1. Wanda T. Wallace. Ph.D. 9 February 2011
Research Summary
Wanda T. Wallace. Ph.D.
9 February 2011
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2. Our Definition of Diversity
“Diversity aims to create an inclusive culture that values and uses the talents of all would-be members.”
Cedric Herring
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3. Five Levels of Diversity
Achieving high performance through diversity
Diversity embedded in organisation practices
Diversity naturally as part of the organisation’s DNA
Organisation builds diverse teams
Diversity leveraged to obtain competitive advantage
Level 4
Everyone treated as an individual
Diversity concerned with integration and inclusion
Multicultural rather than culture-blind
Performance measures are objective and transparent
Different approaches/expectations are recognised and valued
Managers manage diversity well and develop people from different groups
Level 3
Everyone treated the same
Diversity concerned with assimilation
Clear articulation of business rationale for diversity
Formal diversity management structure and measurement
Fair treatment promoted
Progress is measured by how well the organisation achieves recruitment, retention and promotion goals
Level 2
Policies and procedures in place
Diversity is seen as compliance issue
Policies – flexible working, for example – meet minimum legal standards
Basic level of diversity awareness training in place
Networks/affinity groups are established and meet regularly
Level 1
No action on diversity
Diversity not recognised as an issue or considered by the organisation
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So How Are We Doing?
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A Few Facts on Women
Across Europe in 2006, women comprised an average of 11% of executive committees in top companies
In the US, 15% of directorships of Fortune 500 companies were women in 2009 and it has been static for 5 years
Less than one-third of MBAs in the US are women yet they are half or more of law and medical schools
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A Few Facts
In the UK in 2009, there were over 6.7 million disabled people between the ages of 16 and 64 (18% of workforce) – 50% of these were employed versus 70% of the total population.
In the UK in 2009, 57% of ethnic minorities were employed.
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7. Responses from CRF Members
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How satisfied are you with your organisation’s management of diversity?
Satisfied: 38%
Neither: 19%
Dissatisfied: 43%
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Does your organisation have diversity goals or targets across all lines of business?
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10. Does your organisation regularly measure its performance on diversity?
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To what extent does senior leadership visibly own the diversity strategy?
45%
21%
34%
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12. What are organisations doing?
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13. Which of the following do you have in your organisation?
Flexible working available to all staff, not just those with children
14%
Flexible working options for those with children
13%
Diversity training for managers
12%
Networks/affinity groups
General diversity training or sensitivity training for employees
10%
Sabbatical options for all staff
Formal mentoring programmes specifically for under-represented groups 7%
Performance management system adapted to remove hidden bias
Talent management processes that take account of the difficulties women and other minorities have in advancing careers 5%
Development programmes for targeted diverse populations
Talent management reviews for targeted diverse populations 4%
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Which actions taken by your organisation have been effective in improving your organisation’s management of diversity?
Approach
# of Times Mentioned*
Learning and development for broad population 17
Senior management leadership and accountability 9
Flexible working policies 7
Mentoring programs
Use of metrics to measure problem
Recruiting diverse candidates 6
Targets or goals 5
Network/affinity groups 4
Following employee legislation 3
Clear responsibilities and guidelines 2
Mass communications to raise awareness
Meritocracy
Outside awards
Positive discrimination
Coaching 1
Dealing with personal bias
Learning and development for diversity population
Networking events
Online toolkit for questions
Reverse mentoring
* 46 total responses
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15. Activities from organisations we interviewed
Senior level active and visible ownership
Metrics
Attention to who sponsors and advocates for whom
Removing biases – internally and with recruiting
Development efforts that support and nurture target populations
Monitoring and building management skills
Reaching the tipping point
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What are the barriers?
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“The sheer conspicuousness of women’s absence from top management puts gender in the driving seat of the diversity movement.” Thomas and Graham, 2008
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18. What keeps women from advancing?
Senior Level Support
Lack of substantive feedback and counsel
Lack of well placed sponsors and mentors
No one to pull her up
Network and Organisational Savvy
Lack of access to informal interactions
Inadequate understanding of how to influence the organisation
Weak network
Leadership Style
Not like the norm or “like me”
Difficulty balancing aggressiveness, conflict and confidence
Not seeing how to communicate with impact
Career Path
Lack of career movement
Career tracks with ceilings
Access to “plum” assignments
Frustration
Lack of appreciation of her challenges
Isolation
Values versus actions
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19. Is this any different for other populations?
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