendly practices
(Bloom, Kretshmer & Van Reenen, 2011)
More diversity initiatives
(Dobbin, Kim & Kalev, 2011)
More employee participation and
development(Melero, 2011)
More social responsibility
(Bear, Rahman & Post, 2010)
More innovative products and services
(Lyngsie & Foss, 2017)
More philanthropy
(Williams, 2003)
Flexibility key for climbing the ladder
The Australian July 5, 2013
Flexibility key to gender diversity in the workplace…
The Australian December 13, 2014
Increasing female workforce participation – the key to boosting
Australia’s productivity. At the heart of the issue is flexible work
arrangements. EY Australia July 11, 2013
Job security and flexibility - a key to addressing the gender
gapSMH August 25, 2016
“Flexibility is key to a greater gender balance across
workplaces,” says Libby Lyons, director of WGEA
INTHEBLACK March 5, 2018
Why flexibility is key to driving gender diversity in leadership
Smart Company May 15, 2017
Businesses should be working harder to recruit and retain women,
what will help them succeed (spoiler alert: flexibility is key)…
1MFWF January 3, 2017
Generally women carry the more significant load with family and children, hence flexibility is key
Property Council 2018
Flexible work – for everyone – is keyto keeping women in the workplace
CBC April 19, 2019
0.20
0.25
0.30
0.35
0.40
0.45
0.50
Wom
en in
Man
agem
ent 2
010
Few Practices 2002-06 Many Practices 2002-06
Flexible work practices: Kalysh, Kulik & Perera, LQ 2016
0.20
0.25
0.30
0.35
0.40
0.45
0.50
Wom
en in
Man
agem
ent 2
012
Few Practices 2002-06 Many Practices 2002-06
0.20
0.25
0.30
0.35
0.40
0.45
0.50
Wom
en in
Man
agem
ent 2
014
Few Practices 2002-06 Many Practices 2002-06
BEPATIENT
N = 675WGEA reports2002-2014
• Leave • Schedules• Services• Virtual work
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0.40 0.45
Fem
ale
Exec
utiv
e Re
pres
enta
tion
Prior Year Female Board Representation
Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018
Active advocacy and mentoringPassive signalling
N = 1,387ASX-listed orgs
2003-2012
10.00
13.80
19.00
26.30
0
5
10
15
20
25
30
Fem
ale
Exec
utiv
e Re
pres
enta
tion
0 FBOARD 1 FBOARD 2FBOARD 3 FBOARD
Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018
THINKCOHORTS
0%50%
MANWOMANMANMANMAN WOMAN
Composition of candidate pool
Likelihood of hiring a woman
Johnson, Hekman & Chan, HBR 2016
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
0.45
0.50
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Fem
ale
Boar
d Re
pres
enta
tion
December 2009ASX
announcement
January 2011ASX reporting
takes effect
WGEA and AICD; ASX 200
April 2015AICD sets
30% target
WGEA’s November 2018 gender equality scorecard
465
408
367340
50
150
250
350
450
550
650
Base Salary Incentives
Sala
ryTh
ousa
nds
Men Women
Executive pay: Yanadori, Gould & Kulik, IJHRM 2018
N = 3,478 execsASX500 firms2011-2014
KEEPMONITORING
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0.40 0.45
Fem
ale
Exec
utiv
e Re
pres
enta
tion
Prior Year Female Board Representation
2006
2012
Active advocacy and mentoringPassive signalling
DOUBLE DOWN
Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018
SPEED
SUSTAINABILITY
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