Public Sector Professor Joan Ballantine (Ulster University) Dr - - PowerPoint PPT Presentation
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
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)
37.7% 62.3%
23.7% 76.3%
68.1% 72.0% 70.8% 31.9% 28.0% 29.2%
Executives Non-Executives Executives & Non- Executives
72.3% 75% 72% 54.5% 67.1% 27.7% 25% 28% 45.5% 32.9%
Northern Ireland Civil Service (including Executive Agencies) Local Government NDPBs Health and Social Care Further and Higher Education
Male Female
56.4% 56.8% 59.1% 67.0% 69.4% 69.6% 70.8% 72.6% 74.1% 74.9% 80.4% 86.5% 86.9% 43.6% 43.2% 40.9% 33.0% 30.6% 30.4% 29.2% 27.4% 25.9% 25.1% 19.6% 13.5% 13.1% DHSSPS OFMDFM DSD DE DEL NIO DETI DOJ DCAL DOE DFP DARD DRD
80.0% 47.1% 63.9% 64.0% 65.5% 70.4% 79.0% 20.0% 52.9% 36.0% 34.5% 29.6% 21.0%
Other Human Resources Finance Strategy, Policy & Development Corporate Services Operations Chief Executive
Female Male
36.1%
28.0% 22.3% 19.6% 30.1% 23.4% 76.6% 15.6% 43.0% 27.1% 14.3% 53.3% 46.7%
Secondary/Further Education/No Qualification Degree Professional qualification Postgraduate degree Not married/other Married / Living as married 55+ 46 - 55 36 - 45 Less than or = 35 Female Male % of Respondents Gender Age Marital status Level of education
34.9% 1.6% 5.7% 6.3% 22.7% 49.3% 25.9% 30.6% 22.0% 21.5% 10.6% 13.4% 25.5% 50.5%
None Other Disabled relative Sick or infirm relative Elderly relative Child/children 30+ years 21-30 years 11-20 years 1-10 years Reduced Hours Other Mon-Fri (9am-5pm) Flexi-time
% Respondents
Working Pattern Length of service in public sector Caring responsibilities
21.5% 33.9% 6.1% 7.6% 7.8% 14.7% 19.2% 21.4% 22.5% 23.0% 38.7% 46.7% Other None of the above Feeling marginalised because of my gender Gender stereotyping and preconceptions about my… Existing imbalance in gender composition at… Considering retirement Inhospitable organisational culture Caring responsibilities for dependents other than… Lack of flexible work arrangements Unsupportive work environment Long hours culture Caring responsibilities for dependent children
% Respondents opting out
2.50 3.00 2.94 2.50 3.09 2.97 2.98 3.10 3.13 3.14 1.00 2.00 3.00 4.00 5.00
Using flexible work arrangements Lack of management/leaderships skills Lack of awareness of organisational politics Caring responsibilities for dependent children Lack of management or leadership experience Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree)
Female Male Disagree Agree # Significant differences in perceptions between Males and Females
3.03 2.91 3.10 3.41 3.49 3.24 3.28 3.35 3.69 3.72 1.00 2.00 3.00 4.00 5.00
Lack of opportunities to gain visibility Lack of recognition for work life balance Lack of mentoring Limited acting up opportunities Limited advancement opportunities Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree)
Female Male Disagree Agree
# All of the above differences in perceptions are significant
3.22 3.28 3.05 3.63 4.05 3.43 3.45 3.62 3.79 4.11 1.00 2.00 3.00 4.00 5.00
Seeking out difficult/highly visible assignments Demonstrating loyalty/commitment to my
Access to affordable childcare Consistently exceeding performance expectations Supportive spouse/partner Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree)
Female Male Disagree Agree
# All differences in perceptions (with the exception of supportive spouse/partner) are significant
3.24 3.12 3.40 3.44 3.60 3.52 3.61 3.62 3.65 3.88 1.00 2.00 3.00 4.00 5.00
Formal mentoring programmes Flexible work arrangements In-house leadership training and development programmes Access to external leadership training and development programmes Access to acting up opportunities Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree)
Female Male Disagree Agree
# All differences in perceptions are significant
13.8% 16.6% 17.2% 24.1% 25.9% 51.8% 58.2% 75.4% 45.7% 38.9% 34.7% 37.2% 30.9% 21.2% 13.4% 14.6% 40.5% 44.5% 48.1% 38.7% 43.2% 26.9% 28.4% 10.0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Job rotation Formal mentoring with a senior executive Employee networks Informally advising potential candidates about forthcoming vacancies Informal mentoring/sponsoring In-house leadership training & development External leadership training & development Acting up opportunities Yes No Don't know
3.58 3.62 3.57 3.49 3.99 3.85 3.88 3.90 3.91 4.15 1.00 2.00 3.00 4.00 5.00
Regular monitoring of executive/senior managerial level applicant data Interview panel training to avoid gender bias Inclusive organisational culture at executive/senior managerial levels Targeted in-house leadership training and development programmes Providing unsuccessful candidates with constructive feedback
Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree)
Female Male Agree Disagree
# All differences in perceptions are significant
2.77 2.15 2.09 2.22 2.97 3.32 3.35 3.36 3.48 3.78 1.00 2.00 3.00 4.00 5.00
Holding senior management to account for the advancement of females is important Compared to male managers females must continually prove themselves Compared to male managers, female managers are
Women managers have to perform much better than male managers to succeed Women bring a unique perspective to decision- making and problem solving at executive/senior managerial levels
Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree)
Female Male Disagree Agree
# All differences in perceptions are significant
3.10 3.12 3.13 2.92 2.79 2.80 2.83 3.31 1.00 2.00 3.00 4.00 5.00
My organisation has allocated sufficient financial resources towards promoting gender equality at executive level My organisation has allocated sufficient time resources towards promoting gender equality at executive level My organisation has a balanced management board/corporate management team in terms of gender Cronyism (showing favourable treatment to certain individuals, especially appointing them to positions
Mean score for male and female respondents (1 = strongly disagree, 5 = strongly agree)
Female Male Disagree Agree
# All differences in perceptions are significant