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WEBINAR
Pipelines, Ceilings and Mazes“Architecting” a More Gender Diverse Workforce
Brought to in partnership with
PIPELINES, CEILINGS AND MAZES“ARCHITECTING” A MORE GENDER DIVERSE WORKFORCE
Shreya Sarkar-Barney, Ph.D.
CEO & Founder
Human Capital Growth
Dr. Aarti ShyamsunderProprietor; Organizational
Psychologist
Psymantics Consulting
Host Expert
3
We help organizations achieve better outcomes through talent using science, analytics, and empathy.
Drive business impact through timely talent actions
Deliver measurable and sustained improvements in leadership
Leadership Excellence
Talent Management
Excellence
EVIDENCE-BASED ANALYSES
Systematic reviews
▪ Performance Management
▪ Employee Engagement
▪ Talent Development
▪ Executive Coaching
Trending Practices
▪ Skills for the new world of HR
▪ Design Thinking in HR
▪ Digital Learning
▪ Digital Leadership
▪ Certifications for skill development
▪ Leadership Development
▪ Talent Analytics
▪ Employee Selection
COPYRIGHT HUMAN CAPITAL GROWTH. ALL RIGHTS RESERVED. 4
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AGENDA
Context Setting
A Different Focus – Moving from Micro to Macro
Understanding the Barriers and Myth Busting
Architecting Solutions
Q&A
CONTEXT SETTING
DIVERSITY AND INCLUSION
Diversity
• Differences
• Visible and Invisible dimensions
• Gender, age, disability, personality, SES etc.
• “Counting numbers”
Inclusion
• Valuing those differences and contributions towards a shared goal
• Feeling of being able to contribute fully and grow
• “Making the numbers count”
Inclusion is when “people of all identities and many styles can be fully themselves while also
contributing to the larger collective as valued and full members” (Ferdman, 2017)
POLL QUESTION
Which of the following statements is closest to your current reality at work?
I am NOT treated as an ‘insider’ with unique value – although there are other employees who ARE
‘insiders’
I am NOT treated as an ‘insider’, but my unique characteristics are valued and seen as contributing
to team or organizational success
I am treated as an ‘insider’ when I conform to organizational norms and downplay my uniqueness
I am treated as an ‘insider’ and also encouraged to retain uniqueness within the work group
Exclusion
I am not treated as an ‘insider’ with
unique value – although there are other
employees who are ‘insiders’
Assimilation
I am treated as an ‘insider’ when I have
conformed to organizational norms and
downplayed my uniqueness
Differentiation
I am not treated as an ‘insider’, but my
unique characteristics are valued and
seen as contributing to team or
organizational success
Inclusion
I am treated as an ‘insider’ and also
encouraged to retain uniqueness within
the work group
Shore et al. (2011): Inclusion and Diversity in Work Groups:
A Review and Model for Future Research
Low Uniqueness
Low Belongingness High Belongingness
High Uniqueness
INCLUSION
Brewer’s “Optimal Distinctiveness Theory”
“Uniqueness” + “Belonging” = Inclusion
We seek inclusion by balancing “human needs for
validation and similarity to others (on the one
hand) and a countervailing need for uniqueness
and individuation (on the other).” (Brewer, 1991, p.
477).
DIVERSITY = ALWAYS GOOD?
Potential downsides or risks?
Inclusion can make the difference
DOES ‘DIVERSITY TRAINING’ WORK?
POLL QUESTION
How effective do you think Diversity
Training is?
It backfires and makes things worse
Not at all effective
Somewhat effective (low-to-medium effect)
Very effective (medium-to-large effect)
Extremely effective (consistently high effect)
How effective do Business Leaders think
Diversity Training is?
It backfires and makes things worse
Not at all effective
Somewhat effective (low-to-medium effect)
Very effective (medium-to-large effect)
Extremely effective (consistently high effect)
WELL, DOES IT?
By some estimates, the ‘diversity training’ business in the US alone is an $8 Billion industry! So…does research support this spend?
Generally, a small to medium sized effect has been found in meta-analyses.
E.g. Meta-analysis of 260 independent samples and 40 years of research on ‘diversity training’ evaluation yielded an overall effect size of .38
Most positive impact when:
Training is longer
Integrated with other D&I initiatives to target awareness + skill development
Teams have diversity and motivation to begin with
Lower starting point of knowledge
Greater opportunity for social interaction (e.g. task interdependence)
(Bezrukova, Spell, Perry & Jehn 2016; Homan, A. C., Buengeler, C., Eckhoff, R. A., van Ginkel, W. P., & Voelpel, S. C., 2015; Kalinosky et al., 2013).
BUT…DOES IT LAST?
(Bezrukova, Spell, Perry & Jehn 2016;
Graphic Courtesy: Prof. Anne-Marie Ryan and Dr. Charlotte Powers
FOCUS: GENDER INCLUSION
POLL QUESTION
In the last 2 months, which of the following beliefs have you heard expressed at
work? (select all that apply)
Gender diversity makes business sense
Focus on D&I comes at the cost of quality/meritocracy
When women advance at work, society as a whole benefits
When women advance at work, families (and/or society) suffer
Women face unfair barriers to advancement at work
If a woman truly deserves it, nothing is stopping her from advancing in our organization
WHY BOTHER?
The ‘Business Case’
Gender balanced workforces yield improved business outcomes
Focus on D&I comes at the cost of quality/meritocracy
The ‘Social Justice’ argument
When women advance at work, society as a whole benefits
When women advance at work, families (and society) suffer
The ‘Personal Case’/Fairness and Equity argument
Women face unfair barriers to advancement at work
If a woman truly deserves it, nothing is stopping her from advancing in our organization
BUSINESS CASE – GENDER DIVERSITY HAS MULTIPLE BENEFITS… BUT IS IT
TIME TO SAY GOODBYE TO THE BUSINESS CASE ARGUMENT?
SOCIAL CASE – EMPOWERING WOMEN HAS RIPPLE EFFECTS
DOING GOOD AND DOING WELL
Project Shakti - HUL P&G Hyderabad
PERSONAL CASE
Gender diversity is not just about women – it affects all of us
Gender inequality, gender role stereotypes, gendered workplaces, gendered societies are everywhere
Individuals (Societal role)
Parents or Caregivers (Family role)
Leaders (Organizational role)
It is not enough to show evidence of stereotype discrediting (i.e. ‘business case’ or ‘awareness
creation’ evidence) but other factors matter (e.g. Lindsey et al., 2013):
Motivation to respond without prejudice
Perspective-taking
Empathy
ULTIMATELY, IT BOILS DOWN TO REMOVING BARRIERS…
BARRIERS TO GENDER INCLUSION
OUR GENDERED WORLD OF WORK
DIFFERENT METAPHORS…
Glass Ceiling? Leaky Pipeline? Labyrinth (maze)?
Not a ‘sudden’ or ‘rigid’
barrier just stopping
women from reaching the
very (Eagly & Carli, 2007)
(e.g., Berryman, 1983)
Meyerson and Fletcher (2000):
“...we believe that it is time for new metaphors to
capture the subtle, systemic forms of
discrimination that still linger. It’s not the ceiling
that’s holding women back; it’s the whole
structure of the organizations in which we work:
the foundation, the beams, the walls, the very air”
(p. 140).
POLL QUESTION
So…what’s holding women back? Which of these statements has research/data support?
Women don’t aspire to leadership positions the way men do
Women lack role model leaders
Women choose to leave jobs when they have children
Most countries have laws restricting women’s access to work
Women don’t ‘lean in’ enough – they don’t speak up enough, don’t claim credit for their own achievements, etc.
SO…WHAT’S HOLDING WOMEN BACK?
Aspirations:
Women and men start out with equally high aspirations, but over time, women ‘downsize’ their aspirations when they face role conflict between personal/family and work priorities
Role Models:
In socioeconomic experiments (e.g. the Panchayat ‘reservation’ in India, or the Board quotas in some countries), we see a trickledown positive effect over time of women role models
Women choose to leave jobs when they have children
This “choice” is tricky and governed by many factors, including the income disparity between partners, the available social and organizational support for childcare, parental leave provisions, etc.
Women (parents) who perceive organizational support through the initial years of parenthood show greater loyalty and commitment
Most countries have laws restricting women’s access to work
The World Bank tracks this and found that 181 out of 187 countries have laws discriminating against women on 8 indices regarding access to work
WHAT ABOUT ‘LEANING IN’?
“Women don’t ‘lean in’ enough – they don’t speak up enough, don’t claim credit for their own achievements, etc.”
Gender Roles and Stereotypes make “Lean in” a tricky career strategy
Warmth versus Competence (Susan Fiske)
“Men take charge, women take care” – Double Binds (Catalyst)
“Think Manager, Think Male (Virginia Schein)
Stereotypes impede women’s career success (Madeline Heilman)
Descriptive – what women and men are like
Prescriptive – what women and men should do
Gendered feedback
However, evidence shows that women can leverage some of these very stereotypes for success
Amplification
Negotiating on behalf of others
Developing others
THE CYCLE OF SYSTEMIC BIAS
All this individual level and systemic bias results in
gender gaps across the employee lifecycle
Recruiting
Hiring
Development opportunities (fewer ‘hot jobs’, fewer
‘sponsors’)
Pay gaps
Advancement gaps
Bias
What is ‘success’
Who looks
successful
Who gets rewarded
Who gets developed
Who gets credit
Who decides
THE BARRIERS TO INCLUSION ARE SYSTEMIC, MULTIFOLD AND
COMPLEX…
“A better future of work cannot rely on
women continuing to have to adapt
themselves to a world of work shaped by men
for men.”
ILO Report: A Quantum Leap for Gender Equality
– For a Better Future of Work For All
GETTING TO INCLUSION
SOME EVIDENCE-BASED IDEAS OF WHAT WORKS…
INDIVIDUAL LEVEL:
Perspective Taking
Identifying with a marginalized group
Goal-Setting
Set specific, measurable, and challenging (yet attainable) goals related to diversity in the workplace (e.g. challenging sexist remarks at work)
Mentoring and Sponsorship
Develop and champion
GROUP LEVEL
Team Focus
Ensure that diverse teams not just work together, but also:
Share information actively and constantly AND
Elaborate on it
“Categorization-Elaboration Model” which shows that when groups have information exchange as well as a chance to elaborate (i.e. discuss, integrate ideas, share insight), it helps increase cohesion
Van Knippenberg, D., De Dreu, Carsten K. W., & Homan, A. C. (2004); Homan, van Knippenberg, Van Kleef, & De Dreu, (2007); Galinsky et al. (2014); Lindsey, A., King, E., Membere,, A. & Cheung, H.K. (2017)
SOME EVIDENCE-BASED IDEAS OF WHAT WORKS…
ORGANIZATIONAL LEVEL:
Inclusiveness Climate
Fairness Systems and Diversity Climate
“Psychological Safety (Amy Edmundson, etc.)
Inclusive Leadership
Values
Strategies and decisions
Inclusiveness Practices
Uniqueness + Belongingness needs
“Gender Audits” of HR Processes (e.g. gendered language in job descriptions, blind resume screens, reviewing performance/competency frameworks for gendered behavioural descriptors, etc.)
SOCIAL ENGINEERING:
Parental leave laws
Media literacy and advocacy approaches
ORGANIZATIONAL INSIGHTS AND EXAMPLES
CONSCIOUS ACTION TO OVERCOME UNCONSCIOUS AND
SYSTEMIC BIAS
Corning – who’s ‘ready now’?
Talent Review Process
Plant Managers inputs
Accountability and checking
unconscious biases
ABB
The Problem:
5% women in India (compared to industry average of 30% and compared to ABB globally)
No women in senior positions
Long work hours, lack of work-life balance, lack of childcare → less attractive to women (primary caregivers)
Yet – women stayed longer and were more engaged (opportunity)
The Solution:
Multi-pronged approach
Level Need Solutions
Shop floor - Introduce more women into this male-dominated area
- Sensitize men about increasing female presence here
- Hired 25% female diploma trainees
- Identified tasks required specific skills (like high
dexterity) that women are better at
Management
trainees
- Reach out to a broader talent pool - At least 1 woman in each interview ‘slate’
- Add 5 women’s colleges to recruit from
Lateral hires - Develop pipeline of women across levels - Inclusion Talent Program: targeted leadership
development plan for female managers
ABB
Results:
Almost doubled the representation of women within 2 years (5%-9%), including in male-dominated areas. The next year, 35%
of recruits were women
Access to broader talent pools not just in terms of gender but also backgrounds and thus, innovation has increased
Cost savings: 15-18% reduction in wastage. 6% increase in production (due to greater discipline and reduced absenteeism)
Day care, flex work arrangements and increased parental leave – benefit all employees and make ABB an employer of choice
Today, managers are proactively identifying non-traditional ways of doing business and increasing gender balance
ALCOA – BUILDING OPPORTUNITIES FOR WOMEN IN A ‘HARD HAT’
COMPANY
Alcoa – metals engineering and manufacturing organization
The Problem:
Male-dominated industry
Demanding work conditions (24/7 plant ops, industrial work – mines, smelters, refineries)
Economic downturn (2008-2012, 30% decrease in its workforce)
Low representation of women across levels, especially senior levels
The Solution:
CEO commitment
Aggressive targets (including links to compensation) for top 1000 leaders
Recruiting and hiring to suit regional and operational contexts
Mentoring and sponsorship
Leadership development, rigorous talent review and succession planning
ALCOA – ADVANCING WOMEN IN A ‘HARD HAT’ COMPANY
Results:
Women’s representation: 15.8% → 19% for exec roles; 22.6% → 25.3% for plant manager roles
Employee Engagement: 52%→70%
Local community impact
Won the Catalyst Award in 2013
THE A4 FRAMEWORK
Awareness
Accountability
Action
Architecture
LAUNCHING NEW VIRTUAL MEET-UP
FOCUS: Evidence-based Talent Management
Goal: Bring together a global community of
strategic, analytical, and science-minded HR
professionals, working to change the
trajectory of people management by actively
embracing science-based evidence.
FIRST MEETING
Wednesday, April 17th
9 -10am PT