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Gender Diversity at the Top: Good Intentions and Unexpected Consequences
Gender Diversity at the Top: Good Intentions and Unexpected - - PowerPoint PPT Presentation
Gender Diversity at the Top: Good Intentions and Unexpected - - PowerPoint PPT Presentation
Gender Diversity at the Top: Good Intentions and Unexpected Consequences GENDER DIVERSITY MAKES ORGANISATIONS BETTER More family More More social Smaller pay friendly diversity responsibility gaps practices initiatives (Bear, Rahman
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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) SLIDE 4
SHOW ME THE MONEY!
- 1.0
+1.0
+.01
Meta-analysis: Hoobler et al., JOM 2018
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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) SLIDE 6
Flexibility key for climbing the ladder
The Australian July 5, 2013Flexibility key to gender diversity in the workplace…
The Australian December 13, 2014Increasing female workforce participation – the key to boosting Australia’s productivity. At the heart
- f the issue is flexible work
arrangements.
EY Australia July 11, 2013Job security and flexibility - a key to addressing the gender gap
SMH August 25, 2016“Flexibility is key to a greater gender balance across workplaces,” says Libby Lyons, director of WGEA
INTHEBLACK March 5, 2018Why flexibility is key to driving gender diversity in leadership
Smart Company May 15, 2017Businesses should be working harder to recruit and retain women, what will help them succeed (spoiler alert: flexibility is key)…
1MFWF January 3, 2017Generally women carry the more significant load with family and children, hence flexibility is key
Property Council 2018Flexible work – for everyone – is key to keeping women in the workplace
CBC April 19, 2019 SLIDE 7
0.20 0.25 0.30 0.35 0.40 0.45 0.50
Women in Management 2010 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
Women in Management 2012 Few Practices 2002-06 Many Practices 2002-06
0.20 0.25 0.30 0.35 0.40 0.45 0.50
Women in Management 2014 Few Practices 2002-06 Many Practices 2002-06
BE PATIENT
N = 675 WGEA reports 2002-2014
- Leave
- Schedules
- Services
- Virtual work
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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
Female Executive Representation Prior Year Female Board Representation
Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018
Active advocacy and mentoring Passive signalling
N = 1,387 ASX-listed orgs 2003-2012
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10.00 13.80 19.00 26.30 5 10 15 20 25 30
Female Executive Representation
0 FBOARD 1 FBOARD 2FBOARD 3 FBOARD
Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018
THINK COHORTS
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0% 50%
MAN WOMAN MAN MAN MAN WOMAN
Composition of candidate pool Likelihood of hiring a woman
Johnson, Hekman & Chan, HBR 2016
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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
Female Board Representation December 2009 ASX announcement January 2011 ASX reporting takes effect
WGEA and AICD; ASX 200
April 2015 AICD sets 30% target
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WGEA’s November 2018 gender equality scorecard
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465 408 367 340 50 150 250 350 450 550 650
Base Salary Incentives Salary
Thousands
Men Women
Executive pay: Yanadori, Gould & Kulik, IJHRM 2018
N = 3,478 execs ASX500 firms 2011-2014
KEEP MONITORING
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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
Female Executive Representation Prior Year Female Board Representation
2006 2012
Active advocacy and mentoring Passive signalling
DOUBLE DOWN
Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018
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