WOMEN, RAISE YOUR HANDS! BY GØRIL SKEIDE RØNNING, KVINNER MIDT I 2018

Transcription

1 WOMEN, RAISE YOUR HANDS! BY GØRIL SKEIDE RØNNING, KVINNER MIDT I 2018

2 WHY SHOULD WE CARE? Gender parity in labour force participation is one of the most important criteria for gender equality. 2.1x more unpaid work USD 2.1 trillion additional GDP by 2025 in Western Europe. 88% of employees do not believe their company is doing what it takes to improve gender diversity positive correlation between diversity (gender at top 3) and innovation. 30% of future jobs will be in Tech and STEM (science-technology-engineeringmathematics) fields are increasing - and these jobs pay well. Women can t afford to miss out! 3x more part time employment (37% of employed women in Norway work part time) 70% of public sector employees in Norway are women, these are often low-paid occupations 13% less average monthly earnings than men

3 THE IT SECTOR OVERVIEW In the working population in Norway, 89% 9% 2% 4% 33% 28% 5% 67% 72% 9% work in IT of which 4% work directly in IT companies the same number as in 2017*. of the 9% in IT, 33% are women and 67% are men. Of the 4% working directly in IT, 28% are women and 72% are men. * IT companies are businesses that sell IT products or services to others.

4 PROGRESS TOWARDS DIVERSITY IS SLOW Examples of progress in IT over the last 5 years in Norway. Women who work directly in IT Women who work in and with IT

5 SHARE OF WOMEN IN EXECUTIVE POSITIONS % women in all sectors in Norway 21% in leadership positions 40% in corporate boards % women in IT in Norway 17% in leadership positions 20% in corporate boards

6 To achieve equality in the workplace, we need to address the part time, unpaid work gaps and pay gaps.

7 THREE WAYS TO CLOSE WOMEN S ECONOMIC GENDER GAP i) Increase the hours worked by women ii) Increase the participation of women in the workforce iii) Ensure closure of pay gaps

8 Closing part time and unpaid work gaps can contribute to greater gender equality in leadership positions

9 IMPORTANT CORRELATIONS Correlation between representation of women in leadership positions and women s employment rate as well as with hours of unpaid work!

10 Progress is slow; management commitment and quality of implementation could improve! 10

11 Over 50% of companies have implemented a majority of gender diversity measures, but only 50% of them are making real progress. only 7% of companies make gender diversity a top three priority only 25% of middle management is committed to improve gender diversity (vs 48% in top leadership) only 31% of employees think their company is strongly committed to gender diversity 62% of employees do not know how to act on gender diversity

12 The three game changers and other barriers that make a difference 12

13 WHAT BEST IN CLASS COMPANIES HAVE IN COMMON 1 PERSISTENCE 2 CEO COMMITMENT 3 HOLISTIC CHANGE PROGRAMS Best-in-class companies started to work on gender diversity earlier (3-5 years): there is a time to impact CEOs of best-in-class companies have gender diversity as a strategic priority and cascaded it at all levels Best-in-class companies have initiated holistic change programs 68% of best-in-class companies (vs. 49% of other companies) actively support and nurtures a gender diversity culture 60% have a compelling change story (vs. 56% of the others) 48% have role models and change agents embracing diversity (vs. only 33% of the other companies in our sample)

14 WOMEN FACE STRUCTURAL AND SYSTEMATIC DISADVANTAGES IN THE WORKPLACE AND AT HOME 1ANYTIME PERFORMANCE MODEL 2 DOUBLE BURDEN PARADOX 3 FLEXIBLE WORKLIFE % More women than men are penalized by the anytime performance model. Both genders believe an executive career demands anytime availability, which requires sacrificing personal and family life. This model makes combining an executive career with family life more difficult for women. The first reason employees are not seeking an executive position is that it could affect their work life balance. Women still do a disproportionate amount of housework, child and elder care. Women spend twice as much time on this than men. Household responsibilities are not equally shared. Both men and women argue that career paced-down options such as working part time or on a reduced schedule, would hinder their career. 30% of women express a concern that maternaty and family leave will greatly hurt their careers.

15 WE ARE AMBITIOUS, BUT WE NEED TO BUILD SELF ESTEEM Most men and women seek top executive positions, but fewer women than men expect to achieve this. % of women and men who want to % who want to be a top exec and believe it is likely they will become one 68% 48% Women Men 67% 44% 25% 42% get promoted to the next level become a top executive

16 The Gender Gap in Norway will close in By then, we will all not be here... So, in order for us to accelerate the change we want to see. We need to start with ourselves by

17 BELIEVING IN OURSELVES! BEING ROLE MODELS AND MENTORS FOR OTHERS! RAISING OUR HANDS! THANK YOU!

18 DIVERSITY WORKSHOP/DISCUSSIONS Give example of how you have raised your hands lately? What is preventing you from doing so or doing so more often? How can you overcome the barriers? How can you as an individual and as an employee or leader make a difference? How can we businesses and society accelerate the progress?

19 SOURCES AND RELEVANT RESEARCH Innovation through diversity. BCG and Technical University Munich: World Economic Forum: / «Andelen kvinner i norsk IT-bransje for Oda nettverk» Kantar & ODA, april 2018 (kan sendes på forespørsel) Women Matter Time to accelerate, McKinsey: 20matter/Women%20Matter%20Ten%20years%20of%20insights%20on%20t he%20importance%20of%20gender%20diversity/women-matter-time-toaccelerate-ten-years-of-insights-into-gender-diversity.ashx