Evolved Employer

A Better Workplace


Diversity

Diversity, Gender

Hidden Bias Hits Women Stockbrokers


iStock_000014933658XSmall

By Melissa J. Anderson

There are many jobs – particularly in finance or sales related positions that are compensated based on commission – which appear on the outset to have objective measurements regarding success. Did someone make money or did someone not make money? In some cases, women appear to underperform compared to men – this has been chalked up to women choosing less demanding accounts, choosing to work fewer hours, or just not being as assertive or risky.

In these cases, cries for more pay equality are met with a response that performance measurement is based on a meritocratic system. If anyone was compensated less than average, the line of thinking goes, it’s because they didn’t work as hard.

But a new study by a Wharton researcher shows that there are organizational biases at play when it comes to so-called meritocratic, commission based jobs. It points to the reasons that, while formalized pay structures can help decrease inequity, management plays a key role in who makes what. Therefore, line-managers must be a part of discussions around diversity and equity in companies – even those where pay is based on commission.

Diversity, Gender

Leadership: From Talk to Action


Confident young businesswoman with hands folded isolated over white

By Melissa J. Anderson

When leaders speak out about the importance of diversity and inclusion, they are in essence making a promise. They are declaring their support for an issue that can be difficult to solve, one that will require money and resources, continuous care and monitoring, and buy-in from the rest of leadership all the way down through the organization. Change is difficult to achieve and not everyone likes it.

But more than being vocal about diversity initiatives, leaders have to be sure to keep their promises on this issue. Nothing will discredit a program more than the notion that it’s all talk, full of hot air, or just a passing caprice. The same applies to a leader.

That’s why it’s so critical that leaders understand that words must be followed by actions. And that’s why the situation with the European Central Bank is so interesting.

Diversity, LGBT

How Can Leaders Embody Inclusiveness?


iStock_000005390930XSmall

By Melissa J. Anderson

Earlier this summer, the Boy Scouts of America ignited a firestorm of controversy after announcing a secret 11-member internal council had decided that openly gay scouts and troop leaders would not be welcome within the 102 year-old institution.

Two of the group’s board-members, Ernst & Young CEO Jim Turley and AT&T CEO Randall L. Stephenson, both spoke out against the policy and announced they would work to turn the decision around internally.

The response by National President Wayne Perry and Chief Scout Executive Robert Mazzuca was clear – they don’t expect change anytime soon. The Huffington Post reported:

“The Boy Scouts of America respects the opinions of our board members and are thankful for their leadership,” the statement said. “While we have supporters and board members with different viewpoints on this issue, and who may choose a different direction for their organizations, we believe that good people can personally disagree on this topic and still work together.”

The statement says a lot about how the BSA leadership sees the situation: an abstract conflict of ideas, one over which people are invited to politely agree to disagree. What they don’t grasp is the real affect it has on the organization’s membership. They are, in essence, telling boys across the country that not only is being gay not okay, but inclusion is not a core value of the group. While even the military has put an end to Don’t Ask Don’t Tell, the Boy Scouts has new implemented its own insidious brand of the policy.

But the involvement of Turley and Stephenson has brought another issue to light – how can (or should) leaders embody the values of their organizations outside the corporate space?

Diversity, Generations

What Motivates Job Seekers in Each Generation


iStock_000021548644XSmall

By Melissa J. Anderson

According to a new study by Millennial Branding and Beyond.com, members of different generations are finding different ways to search for jobs online. At a time when the stakes are higher when it comes to finding the perfect applicant – because there is less room for error due to the tough economy and jobs environment – finding the best way to reach the right people can save employer time, money, and stress.

The study, which polled over 5,000 job seekers, showed that more Boomers are looking for jobs online than any other group, with 96 percent of Boomers reporting having conducted their job search on the Internet. About the same percentage of Gen X respondents were also likely to do their job search online (95 percent). Surprisingly, Gen Y was the least likely to perform an online job search at 92 percent.

All of these percentages were high, but what may be more interesting is how few job seekers were spending time searching for a position offline. Only 4 percent of Boomers and Gen Y individuals, and 5 percent of Gen X were participating in an offline job search. That could indicate that effort spent to hire talent at job fairs or expos may not be the most effective way for employers to reach people.

Diversity, Gender

Men and Women Directors View Talent Differently


iStock_000009370034XSmall

By Melissa J. Anderson

According to a new global survey [PDF] of over 1000 board directors by Women Corporate Directors, Heidrick & Struggles, Professor Boris Groysberg of Harvard Business School, and researcher Deborah Bell, men and women had remarkably similar views on the most critical issues facing companies today – economic outlook, regulatory concerns, business challenges.

“Gender differences practically disappeared when we looked at how men and women directors think about issues like the economy,” said Bonnie Gwin, vice chairman and co-managing partner of Heidrick & Struggles’ North American Board and CEO Practice. “These bottom-line business issues tend to allow for the greatest consensus in the boardroom.”

In fact, both men and women both named the “regulatory environment” as the number one challenge facing their companies. Second, both named the need to “attract and retain top talent.”

But that’s where the similarities ended. On issues of talent and diversity, male and female viewpoints were considerably different.

Diversity, Leadership

When is Diversity Just a Talking Point?


Group of businesspeople having a meeting.

By Melissa J. Anderson

A new survey by HR Magazine shows that many companies may not be taking diversity initiatives seriously. Based on a poll of 271 HR decision makers (chief executives, directors, managing directors, and managers) in the UK, diversity is an important strategic priority for the majority of respondents – although their motives for prioritizing diversity may differ.

Most respondents stuck to “business case” reasons when describing why a diversity policy is important.

For example, over two thirds (64 percent) said that diversity was important because drawing from a diverse pool of talent enables companies to hire the best people. Over half (55 percent) said diversity helps increase innovation, because it promotes new ideas and discussions. Almost half (45 percent) noted that diversity enabled them to better relate to their clients or customers. A third (33 percent) said diversity was important simply because it was fair.

Over three quarters (82 percent) described diversity as important to their business. Yet, a smaller percentage (57 percent) had an actual plan in place to drive diversity and inclusion.

Helen Wells, director of Opportunity Now told HR Magazine, “Employers seem to be saying diversity is vital, but what they appear to be doing is just paying lip-service; it’s very much business as usual.”

She added, “It is encouraging employers are saying the right things about diversity and equality, but how can they engage their employees with these issues if they don’t have a strategy?”

Diversity, LGBT

Younger Australians Least Likely to Be Out at Work


iStock_000002539106XSmall

By Melissa J. Anderson

A new survey of employees at Australian companies has revealed some surprising data around being out and age. According to the research, younger employees were the least likely to be out in the workplace. This runs contrary to common belief around today’s young LGBT individuals being more comfortable being open.

The study of 770 individuals is a part of the 2012 Australian Workplace Equality Index, which ranks Australia’s top companies in terms of LGBT equality. This year’s employer of the year, PwC, rose several spots from number eight least year. Professional services firms nabbed top spots on the Index.

Luke Sayers, CEO of PwC Australia said, “We recognise that people are the key to our success as a business, which is why we are committed to building a culture that empowers every individual and celebrates difference.”

But, the study showed, not everyone is on board with the move toward inclusiveness. The survey also generated an “alarming” number of “hate” responses as well, which show that companies have a long way to go creating an inclusive environment.

Diversity, Gender

Europe Considers Gender Quotas


iStock_000001548910XSmall

By Melissa J. Anderson

According to a report by the Financial Times, the EU is preparing to launch a proposal on gender quotas in October.

The FT’s James Fontanella-Khan reported that, by 2020, the boards of Europe’s listed companies will have to be 40% female if the proposal is approved. The move comes after the EU’s justice commissioner Viviane Reding declared that while she doesn’t like quotas, they get the job done when it comes to boardroom gender balance. She suggested that if companies didn’t begin to make their own changes, the EU might force those changes upon them.

Companies did little more than call her bluff, and to their surprise, in March of this year, she said that not enough had been done in terms of gender diversity and quotas were on the way.

Diversity, Gender

Why Pipeline Management is Critical for Achieving Gender Diversity


27_05_01.tif 3

By Melissa J. Anderson

According to new research by Boston Consulting Group, real gender equity at corporations won’t be achieved until companies take a pragmatic and measured approach to pipeline management. The authors, Susanne Dyrchs and Rainer Strack, explain that quick-fix approaches like women in the boardroom initiatives that are purely based on pumping up numbers at the top won’t make a difference in the long-term.

They write, “It quickly became apparent early in our research that there is limited benefit to be gained by initiating yet more affirmative-action programs or by simply placing more women on boards of directors, for example.”

That’s why companies need to approach gender balance from a cultural pipeline management standpoint – understanding that each company must diagnose its own particular challenges and address them in a way that is uniquely appropriate to the situation.

Diversity, Gender, LGBT

Our Latest Research: LGBT Women in Finance in the UK


LGBT-UKResearch

By Melissa J. Anderson

This year, Evolved Employer has been exploring what it means to have many social identities – after all, not every woman is the same, obviously, and we are shaped by our other different social and ethnic backgrounds as well. For example, how does being a woman impact your ambition, your networking techniques, or your ability to get a promotion at work? How does adding an additional minority identity – like LGBT – change that?

We believe that taking a more granular approach to diversity is one way to develop programs, policies, and workplace cultures that help every person thrive in their career.

That’s why we’re launching today our latest research into multiple identities: “Being Out at Work: Exploring LGBT women’s workplace experience in the UK.

Our research revealed some interesting results around the impact of leadership on creating inclusive cultures. And our respondents were not shy in letting us know – the leadership at many firms may be talking the talk, but managers and colleagues are not always walking the walk.

This points to the importance of LGBT allies (also known as straight allies). When straight colleges are willing to stand up for LGBT inclusion, they can help achieve the inclusive culture that so many people in senior management talk about. Leadership support is important, but leaders can’t do it alone. People on the ground practicing inclusion every day are critical to creating organizations where being out isn’t seen as being a career liability. This is the key to developing a company where everyone can bring their whole selves to work.