Leadership

Key findings
•    BAME women are least likely to hold executive directorships and non- executive directorships•    BAME women are more likely to be promoted than BAME men •    Executive directorships are less likely to be diverse by gender and ethnicity than non-executive directorships•    White employees are more likely to be promoted than all other groups 
 
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Key findings
•    Women are twice as likely to make formal complaints than men •    BAME employees are more likely to make formal complaints than white employees•    BAME women are most likely to make a formal complaint •    Organisations are taking more steps to turn ‘zero-tolerance’ policy into lived reality •    Increase in number of organisations monitoring and action planning to make proactive interventions 
114 organisations took part in the 2014 Gender and Race Benchmark; 27 from the public sector and 87 from the private sector. 86 organisations submitted data on ethnicity. 
 
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Project 28-40 seeks to identify the hidden tensions within workplace cultures that are preventing the creation of more gender-balanced workforces. In the 21st century, the ‘male breadwinner’ workplace model of full-time, long hours and no external commitments has to change.
Since publishing the Project 28-40 report in April 2014, Opportunity Now has conducted further research into the experiences of women of all ages in different sectors. These papers set out the findings from our analysis of Project 28-40’s sector data, validated by qualitative data from focus groups with women in each sector . Each of the papers should be read in conjunction with the original report.
We hope these papers will further enable you to take action, recognising the unique challenges of your sector.
If you are serious about change, you as Partners and senior leaders need to take the lead on women’s progression, moving this from a diversity initiative to a core business priority.
Create a truly agile organisation, with women and men able to work in a way that makes them productive and engaged.




There’s a real issue with private practice, and top firms are particularly challenging for women. I believe the reason is there’s an inherently male culture in these sorts of firms, where the sacrifices that you are expected to make to progress - and the whole chargeable hours structure that rewards putting in the long hours - means that long hours are rewarded.




- Focus Group Participant

Demonstrate visible leadership in tackling bullying, harassment and sexual harassment; send a clear message to all employees that poor behaviour should be called out and turn ‘zero tolerance’ policy into a reality. Provide informal methods of reporting.
Consult with women in your organisation about the changes they would like see to enable more women to succeed.
Implement more job share roles. We have seen this successfully piloted in management consultancies, with job sharing consultants managing one project and communicating this upfront with the client.
Ensure accountability at Partner level on meeting gender targets and set objectives for this, just as you have for billing.

If you are serious about change, you as Service Chiefs and senior leaders need to take the lead on women’s progression, moving this from a diversity initiative to an operational effectiveness priority.Demonstrate visible leadership in tackling bullying, harassment and sexual harassment. Send a clear message to all employees that poor behaviour should be called out and turn ‘zero tolerance’ policy into a reality.Create a truly agile organisation, with women and men able to work in a way that makes them productive and engaged. Look at job design, technology and agile teams, and defeat the flexible working stigma that holds women – and men – back.Recognise that working in a male dominated culture places specific and additional demands upon female personnel. This requires you to consult with women in your organisation to develop your understanding of what it is like to be a woman in a man's world. These women have expressed genuine concerns that you need to address.

If you are serious about change, you as CEO's need to take the lead on women’s progression, moving this from a diversity initiative to a core business priority.




Without senior women, why would you think you can progress? You need to see them at all levels so you know you can be there too.




- Focus Group Participant

Create a truly agile organisation, with women and men able to work in a way that makes them productive and engaged.
Demonstrate visible leadership in tackling bullying, harassment and sexual harassment; send a clear message to all employees that poor behaviour should be called out and turn ‘zero tolerance’ policy into a reality. Provide informal methods of reporting.
Consult with women in your organisation about the changes they would like see to enable more women to succeed.
For the purposes of our analyis and report, we refer to this group of industries collectively as the STEM sector:  This includes, Construction, Manufacturing, Oil, Gas, Electricity, Water Supply, Waste Management, Scientific & Technical Services and Telecommunications / Information Technology.
If you are serious about change, you as CEOs and senior leaders need to take the lead on women’s progression, moving this from a diversity initiative to a core business priority.
Conduct an equal pay audit and publish the results internally. Educate staff on the causes of the gender pay gap and outline what you will do to address pay discrimination.
Consult with women in your organisation about the changes they would like see to enable more women to succeed.
Profile men and women at all levels working flexibly using social media and videos. Go back to basics; ensure good performance management training for line managers on how to manage flexible workers and those working at home to reduce resentment and stigma for flexible workers.
Demonstrate visible leadership in tackling bullying, harassment and sexual harassment. Send a clear message to all employees that poor behaviour should be called out, and turn ‘zero tolerance’ policy into a reality.