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LESSONS ON

DRIVING IMPACTFUL CHANGE FOR A GENDER DIVERSE AND INCLUSIVE WORKPLACE Accelerating progress for women in the workplace has become today’s business imperative. As organizations move beyond proving the case for why we need gender parity, they are mobilizing on their own paths for how to achieve it.

Some leaders are advancing the agenda much faster than others. Their actions are innovative, inspiring — and at times, even radical.

These leaders recently came together at the first annual Radical Change Summit, presented by Catalyst and Women of Influence. The aim? To share lessons on how to take a leap forward, rather than a small step.

From recruiting and retaining top female talent, to eradicating the pay gap, to transforming an entire culture to be more inclusive, attendees learned about these successes and how they were achieved. We have collected the highlights from the day, and distilled these into 12 key points of actionable advice for advancing radical change in your organization. Are you ready to take a leap?

“The status quo does not go down easy.” ‒ —BLAKE IRVING

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How Can Companies Move Towards Greater Gender Equality?

“If I had one piece of advice it would be this: Pay attention to the ways that current systems, policies and practices unintentionally create tailwinds for some people (white, straight men) and headwinds for others (underrepresented groups). Don’t focus so much on the implicit bias in our brains, which is hard to change. Rather, look at how bias is embedded in practices and come up with innovative solutions to change those practices.”

Sarah Kaplan, Distinguished Professor of Gender & The Economy, Rotman School of Management

02 Be aware of how bias is embedded in your current systems

It has become quite common for the call for diversity

to be supported by a business case. Sarah Kaplan,

Distinguished Professor of Gender & The Economy,

Rotman School of Management, shared her concern

that if the benefits of diversity are measured only in

economic terms, then the success of these initiatives

becomes tied to the perceived financial gains

delivered. She proposes an alternate solution: turning

diversity challenges into innovation challenges.

Not only does this lead to an appropriate allocation

of resources, it sets a necessary expectation for

disruption and organizational change.

“Meritocracy can reinforce privilege. While everyone wants to believe that they attain career success because they worked hard and earned their spot, most people don’t realize that some form of privilege helped them in their careers. If we remember this, we become more aware of the need to check our biases and examine the hidden disadvantages that various groups face.”

Rod Bolger, Chief Financial Officer, RBC

01 Don’t buy into the dangerous myth of meritocracy

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“Hire and promote from 100%, rather than 50%, of the talent pool. Equity nurtures excellence. Recruit outside your own social and business networks and outside your comfort zone. Systematically remove gender bias from selection processes and reject the age-old excuse for not hiring women that they are not a good ‘fit.’ Evaluate candidates on the basis of demonstrated accomplishment, not the after work drink or early morning squash game. Embrace difference for the innovative potential it offers.”

Charlotte Yates, Provost and Vice President (academic), Guelph University

04 Intentionally recruit outside your own networks and comfort zone

Pipeline problem? Expand your talent pool by

formalizing support for the re-entry of women

into the workplace. Catherine Staveley, Mana-

ging Director, Global Structured Products,

Trading Products, BMO Capital Markets,

advocates for putting in place a ‘returnship’

program that targets experienced women that

have left the industry for an extended period

of time. The Return to Bay Street program that

helped relaunch her own career was created by

Women in Capital Markets and BMO in 2012 and

has been very successful, with all the Canadian

banks now participating. Since inception

there have been 42 Return to Bay Street award

recipients with 90% of the winners completing

their work terms and continuing to work in capital

markets today.

“Make sure that women get equal access to ‘hot jobs’ and other on-the-job development opportunities. Catalyst research shows that women are less likely than men to lead large and highly visible projects, have access to P&L roles, or receive international assignments that accelerate advancement. This inequity stifles women’s progress, and can drive them to seek out opportunities elsewhere. Ensure talent management practices include metrics that track who receives access to critical on-the-job development opportunities, and require at least two qualified women to be considered for each open opportunity.”

Anna Beninger, Senior Director, Research and Corporate Engagement Partner, Catalyst US

03 Give women equal access to “hot jobs”

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As leader of GoDaddy, Irving led a cultural

transformation of the organization. When he

started at the company, it was best known for an

advertising strategy that many viewed as sexist,

if not misogynistic. Pivoting hard, GoDaddy

began to focus on women’s empowerment,

finding strategies to develop authenticity

internally first, and then leveraging the power

of women in its customer base. Other actions

included partnering with female leaders in

academia and tech, overhauling its ad campaign,

and level setting company processes and

systems to be equal across genders. These

systematic changes resulted in successes that

would have not happened otherwise, and the

organization is now recognized as one of the

most inclusive companies in tech.

“Have the courage to audit your entire company on how women fare versus men, from top to bottom. Audit pay by level, by promotion trajectory and maybe most importantly, audit the language you use for merit, promotion criteria, and recruiting. I guarantee you will be surprised by the simple changes you can make that can contribute to equality and a better environment for women.”

Blake Irving, Director and Former CEO, GoDaddy

06 Audit your company from top to bottom, to determine gaps based on gender

“Organizations need to have a zero tolerance environment in the workplace for discrimination and sexual harassment. Simply put, an organization that does not promote the safety of its employees, leaves itself open to losing its talent and damaging its reputation.”

Pamela Jeffrey, Partner and National Lead, Inclusion and Diversity Strategy Practice, GTA, KPMG Canada

05 Adopt a zero tolerance policy for discrimination and harassment

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“A commitment to equal pay for equal work and pay equity will signal to female employees that you are serious about gender economic equality, leading to better employee engagement and retention of female employees, and benefitting from the diversity of thought that women bring to the workplace.”

Emanuela Heyninck, Commissioner, Ontario Pay Equity Commission

07 Comply with pay equity laws in spirit and in fact. Don’t wait for a complaint to be filed or an audit to take place.

Under the Employment Standards Act, companies

are required to ensure that men and women are

paid equally when they perform similar work.

Ontario’s Pay Equity Act requires employers to

ensure that employees in female job classes are

paid at least as much as employees in comparable

male job classes. For the latter, while the work

being performed by these gendered job classes

may be different, the pay equity analysis sets out

a sys-tem for determining whether the jobs are

of equivalent value to the organization to ensure

that gender bias in compensation systems is

identified and corrected. This is an ongoing legal

requirement for companies, so keeping records

of jobs and who does them, regularly assessing

whether jobs have changed and adjusting

compensation for equivalently valued jobs so that

it remains current will go a long way to addressing

internal gender wage gaps.

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“Setting targets is the surest path to seeing results. Make your goals for gender parity specific and clear — defining not only what, but also when

— and do the work of mapping out how to achieve them. Do you need more resources devoted to recruitment? Do you need to change policies to improve retention? Mark your path, measure your progress, and always include accountability.”

Stephania Varalli, Co-CEO, Women of Influence

The leadership team at Accenture has stated its

intention to have a 50/50 balanced workforce by 2025.

To achieve this goal, the firm is on a path to unlocking

unconscious biases, changing mindsets and taking

a number of steps to attract, retain, advance and

sponsor women. Bill Morris, Senior Managing Director

and Canada President, Accenture, shared some of the

firm’s key initiatives with Summit participants. Among

them: surveying clients to determine how they want

to see diversity in their partners; establishing a special

‘Diversity Council’ to advance the goal; introducing

an expanded and more strategic recruitment model;

implementing mandatory unconscious bias training

for all recruiters, and much more. The firm has also

instituted “diversity” moments at each management

meeting, providing an opportunity for participants to

share moments or stories that sparked a discussion

around a diversity challenge, situation, or opportunity.

08 Get serious about setting targets for advancing parity

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“Ensure leaders are taking the time to recognize high-potential women. Whether it’s young women new to the profession, or senior employees with high tenure, advocating on their behalf is the first step to giving them the visibility needed to progress in their career. Getting to a place where this type of thinking is in an organization’s DNA is a goal we should all strive for.”

Kerri-Ann Santaguida, Vice President and General Manager, Merchant Services, American Express Canada

09 Take time to recognize your organization’s high-potential women

“Mentorship and sponsorship programs work because of trust-based relationships. So it’s essential that senior leaders are aware and understand the power/impact that mentoring and sponsorship can have on their culture. Also, creating an environment where less experienced leaders are encouraged to build relationships with leaders across and through the organization earlier in their careers will help build natural and meaningful mentorship/sponsorship relationships.”

Dave Moncur, Vice President Human Resources, PepsiCo Foods Canada

10 Kick-start mentoring and sponsorship by making relationship-building part of your organization’s DNA

“Contrary to the myths that stop employers from instituting flexible work options, these policies help with both recruitment and retention, create a culture that inspires women to aim higher, and are also proven to reduce both hard and soft costs across the organization. The key to success for any flexible work program is to ensure that it is fully supported in the company culture and utilized by employees from all levels across the organization. When flexible work options are viewed as an accommodation you run the risk of creating further discrimination and bias within your workforce.”

Jennifer Hargreaves, Founder, Tellent

11 Have flexible work options available and supported by the company

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“Gender inequality in not a women’s issue. Rather it is a talent, business and societal issue. In order to solve it, we need to work together — women and men, side by side. This requires both women and men to invite and include each other fully in the dialogue and the problem-solving. It requires men to stand as allies and champions, not to speak for women, but to create space and opportunity for women. We won’t solve this problem by shaming anyone — rather we will solve it by acknowledging that it’s up to all of us to play a role.”

Tanya van Biesen, Executive Director, Canada, Catalyst

12 Engage men as allies in the pursuit of gender-balanced leadership

Very special thanks to:

Our keynote speakers: Sarah Kaplan,

Distinguished Professor of Gender

& the Economy, Rotman School of

Management, and Blake Irving, Director

and former CEO, GoDaddy.

Our Master of Ceremonies: Jacqueline

Thorpe, Toronto Bureau Chief,

Bloomberg News.

Our moderators and panelists:

RECRUITMENT: Bill Morris, Senior Managing

Director and Canada President, Accenture;

Lisa Heidman, �Founder and Chief Executive

Offi cer, Arlington Partners International;

Catherine Staveley, Managing Director, Global

Structured Products, Trading Products, BMO

Capital Markets; and Rania Llewellyn, Senior

Vice President, Global Transaction Banking

Products & Services, Scotiabank.

SPONSORSHIP: Kerri-Ann Santaguida, Vice

President and General Manager, Merchant

Services, American Express Canada; Dave

Moncur, Vice President Human Resources,

PepsiCo Foods Canada; Megan Anderson,

Co-founder, #GoSponsorHer; and Rod

Bolger, Chief Financial Offi cer, RBC.

RETENTION: Anna Beninger, Director and

Corporate Engagement Partner, Catalyst US;

Jennifer Hargreaves, Founder, Tellent; and

Pamela Jeff ery, Partner and National Lead,

Inclusion and Diversity Strategy, Group

KPMG Canada.

PAY GAP: Emanuela Heyninck, Commissioner,

Ontario Pay Equity Commission; Charlotte

Yates, Provost and Vice President (academic),

Guelph University; and Paulette Senior, CEO,

Canadian Women’s Foundation.

Our Luncheon Sponsor, Scotiabank, and our

Breakout Sponsors, RBC and KPMG

We do not need three silver bullets, we need a thousand fl owers blooming.

SARAH KAPLAN“ ”