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 & Post, 2010) (Joshi, Liao & Jackson, 2006) (Bloom, Kretshmer & Van Reenen, 2011) (Dobbin, Kim & Kalev, 2011) More employee More innovative More participation and products and services philanthropy development (Lyngsie & Foss, 2017) (Williams, 2003) (Melero, 2011)

SHOW ME THE MONEY! +.01 0 +1.0 -1.0 Meta-analysis: Hoobler et al., JOM 2018

GENDER DIVERSITY MAKES ORGANISATIONS BETTER More family More More social Smaller pay friendly diversity responsibility gaps practices initiatives (Bear, Rahman & Post, 2010) (Joshi, Liao & Jackson, 2006) (Bloom, Kretshmer & Van Reenen, 2011) (Dobbin, Kim & Kalev, 2011) More employee More innovative More participation and products and services philanthropy development (Lyngsie & Foss, 2017) (Williams, 2003) (Melero, 2011)

Flexibility key to gender diversity in the workplace… Businesses should be working Generally women carry the more The Australian December 13, 2014 harder to recruit and retain women, significant load with family and Flexible work – for everyone – is key what will help them succeed children, hence flexibility is key to keeping women in the workplace Property Council 2018 (spoiler alert: flexibility is key )… CBC April 19, 2019 1MFWF January 3, 2017 Increasing female workforce “Flexibility is key to a greater participation – the key to boosting Job security and flexibility - a gender balance across Australia’s productivity. At the heart key to addressing the gender workplaces,” says Libby Lyons, of the issue is flexible work gap director of WGEA arrangements. SMH August 25, 2016 INTHEBLACK March 5, 2018 EY Australia July 11, 2013 Flexibility key for climbing the Why flexibility is key to driving ladder gender diversity in leadership The Australian July 5, 2013 Smart Company May 15, 2017

Few Practices 2002-06 Few Practices 2002-06 Few Practices 2002-06 Many Practices 2002-06 Many Practices 2002-06 Many Practices 2002-06 0.50 0.50 0.50 Women in Management 2012 Women in Management 2014 Women in Management 2010 0.45 0.45 0.45 BE N = 675 WGEA reports 0.40 0.40 0.40 PATIENT 2002-2014 0.35 0.35 0.35 • Leave • Schedules • 0.30 0.30 0.30 Services • Virtual work 0.25 0.25 0.25 0.20 0.20 0.20 Flexible work practices: Kalysh, Kulik & Perera, LQ 2016

0.40 Active advocacy and mentoring 0.35 Female Executive Representation Passive signalling 0.30 0.25 N = 1,387 0.20 ASX-listed orgs 0.15 2003-2012 0.10 0.05 0.00 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0.40 0.45 Prior Year Female Board Representation Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018

0 FBOARD 1 FBOARD 2FBOARD 3 FBOARD 30 26.30 Female Executive Representation 25 20 19.00 15 THINK 13.80 10.00 COHORTS 10 5 0 Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018

Composition of candidate pool MAN WOMAN MAN WOMAN MAN MAN Likelihood of hiring a woman 50% 0% Johnson, Hekman & Chan, HBR 2016

0.50 0.45 Female Board Representation January 2011 April 2015 0.40 ASX reporting AICD sets 0.35 takes effect 30% target 0.30 0.25 December 2009 ASX 0.20 announcement 0.15 0.10 0.05 0.00 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 WGEA and AICD; ASX 200

WGEA’s November 2018 gender equality scorecard

KEEP Men Women Thousands 650 MONITORING 550 465 450 408 Salary 367 N = 3,478 execs 340 350 ASX500 firms 2011-2014 250 150 50 Base Salary Incentives Executive pay: Yanadori, Gould & Kulik, IJHRM 2018

0.40 Active advocacy and mentoring Female Executive Representation 0.35 Passive signalling 0.30 0.25 0.20 2006 2012 0.15 0.10 DOUBLE DOWN 0.05 0.00 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0.40 0.45 Prior Year Female Board Representation Trickle-down effect: Gould, Kulik & Sardeshmukh; HRM 2018

SUSTAINABILITY SPEED