ICWES15 - PB's Change Readiness for Gender Diversity.


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  • Blurb about PB:
  • Slide is captured to refresh people on our strategy. That we have a series of business initiatives, aimed at recruiting, engaging/ working, developing and retaining our female talent. Big message here is also one of INCLUSIVENESS. There is little about the work of the WN that does not enhance the experience for all staff – males and females.
  • The next r slides are about giving some insights into progress made to date. These messages will be backed up with enhanced comms about the WN over the next month or so. Goal would be to create the interest and feel free to focus on what you believe is most relevant to your region. This initiative is the one representing the biggest ‘change’ impact in the short term = essentially putting some hurdles in the recruitment process. Needs to be managed right to ensure business remains responsive and supportive.
  • Carer survey has produced some interesting results. While those that know about our flexible work arrangements feel they are beneficial, we still have a significant awareness issue. Interestingly, these arrangements are only seen as beneficial when strong management support is visible. We will provide more details and insight into the survey in April. Gender salary review – completed as part of our EOWA reporting.
  • ICWES15 - PB's Change Readiness for Gender Diversity.

    1. 1. Ready, Willing, Able PB’s change readiness for gender diversity
    2. 2. Not just a female thing: <ul><li>&quot;I am embarrassed by the under-representation of women within PB's upper management. There are many very talented women within my Sections, and several have raised with me their frustrations over their perceived lack of career opportunities beyond Principal Engineer. </li></ul><ul><li>I am very interested to be part of the strategy development for PBs WN program, in order to improve not only the opportunities for women within the organisation, but also to make PB a more attractive workplace for women joining the company.“ </li></ul><ul><li>&quot;I have seen the company develop over the last 20 years, which has been satisfying, however it is very frustrating that the organisation is not more balanced in the management ranks.  I have seen many opportunities in recent times of women not progressing and this needs to change if we are to achieve a better balance. Personally, i have many of the same stresses that women have in terms of looking after family etc so i feel i can offer a slightly different perspective than most. Also my role as director of capability has a keen interest in developing the best technical capability we can, we miss significant opportunity without a balance of female/male” </li></ul>
    3. 3. What we are committed to:
    4. 4. Partnering with experts to guide our decision making
    5. 6. What we have achieved so far…a work in progress. Program Progress <ul><li>Recruiting </li></ul><ul><li>Recruiting female leaders </li></ul><ul><li>Review of current advertising practices to ensure inclusivity. </li></ul><ul><li>Increased external branding to promote our commitment </li></ul><ul><li>Pilot of female recruitment initiatives to be introduced in April 2011. </li></ul><ul><ul><li>Ensuring at least 1 female candidate in selection pool for management roles </li></ul></ul><ul><ul><li>Concept of female staff member on the interview panel for management roles. </li></ul></ul>
    6. 7. What we have achieved so far…a work in progress. Program Progress <ul><li>Working </li></ul><ul><li>Supporting carer responsibilities. </li></ul><ul><li>Success factors for PT managers </li></ul><ul><li>Gender salary analysis </li></ul><ul><li>Carer survey completed at end 2010. Key findings to be released in April. </li></ul><ul><ul><ul><li>The majority of respondents were satisfied with their current flexible work arrangements (39% very satisfied, 58% moderately satisfied and 3% not satisfied) </li></ul></ul></ul><ul><ul><li>Reviewed salaries by position and gender in August 2010 and January 2011 </li></ul></ul><ul><ul><li>Identified an average differential of 6% (industry talk of 18% gap). </li></ul></ul><ul><ul><li>End of year review made progress in addressing this, with specific focus on roles with most significant gaps. </li></ul></ul>
    7. 8. What we have achieved so far…a work in progress. Program Progress <ul><li>Developing </li></ul><ul><li>External networks and partnerships </li></ul><ul><li>Mentors and role models </li></ul><ul><li>Realising women’s leadership potential. </li></ul><ul><li>Signed the Women’s Empowerment Principles. </li></ul><ul><li>Key sponsor for ICWES15 in July 2011. </li></ul><ul><ul><li>9 papers accepted </li></ul></ul><ul><li>MD now mentoring 2 senior women </li></ul><ul><li>Developing a pool of senior level mentors (internal and external) to now match with our female managers. </li></ul><ul><li>ADP program continues to invest in females above our female participation rate (40% female) </li></ul><ul><li>Significant changes made to the delivery of the program in 2011. </li></ul>
    8. 9. What we have achieved so far…a work in progress. Program Progress <ul><li>Retaining </li></ul><ul><li>Understanding why women leave PB? </li></ul><ul><li>MD now interviews all senior females who resign. (Sept 2010 launch). </li></ul><ul><li>To date, Jim has identified at least 2 additional issues he has asked for more work to be done on. </li></ul>
    9. 10. Turnover is still too high Good inroads to addressing female turnover issues Rate of female promotion from the ADP is lower than male turnover Strong investment in female accelerated development Increase in % female management representation A gap still exists – is it closing fast enough. Focused action on gender remuneration status.
    10. 11. What we have learned <ul><li>Inclusiveness </li></ul><ul><li>Take external guidance to help navigate your way through the personal-ness of the issue. </li></ul><ul><li>Stay focused </li></ul>