Gender Equality at the Executive Level of the Northern Ireland Public Sector Professor Joan Ballantine (Ulster University) Dr Graeme Banks (formerly Ulster University) Tony Wall (Ulster University) Professor Kathryn Haynes (Newcastle University) Dr Melina Manochin (Aston University)
Context for the Research • The issue of gender equality at senior levels within organisations is receiving increasing attention • Some limited data is available for specific segments of the Northern Ireland public sector • A significant gap in data exists regarding gender equality at executive level across the Northern Ireland public sector • The research project addresses this important gap and in doing so aims to advance our understanding of the effectiveness of Section 75 of the Northern Ireland Act 1988
Objectives of the Research • Establish a baseline for gender equality at executive level within organisations which comprise the Northern Ireland Public Sector • Investigate barriers and enablers for achieving gender equality at executive level of the Northern Ireland public sector • Identify examples of best practice re gender equality in the Northern Ireland public sector
Research Project • Stage 1 – collection and statistical analysis of secondary data (143 organisations) • Stage 2 – survey of male and female executives/senior managers in public sector organisations (3,186 usable responses) • Stage 3 – interviews with a sample of current and aspiring executives in public sector organisations (100+)
Monitored Northern Ireland Workforce, Public Sector - 2012 Part-time Full-time Employees Employees 23.7% 37.7% 62.3% 76.3% Male Female
Key Findings: Stage 1
Overall Gender Composition of the Northern Ireland Public Sector (n=2,308) 72.0% 70.8% 68.1% Male 31.9% Female 29.2% 28.0% Executives Non-Executives Executives & Non- Executives
Gender Composition for all Executives by Organisational Type (n=2,308) Male Female 75% 72.3% 72% 67.1% 54.5% 45.5% 32.9% 28% 27.7% 25% Northern Ireland Civil Local Government NDPBs Health and Social Further and Higher Service (including Care Education Executive Agencies)
Gender Composition for all Executives by Sponsoring Government Department (n=2,308) 13.1% DRD 86.9% 13.5% DARD 86.5% 19.6% DFP 80.4% 25.1% DOE 74.9% 25.9% DCAL 74.1% 27.4% DOJ 72.6% Female 29.2% DETI 70.8% Male 30.4% NIO 69.6% 30.6% DEL 69.4% 33.0% DE 67.0% 40.9% DSD 59.1% 43.2% OFMDFM 56.8% 43.6% DHSSPS 56.4%
Gender Composition by Executive Role (n=722) 21.0% Chief Executive 79.0% 29.6% Operations 70.4% 34.5% Corporate Services 65.5% Strategy, Policy & 36.0% 64.0% Development Finance 36.1% 63.9% 52.9% Human Resources 47.1% 20.0% Other 80.0% Female Male
Key Findings: Stage 2
Demographics of Respondents (n=3,186) % of Respondents Male 46.7% Gender Female 53.3% Less than or = 35 14.3% 36 - 45 27.1% Age 46 - 55 43.0% 55+ 15.6% Married / Living as married Marital 76.6% status Not married/other 23.4% Postgraduate degree 30.1% Level of Professional qualification 19.6% education Degree 22.3% Secondary/Further Education/No Qualification 28.0%
Demographics of Respondents (n=3,186) % Respondents Flexi-time 50.5% Working Mon-Fri (9am-5pm) 25.5% Pattern Other 13.4% Reduced Hours 10.6% Length of 1-10 years 21.5% service in 11-20 years 22.0% public 21-30 years 30.6% sector 30+ years 25.9% Caring Child/children 49.3% responsibilities Elderly relative 22.7% Sick or infirm relative 6.3% Disabled relative 5.7% Other 1.6% None 34.9%
Reasons for opting out of career progression (n=1,058) % Respondents opting out Caring responsibilities for dependent children 46.7% Long hours culture 38.7% Unsupportive work environment 23.0% Lack of flexible work arrangements 22.5% Caring responsibilities for dependents other than… 21.4% Inhospitable organisational culture 19.2% Considering retirement 14.7% Existing imbalance in gender composition at… 7.8% Gender stereotyping and preconceptions about my… 7.6% Feeling marginalised because of my gender 6.1% None of the above 33.9% Other 21.5%
Top Five Barriers to Career Progression Related to Me as an Individual Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree) Disagree Agree 3.14 Lack of management or leadership experience 3.09 3.13 Caring responsibilities for dependent children 2.50 3.10 Lack of awareness of organisational politics 2.94 2.98 Lack of management/leaderships skills 3.00 2.97 Using flexible work arrangements 2.50 1.00 2.00 3.00 4.00 5.00 Female Male # Significant differences in perceptions between Males and Females
Top Five Barriers to Career Progression at an Organisational Level Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree) Disagree Agree 3.72 Limited advancement opportunities 3.49 3.69 Limited acting up opportunities 3.41 3.35 Lack of mentoring 3.10 3.28 Lack of recognition for work life balance 2.91 3.24 Lack of opportunities to gain visibility 3.03 1.00 2.00 3.00 4.00 5.00 Female Male # All of the above differences in perceptions are significant
Top Five Enablers/Facilitators of Career Progression: Individual Strategies Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree) Disagree Agree 4.11 Supportive spouse/partner 4.05 Consistently exceeding performance 3.79 expectations 3.63 3.62 Access to affordable childcare 3.05 Demonstrating loyalty/commitment to my 3.45 organisation 3.28 3.43 Seeking out difficult/highly visible assignments 3.22 1.00 2.00 3.00 4.00 5.00 Female Male # All differences in perceptions (with the exception of supportive spouse/partner) are significant
Top Five Enablers/Facilitators of Career Progression: Organisational Strategies Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree) Agree Disagree 3.88 Access to acting up opportunities 3.60 Access to external leadership training and 3.65 development programmes 3.44 In-house leadership training and development 3.62 programmes 3.40 3.61 Flexible work arrangements 3.12 3.52 Formal mentoring programmes 3.24 1.00 2.00 3.00 4.00 5.00 Female Male # All differences in perceptions are significant
Career Progression Opportunities Offered for Aspiring Executives Acting up opportunities 75.4% 14.6% 10.0% External leadership training & development 58.2% 13.4% 28.4% In-house leadership training & development 51.8% 21.2% 26.9% Informal mentoring/sponsoring 25.9% 30.9% 43.2% Informally advising potential candidates about 24.1% 37.2% 38.7% forthcoming vacancies Employee networks 17.2% 34.7% 48.1% Formal mentoring with a senior executive 16.6% 38.9% 44.5% Job rotation 13.8% 45.7% 40.5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Yes No Don't know
Top Five Policies and Practices to Increase Gender Equality at Executive Level Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree) Disagree Agree Providing unsuccessful candidates with constructive 4.15 feedback 3.99 Targeted in-house leadership training and 3.91 development programmes 3.49 Inclusive organisational culture at executive/senior 3.90 managerial levels 3.57 3.88 Interview panel training to avoid gender bias 3.62 Regular monitoring of executive/senior managerial 3.85 level applicant data 3.58 1.00 2.00 3.00 4.00 5.00 Female Male # All differences in perceptions are significant
Top Five General Statements about Gender Equality/Stereotyping Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree) Agree Disagree Women bring a unique perspective to decision- 3.78 making and problem solving at executive/senior 2.97 managerial levels Women managers have to perform much better than 3.48 male managers to succeed 2.22 Compared to male managers, female managers are 3.36 often uncomfortable taking credit for their success 2.09 Compared to male managers females must 3.35 continually prove themselves 2.15 Holding senior management to account for the 3.32 advancement of females is important 2.77 1.00 2.00 3.00 4.00 5.00 Female Male # All differences in perceptions are significant
Views about Gender Culture in the Northern Ireland Public Sector Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree) Agree Disagree Cronyism (showing favourable treatment to certain 3.31 individuals, especially appointing them to positions 2.92 of authority) is still rife within my organisation My organisation has a balanced management 2.83 board/corporate management team in terms of 3.13 gender My organisation has allocated sufficient time 2.80 resources towards promoting gender equality at 3.12 executive level My organisation has allocated sufficient financial 2.79 resources towards promoting gender equality at 3.10 executive level 1.00 2.00 3.00 4.00 5.00 Female Male # All differences in perceptions are significant
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