Gender and Organizational Change

Transcription

1 Gender and Organizational Change - SESSION 8 Sara Falcão Casaca Associate Professor, PhD sarafc@iseg.ulisboa.pt Lisbon School of Economics and Management / University of Lisbon Research Centre in Economic and Organisational Sociology (SOCIUS/CSG) ITC-ILO 9-13 April 2018

2 Session 8 - Organizational change The organizational development approach (OD) Main purpose: to improve organizational effectiveness and workers well-being - organizational change through various planned interventions, built on the humanistic approach (participatory practices and democractic values) Source: Adapted from Robbins, S. (2005). Organizational Behavior, Prentice-Hall, New Jersey, 11 th edition. 2

3 Session 8 - Organizational change OD: Integrated, planned and systemic approach to organisational change Individuals Groups Organisation 3

4 Organizational change The organizational development approach (OD) - it combines the contributions from social psychology and sociology Groups Dynamics - T group techniques (Lewin, 1946) Open System Sociotechnical System Method: Action Research 4

5 Organizational change Planned Change: action-research method Diagnosis Identification of problems Analysis and feedback Intervention plan Intervention Structured activities, supported by techniques intended to reach the organisation as a whole Evaluation Obtained results versus expected results

6 Organizational change Planned Change: action-research method Diagnosis Identification of problems Intervention plan Analysis and feedback Unfreezing Moving Refreezing Intervention Structured activities, supported by techniques intended to reach the organisation as a whole Evaluation Obtained results versus expected results

7 Organizational change The organizational development approach (OD) + dual agenda approach Main purpose: to improve organizational effectiveness and gender equality Method: Action research 7

8 Planned Change: CIAR Collaborative Interactive Action Research* Diagnosis Organizational change Gender audit Intervention plan Analysis and feedback Intervention Structured activities, supported by techniques intended to reach the organisation as a whole Evaluation Obtained results versus expected results * Rapoport, Rhona; Bailyn, Lotte; Fletcher, Joyce K.; Pruitt, Bettye H. (2002), Beyond Work-Family Balance Advancing * gender equity and workplace performance, San Francisco: Jossey-Bass

9 Organizational change Mind the iceberg Visible/ formal aspects: - objectives - technology - structure - procedures...

10 Organizational change Data collection: analytical tools Formal and informal interviews (individual and round tables/focus groups) Questionnaires (Survey on-line/face-to-face) Direct observation Document/Content analysis (images, symbols, language, statistical data available..)

11 GENDER AUDIT DIMENSIONS About 100 research questions 1. Corporate mission and strategy 2. Human Resources Management 2.1 Recruitment and selection 2.2 Lifelong learning and training 2.3 Job analysis, performance evaluation and remunerations 2.4 Career advancement and development 3. Work, family and personal life balance 4. Work organisation 5. Respect for the dignity and integrity of workers 6. Social Dialogue and Participation 7. Internal and external communication 8. External relations

12 Human Resources Management Recruitment and selection Question Information verification Methodology Methods and Techniques for Sources Gathering Information Observations Does the recruitment and selection of human resources criteria and procedures take into account the principle of equality and non-discrimination on the grounds of gender? Analysis of documents Interview s Survey questionnaire Internal Rules Mission and Values Code of Ethics Recruitment process (CV) Information collected through interviews and through survey questionnaire Interview with people in Top Management, HR Management, Management linked to production and/or other relevant areas. Interview with representatives of workers collective structures (if applicable) Focus groups (SEE PGA ILO: Dynamics) Survey: questionnaire to a representative sample (workers)

13 Diagnosis: Combination of different research methods and techniques, covering the different sources of information, namely: - Collection and analysis of documents (Organisational Chart; Annual Report; Internal Rules; Code of Ethics; Corporate Mission and Values; Website; Sustainability Plans; Financial/Management Reports); - Interviews with key informants (identified in conjunction with each task force); - Focus groups consisting of groups of female and male workers from different areas/departments and hierarchical levels; - Questionnaire conducted with female and male workers 13

14 The Diagnostic Guide + Definition of the duties of the task forces. (Appendix 2). Inventory of all documentary sources to be collected and analysed (Appendix 3); Inventory of all data regarding the staff to be collected, organised and analysed drawn from the Annual Report (Appendix 4); Scripts for interviews to be held with key informants (Appendix 5); Script for the questionnaire survey to be conducted with the staff (Appendix 6). 14

15 Planned Change: CIAR Collaborative Interactive Action Research* Diagnosis Organizational change Gender audit Intervention plan Analysis and feedback Intervention Structured activities, supported by techniques intended to reach the organisation as a whole Evaluation Obtained results versus expected results * Rapoport, Rhona; Bailyn, Lotte; Fletcher, Joyce K.; Pruitt, Bettye H. (2002), Beyond Work-Family Balance Advancing * gender equity and workplace performance, San Francisco: Jossey-Bass

16 HRM: Recruitment and selection Measure To train the people responsible for recruitment and selection interviews about recruitment and selection procedures without gender bias. Department/unit responsible/ Focal point Human Resources Department [identify the person(s) responsible] Other departments/ units involved Those responsible for Development and Training. [identify the person(s) responsible] Objective Goal Expected impact To contribute to a fairer and more objective recruitment and selection process for women and men. 50% of those responsi ble for the recruitment and selection interview s to be fully trained one year after the plan s impleme nt-ation [specify] A strategic and inclusive management of human resources, which favours the admission and retention of the most competent people for the work performed at the company. Resources Internal or external trainer in gender equality [Specify amount budgeted] Timefram e During the period of the plan s implemen t-ation. Monitoring methodology Analysis of the training supplied to those responsible for the recruitment and selection processes. Checking the number of people trained. Comparative analysis of the recruitment and selection processes before and after training. Result indicator(s) Ratio between the number of people responsible for the recruitment and selection interviews that have been trained and the total number of people responsible for the recruitment and selection interviews. 16

17 Outputs in English - Guide to Promote Gender Equality in Companies (integrated version) This tool includes: Gender audit - Diagnosis Assessment Guide Drawing up an Action Plan to Promote Equality between Women and Men - Guide Training Guide eto-igualdade-de-genero-nas-empresas---break-even?locale=en The video: documentary on good practices implemented by the anchor companies and the methodology followed: 17

18 CIAR four moments 1) The identification of assumptions, policies and practices that have implications for organisational effectiveness and gender equality (Cheklist); 2) The provision of a diagnosis based on the work culture of the organisation; SEE ILO -PGA 3) The identification of the leverage points i.e. interventions for small wins change. 4) The provision of support to the organisation in the implementation of the changes, including in the evaluation of the outcomes. Charlesworth, Sara e Baird, Marian (2007), Getting gender on the agenda: the tale of two organisation, 18 Women in Management Review, 22(5), pag: 392

19 OTHER TOOLS (handouts) 19

20 Leading change towards gender equality: the roadmap 1. Preparing the ground for change - Time to lay the foundations 2. Diagnosis: Gender Audit / Organizational audit - Time to uncover gender bias and legitimize change Project design (Action Plan) 3. Project implementation and follow-up Time to Move towards GE 4. Consolidation, sustainability, celebration and pride Time to refreeze 20

21 1. Preparing the ground for change: - time to lay the foundations Organizational context: identifying the gender status in the organization (attachment) Definition of the strategic goals to be achieved (gender equality). Ensure the conditions and map the political landscape: internal level - create the required acceptance and commitment by management (sponsor/s of change); identify leaders/champions, change agents (taskforce), identify possible sources of resistance, gatekeepers and design the most suitable strategies to deal with them. External level: maximize support and extend alliances/network. Identify resources, benchmarks. Build alliances. Set up the change team (taskforce) and the training / coaching plan (Stage 1 attachment). Start designing a communication plan --» Awareness (develop a vision, communicate, convince and share it, mobilize ). Trust, transparency, openness are key ingredients. 21

22 1. Preparing the ground for change: - time to lay the foundations Organizational context: identifying the gender status in the organization (attachment) Definition of the strategic goals to be achieved (gender equality). Ensure the conditions and map the political landscape: internal level - create the required acceptance and commitment by management (sponsor/s of change); identify leaders/champions, change agents (taskforce), identify possible sources of resistance, gatekeepers and design the most suitable strategies to deal with them. External level: maximize support and extend alliances/network. Identify resources, benchmarks. Build alliances. Set up the change team (taskforce) and the training / coaching plan (Stage 1 attachment)

23 Leading change towards gender equality: moments and stages Change team ( Task force Change leader (champion) Change agents Broad support Focal points Stakeholders (internal and external) Sponsors / management Win men s support 23

24 Winning men s support Catalyst (2009), Engaging Men in Gender Initiatives: What Change Agents Need to Know, pag

25 Engaging men 25

26 1. Preparing the ground for change: - time to lay the foundations Organizational context: identifying the gender status in the organization (attachment) Definition of the strategic goals to be achieved (gender equality). Ensure the conditions and map the political landscape: internal level - create the required acceptance and commitment by management (sponsor/s of change); identify leaders/champions, change agents (taskforce), identify possible sources of resistance, gatekeepers and design the most suitable strategies to deal with them. External level: maximize support and extend alliances/network. Identify resources, benchmarks. Build alliances. Set up the change team (taskforce) and the training / coaching plan (Stage 1 attachment). Start designing a communication plan --» Awareness (develop a vision, communicate, convince and share it, mobilize ). Trust, transparency, openness are key ingredients. 26

27 2. Diagnosis: Gender Audit / Organizational audit - Time to uncover gender bias and legitimize change Design the audit (identify existing tools, but keep in mind: change is a tailormade process) (See stage 2). Carry out (Participatory Audit) / Analysis / Feedback / Involvement. Consolidate the communication plan (evidence: legitimize the need for change). Work with internal and external allies Draw up the intervention plan (CIAR Collaborative Interactive Action Research): clear measures; objectives; expected results; realistic targets; indicators (including the progress indicators); resources; responsibilities, time-line (Stages 3, 4) Implement the mentoring, coaching and training plan. 27

28 * Cf. Spiro, Project implementation and follow-up Time to Move towards GE Put the measures in action/motion: Identify the so-called interventions * for small wins.early wins are important Celebration ( building momentum for the long term **) (Stage 5) Organize regular meetings with members of the taskforce, discuss progress, achievements, aspects to be improved, problems, challenges, actions/adaptions needed Communication / Mobilization plan. Coaching, mentoring, training (Stage 7). Keep ensuring the senior management commitment and support for change. Gender-responsive evaluation (Stage 6) 28

29 Organizational change The dual agenda approach Small wins--» driving force for deeper changes Rapoport, Rhona; Bailyn, Lotte; Fletcher, Joyce K.; Pruitt, Bettye H. (2002), Beyond Work-Family Balance Advancing gender equity and workplace performance, San Francisco: Jossey-Bass 29

30 Early /small wins What specific objective can be accomplished in the first month or two that is: Tangible Symbolic of a particular value Achievable Potential early win : (Spiro, 2009) 30

31 * Cf. Spiro, Project implementation and follow-up Time to Move towards GE Put the measures in action/motion: Identify the so-called interventions * for small wins.early wins are important Celebration ( building momentum for the long term **) (Stage 5) Organize regular meetings with members of the taskforce, discuss progress, achievements, aspects to be improved, problems, challenges, actions/adaptions needed Communication / Mobilization plan. Coaching, mentoring, training (Stage 7). Keep ensuring the senior management commitment and support for change. Gender-responsive evaluation (Stage 6) 31

32 Session 8 - Leading change towards gender equality: the phases 4. Consolidation, sustainability, celebration and pride Time to refreeze * Cf. Spiro,

33 Session 8 - Leading change towards gender equality: the phases 4. Consolidation, sustainability, celebration and pride Time to refreeze Examples: good practices Break Even * Cf. Spiro,

34 Further reading HANDBOOK ON GENDER AND ORGANIZATIONAL CHANGE Chapter 2.