Our 10th anniversary provides a moment to reflect on the company that we’ve built together.
What I see is a company that is successful to a great extent because it is diverse, fair and just. A company that strives to behave honestly, ethically and with great integrity.
I hear different voices, listen to different perspectives and hear discussion and debate. I see people of very different backgrounds and upbringings treated fairly and given equal opportunity to thrive.
Reward Gateway is becoming a great company because we employ as many women as we do men, because we pay and reward fairly and because we are open to everyone regardless of the gender, sexuality, ethnicity, religion, age or educational background.
It is this diversity that makes us strong and resilient.
But still, our ambition exceeds our ability. We want to do more. We need better ethnic diversity, we need better age diversity. We need to find and eliminate unfairness and bias wherever we find it. We need to drive out anything that stands between us and the best talent.
This report is another good step on that journey.
Glenn Elliott
Founder & CEO, Reward Gateway
rg.co/diversity
This document discusses diversity in the retail industry. It finds that while diversity is comparable to overall workforce levels, with white non-Hispanic workers making up two-thirds, minorities face opportunity gaps. Black and Latino retail workers are overrepresented in low-paying, unstable jobs and underrepresented in management. There are barriers like stereotyping that limit minority access to informal networks important for career success. While diversity poses initial communication challenges, over time diverse groups develop strategies to consider more alternatives and perspectives, improving marketing, creativity, and cultural sensitivity.
Diversity in the workplace refers to differences among employees in characteristics such as race, gender, age, religion, and sexual orientation. While discrimination was historically common, laws now mandate fair treatment and opportunities regardless of these attributes. Research on diversity shows mixed results, finding both benefits like increased creativity and innovation, as well as potential negatives like conflict. Whether diversity's effects are positive depends on factors like an organization's culture and training. Today, many large companies promote diversity, though implicit biases still limit advancement for some groups. Continued diversity training aims to increase awareness and foster inclusive workplaces that capitalize on the strengths of all employees.
The document discusses the importance of diversity and diversity management for organizations. It notes that the workforce is increasingly diverse due to globalization and demographic changes. Diversity can have both positive impacts like new perspectives and ideas, as well as negative impacts like conflicts if not managed properly. As such, many organizations are adopting diversity management approaches to address legal requirements and better meet the needs of diverse customers and workers. Effective diversity management requires long-term commitment from leadership and changes to human resources practices to promote inclusion and fairness.
The document discusses diversity in the workplace. It defines diversity and outlines laws from the 1960s that promoted diversity and prohibited discrimination. Research on diversity has found both benefits like increased innovation and creativity, as well as potential negatives like conflict. Whether diversity has positive or negative effects depends on factors like organization size and culture. Many organizations now provide diversity training to increase awareness and promote effective management of diverse workplaces, though discrimination still exists in some companies.
Benefits of cultural diversity in the hospitality industryFoods1975
This document discusses the benefits of cultural diversity in the hospitality industry. It outlines three main benefits: 1) attracting a broad range of talent which increases the chances of hiring excellent employees, 2) promoting a positive organizational culture by rewarding employees based on merit rather than attributes, and 3) improving talent retention and reducing turnover by creating a welcoming workplace. It also provides tips for cultivating a culture of diversity, such as acknowledging differences, seeking mentors, and encouraging implicit bias training. The overall message is that bolstering workplace diversity requires continuous effort but yields measurable long-term benefits to business strength.
The Importance of Diversity in the WorkplaceJjuan Sleet
Diversity in the workplace is vital for business success. This document discusses three key aspects of diversity: gender, culture, and skillsets. Regarding gender, it notes that incorporating both male and female perspectives leads to better problem solving and decision making. It also outlines some historical issues around gender inequality and discrimination in the workplace. For culture, the document emphasizes the benefits of a multicultural workforce, including a broader range of skills and greater understanding in a global marketplace. Finally, it argues that combining diverse skillsets among employees allows companies to overcome challenges, similar to how teams leverage individual abilities in movies like The A-Team.
How Workplace DiversityDrives and Challenges PerformanceThe HR Observer
This document discusses how managing workforce diversity can drive business performance but also present challenges. It defines diversity as differences in things like race, culture, gender and abilities that provide a variety of perspectives. True diversity goes beyond just representation and involves treating everyone fairly and maximizing all workers' potential. Simply having a diverse workforce in photos means little without inclusion at all levels of management where diversity can foster innovation. The document provides tips for managing diversity like challenging policies that disadvantage groups and ensuring diversity is part of all management levels. An exercise also prompts listing changes to meet a diverse workforce's needs.
Essay on diversity in the workplace - aiu(final)Donasian Mbonea
The world’s increasing globalization requires more interac¬tion among people from diverse backgrounds. People no longer live and work in an insular environment; they are now part of a worldwide economy competing within a global framework. For this reason, profit and non-profit organizations need to become more diversified to remain competitive. Maximizing and capitalizing on workplace diversity is an important issue for management (Betchoo, 2015)
Supervisors and managers need to recognize the ways in which the workplace is changing and evolving. Managing diversity is a significant organizational challenge, so mana¬gerial skills must adapt to accommodate a multicultural work environment. (Agarwala, 2010)
It is a known fact that diversity is gaining more importance nowadays than ever before given that the world better accommodates people with differences since it has transformed into a global village, a term that looked distant in the past but looks more apparent today than ever before. This calls for acceptance of differences which are, in essence, the elements of diversity. Traditionally, diversity could mainly focus on gender, age and ethnicity issues but there are new concepts like HIV/AIDS workers, dual – career couples, mobile workers that have become part of the workplace and have their role to play in the society (Betchoo, 2015).
Then comes the foreign employee. There are two trends that are identifiable. Firstly, people from the developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives are moving to developing nations to sell their managerial expertise. Foreign employees might also invoke the issue of cultural diversity and tolerance. Acceptance of diversity also covers the issue of race relations which are easy tough to manage despite struggles won in many parts of the world.
Workplace diversity exists when companies hire employees from various backgrounds and experiences. Many companies see workplace diversity as an investment toward building a better business. Although workplace diversity provides many benefits, it also poses many challenges to employees and managers. To reap the benefits of workplace diversity, employees and managers must understand the challenges and know how to effectively deal with them.
The essay explore the meaning of diversity as a concept, managing diversity, a model for diversity, HRM in workplace diversity, tools for managing diversity, benefits of diversity in the workplace, challenges of diversity in the workplace, strategies for managing diverse workforce, Literature review on managing workplace diversity as well as reviewing one case study on the topic.
This document discusses diversity in the retail industry. It finds that while diversity is comparable to overall workforce levels, with white non-Hispanic workers making up two-thirds, minorities face opportunity gaps. Black and Latino retail workers are overrepresented in low-paying, unstable jobs and underrepresented in management. There are barriers like stereotyping that limit minority access to informal networks important for career success. While diversity poses initial communication challenges, over time diverse groups develop strategies to consider more alternatives and perspectives, improving marketing, creativity, and cultural sensitivity.
Diversity in the workplace refers to differences among employees in characteristics such as race, gender, age, religion, and sexual orientation. While discrimination was historically common, laws now mandate fair treatment and opportunities regardless of these attributes. Research on diversity shows mixed results, finding both benefits like increased creativity and innovation, as well as potential negatives like conflict. Whether diversity's effects are positive depends on factors like an organization's culture and training. Today, many large companies promote diversity, though implicit biases still limit advancement for some groups. Continued diversity training aims to increase awareness and foster inclusive workplaces that capitalize on the strengths of all employees.
The document discusses the importance of diversity and diversity management for organizations. It notes that the workforce is increasingly diverse due to globalization and demographic changes. Diversity can have both positive impacts like new perspectives and ideas, as well as negative impacts like conflicts if not managed properly. As such, many organizations are adopting diversity management approaches to address legal requirements and better meet the needs of diverse customers and workers. Effective diversity management requires long-term commitment from leadership and changes to human resources practices to promote inclusion and fairness.
The document discusses diversity in the workplace. It defines diversity and outlines laws from the 1960s that promoted diversity and prohibited discrimination. Research on diversity has found both benefits like increased innovation and creativity, as well as potential negatives like conflict. Whether diversity has positive or negative effects depends on factors like organization size and culture. Many organizations now provide diversity training to increase awareness and promote effective management of diverse workplaces, though discrimination still exists in some companies.
Benefits of cultural diversity in the hospitality industryFoods1975
This document discusses the benefits of cultural diversity in the hospitality industry. It outlines three main benefits: 1) attracting a broad range of talent which increases the chances of hiring excellent employees, 2) promoting a positive organizational culture by rewarding employees based on merit rather than attributes, and 3) improving talent retention and reducing turnover by creating a welcoming workplace. It also provides tips for cultivating a culture of diversity, such as acknowledging differences, seeking mentors, and encouraging implicit bias training. The overall message is that bolstering workplace diversity requires continuous effort but yields measurable long-term benefits to business strength.
The Importance of Diversity in the WorkplaceJjuan Sleet
Diversity in the workplace is vital for business success. This document discusses three key aspects of diversity: gender, culture, and skillsets. Regarding gender, it notes that incorporating both male and female perspectives leads to better problem solving and decision making. It also outlines some historical issues around gender inequality and discrimination in the workplace. For culture, the document emphasizes the benefits of a multicultural workforce, including a broader range of skills and greater understanding in a global marketplace. Finally, it argues that combining diverse skillsets among employees allows companies to overcome challenges, similar to how teams leverage individual abilities in movies like The A-Team.
How Workplace DiversityDrives and Challenges PerformanceThe HR Observer
This document discusses how managing workforce diversity can drive business performance but also present challenges. It defines diversity as differences in things like race, culture, gender and abilities that provide a variety of perspectives. True diversity goes beyond just representation and involves treating everyone fairly and maximizing all workers' potential. Simply having a diverse workforce in photos means little without inclusion at all levels of management where diversity can foster innovation. The document provides tips for managing diversity like challenging policies that disadvantage groups and ensuring diversity is part of all management levels. An exercise also prompts listing changes to meet a diverse workforce's needs.
Essay on diversity in the workplace - aiu(final)Donasian Mbonea
The world’s increasing globalization requires more interac¬tion among people from diverse backgrounds. People no longer live and work in an insular environment; they are now part of a worldwide economy competing within a global framework. For this reason, profit and non-profit organizations need to become more diversified to remain competitive. Maximizing and capitalizing on workplace diversity is an important issue for management (Betchoo, 2015)
Supervisors and managers need to recognize the ways in which the workplace is changing and evolving. Managing diversity is a significant organizational challenge, so mana¬gerial skills must adapt to accommodate a multicultural work environment. (Agarwala, 2010)
It is a known fact that diversity is gaining more importance nowadays than ever before given that the world better accommodates people with differences since it has transformed into a global village, a term that looked distant in the past but looks more apparent today than ever before. This calls for acceptance of differences which are, in essence, the elements of diversity. Traditionally, diversity could mainly focus on gender, age and ethnicity issues but there are new concepts like HIV/AIDS workers, dual – career couples, mobile workers that have become part of the workplace and have their role to play in the society (Betchoo, 2015).
Then comes the foreign employee. There are two trends that are identifiable. Firstly, people from the developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives are moving to developing nations to sell their managerial expertise. Foreign employees might also invoke the issue of cultural diversity and tolerance. Acceptance of diversity also covers the issue of race relations which are easy tough to manage despite struggles won in many parts of the world.
Workplace diversity exists when companies hire employees from various backgrounds and experiences. Many companies see workplace diversity as an investment toward building a better business. Although workplace diversity provides many benefits, it also poses many challenges to employees and managers. To reap the benefits of workplace diversity, employees and managers must understand the challenges and know how to effectively deal with them.
The essay explore the meaning of diversity as a concept, managing diversity, a model for diversity, HRM in workplace diversity, tools for managing diversity, benefits of diversity in the workplace, challenges of diversity in the workplace, strategies for managing diverse workforce, Literature review on managing workplace diversity as well as reviewing one case study on the topic.
Workforce diversity refers to a mix of workers from different backgrounds including race, ethnicity, age, gender, culture and sexual orientation. The goals of workforce diversity include maximizing productivity and creativity, increasing employee loyalty, gaining competitive advantage, and improving decision making. Dimensions of diversity include primary dimensions like age, race and gender which are inborn, and secondary dimensions like education, religion and work culture. Managing diversity brings benefits like strengthening culture, enhancing reputation, attracting talent, and improving motivation, efficiency, and customer satisfaction. Approaches to manage diversity include individual approaches like learning and empathy, and organizational approaches like testing, training, and mentoring.
This document provides an overview and objectives of a diversity training presentation. It includes data from a diversity questionnaire showing demographic information about employees. It defines diversity and distinguishes between equal employment opportunity, affirmative action, and diversity. It discusses how individual cultural perspectives can influence communication and lists many cultural factors. It outlines benefits of workplace diversity and research showing positive associations between diversity and business performance. It also discusses organizational culture, cultural competence, and ways companies and employees can promote diversity.
The document discusses managing diversity in the workforce. It covers trends in the changing demographics of the US workforce including more women working and increasing ethnic diversity. It discusses government policies promoting equal employment opportunities. Effective diversity management practices that companies can adopt are outlined, including recruitment, support for minority employees, and work-life balance programs. Managing diversity brings competitive advantages like attracting diverse talent and better serving diverse customer bases.
Diversity work force and its impacts on organizational performance + master ...Ubah Esse
This document provides an introduction and literature review for a thesis on the impact of diversity in the workforce on organizational performance. The introduction discusses the increasing need for organizations to manage a diverse workforce due to globalization. It then presents the background and objectives of the study, which is to investigate how diversity impacts employee and organizational performance. The literature review examines definitions of key concepts like diversity and discusses previous research that has found both benefits and challenges to diversity and its management in organizations. It explores how diversity can provide competitive advantages through improved problem-solving and marketing, but also how poor management can increase costs through issues like low morale.
The document discusses diversity management in the workplace. It covers topics like multicultural skills building, promoting collaboration, advantages of managing diversity well, discrimination, gender barriers, persons with disabilities, older employees, and generational differences at work. It provides strategies for being a leader in a diverse workplace and developing skills to build productive relationships with all types of people from different cultural backgrounds.
Diversity and Inclusion: The Business Case
2013 research found that almost all leaders polled believe diversity and inclusion can boost business performance.
However, many organizations say their inability to find enough women, people of color and other diverse groups to fill positions is a problem.
What is the Real Problem? They don’t know where to look.
The Measureable Value of Diversity and InclusionLaunchpad
Diversity and inclusivity (D&I) in the workplace is one of the most pressing and controversial topics in the business world today. This subject receives extensive coverage nationally and internationally – but are we simply paying it lip service? It could be that we have our sights set much farther than where our feet lie. At the very least, conversations surrounding D&I have blossomed encouraging coherent strategies for a more inclusive future.
This document provides an overview of diversity in the workplace and outlines goals for a training module. It defines diversity and why it is good for business. Diversity refers to differences between people including visible traits as well as less obvious factors. A diverse workforce that reflects customers helps increase sales, productivity and employee morale. The module teaches about promoting mutual respect and avoiding a hostile work environment, defined as intimidating or offensive conduct. Successful companies recognize the value of diversity and actively manage it.
The document discusses managing a diverse workforce and effective communication as a manager. It addresses issues like dealing with prejudice, setting an example of upholding organizational values, not ignoring employee questions, appreciating staff, the role of managers in establishing an ethical communication climate, and skills needed to communicate in multicultural organizations. The document also references sources on topics like organizational communication, management communication skills, communication climate, managing across cultures, changing workforce demographics, and generational divides in the workplace.
This document contains learning objectives and content about managing diversity in the workplace from chapter 8 of an organizational behavior textbook. It discusses how the changing US workforce requires effective diversity management. Specific topics covered include defining diversity, addressing issues like gender disparities and harassment, managing minorities and immigrants, disabilities, and an aging workforce. It also discusses managing diversity globally and how cultural differences impact management across countries.
This document discusses managing diversity in the workplace. It defines diversity as acknowledging differences among people in age, class, ethnicity, gender, ability, race, spirituality, and economic status. Managing diversity means planning systems to maximize the benefits of diversity while minimizing disadvantages. A diverse workforce can stimulate creativity, improve customer service, enhance problem-solving, and create a flexible and happy workforce. Challenges include ensuring fairness, managing resistance to change, and reducing conflicts. The document recommends creating an inclusive environment, avoiding stereotyping, and employing diversity managers.
Workplace diversity: benefits and challengesSarie Leroy
- What is meant by workforce diversity?
- Am I ready for implementing workforce diversity?
- Is my company ready for workfocre diversity?
- Tips & tricks
The changing demographics of the United States are transforming the culture and
buying habits of this nation. This metamorphosis is occurring more rapidly than
anticipated. Companies that intend to be competitive going forward must understand
and actively court merging-market customers, including people of color, gays/lesbians
and people with disabilities.
This document discusses managing cultural diversity in the workplace. It addresses the challenges of cultural diversity, including communication challenges, discrimination issues, and training challenges faced by a multicultural workforce. It also covers employee relationship management systems and diversity management training programs that can help organizations overcome stereotypes and increase fairness. Specific communication barriers, types of discrimination, and cultural value dimensions are defined. Strategies are provided for overcoming challenges like misunderstandings, differing norms, beliefs, and stereotypes.
I had the opportunity to take a course on Human Relations. One of the many issues we discussed was Equal Opportunity and diversity in the workplace. This presentation sums up many of the concerns, issues, and laws on diversity in the workplace and equal opportunity.
This document discusses diversity in organizations. It defines diversity as differences among people in both observable characteristics like race, gender, and age, as well as unobservable deep-level characteristics like values and personalities. It outlines the types of diversity as surface-level, including physical attributes, and deep-level, including goals and decision-making styles. Benefits of workforce diversity include increased productivity, creativity, and market share, while negatives can include conflicts and disunity. Managing diversity requires addressing generation gaps, gender differences, disability access, sexual orientation, intellectual abilities, and individual values through training, policies, infrastructure, and giving freedom to individuals.
ReadySetPresent (DiversityPowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Recognizing the unique characteristics of each individual creates a more interesting, stimulating and valuable workplace for everyone. Diversity PowerPoint Presentation Content slides include topics such as: the various aspects of diversity, 5 slides on understanding diversity, 4 examples of innovative diversity programs, 4 types of workforce benefits, 6 key goals of diversified corporations, 20+ slides on diversity in business and how to efficiently manage your workforce, 8 leadership characteristics important to tackling diversity, 4 slides on enacting change, 4 examples on how to reword an issue, promoting safe communication outlets, the 4 areas impacted by diversity management, 8 slides on how to: recruit, retain, benchmark, train and communicate, 5 slides on the 3 stages of workforce demographic change, measuring productivity and investment potential, 6 slides on the 5 step process of organizational change, 6 slides on catering to your consumer market, 3 common methods of risk diversification, 12 slides on methods and programs organizations can use to diversify, and more!
Project Meadow was the 18 month project to build Reward Gateway's new London hub. Designed as an agile workspace we replaced permanent desks with varied spaces for different types of work. The project's goal was to improve communication between teams, build social capital and create a welcoming place for clients, our HR Heroes, to come and collaborate.
The new site opened on 4th July 2016 and this slide deck shares some of the pictures of the new workspace.
In response to a question from a colleague on RG's Glassdoor profile, we needed to check in on what our people stats - joiners and leavers look like. This deck tells the story
Workforce diversity refers to a mix of workers from different backgrounds including race, ethnicity, age, gender, culture and sexual orientation. The goals of workforce diversity include maximizing productivity and creativity, increasing employee loyalty, gaining competitive advantage, and improving decision making. Dimensions of diversity include primary dimensions like age, race and gender which are inborn, and secondary dimensions like education, religion and work culture. Managing diversity brings benefits like strengthening culture, enhancing reputation, attracting talent, and improving motivation, efficiency, and customer satisfaction. Approaches to manage diversity include individual approaches like learning and empathy, and organizational approaches like testing, training, and mentoring.
This document provides an overview and objectives of a diversity training presentation. It includes data from a diversity questionnaire showing demographic information about employees. It defines diversity and distinguishes between equal employment opportunity, affirmative action, and diversity. It discusses how individual cultural perspectives can influence communication and lists many cultural factors. It outlines benefits of workplace diversity and research showing positive associations between diversity and business performance. It also discusses organizational culture, cultural competence, and ways companies and employees can promote diversity.
The document discusses managing diversity in the workforce. It covers trends in the changing demographics of the US workforce including more women working and increasing ethnic diversity. It discusses government policies promoting equal employment opportunities. Effective diversity management practices that companies can adopt are outlined, including recruitment, support for minority employees, and work-life balance programs. Managing diversity brings competitive advantages like attracting diverse talent and better serving diverse customer bases.
Diversity work force and its impacts on organizational performance + master ...Ubah Esse
This document provides an introduction and literature review for a thesis on the impact of diversity in the workforce on organizational performance. The introduction discusses the increasing need for organizations to manage a diverse workforce due to globalization. It then presents the background and objectives of the study, which is to investigate how diversity impacts employee and organizational performance. The literature review examines definitions of key concepts like diversity and discusses previous research that has found both benefits and challenges to diversity and its management in organizations. It explores how diversity can provide competitive advantages through improved problem-solving and marketing, but also how poor management can increase costs through issues like low morale.
The document discusses diversity management in the workplace. It covers topics like multicultural skills building, promoting collaboration, advantages of managing diversity well, discrimination, gender barriers, persons with disabilities, older employees, and generational differences at work. It provides strategies for being a leader in a diverse workplace and developing skills to build productive relationships with all types of people from different cultural backgrounds.
Diversity and Inclusion: The Business Case
2013 research found that almost all leaders polled believe diversity and inclusion can boost business performance.
However, many organizations say their inability to find enough women, people of color and other diverse groups to fill positions is a problem.
What is the Real Problem? They don’t know where to look.
The Measureable Value of Diversity and InclusionLaunchpad
Diversity and inclusivity (D&I) in the workplace is one of the most pressing and controversial topics in the business world today. This subject receives extensive coverage nationally and internationally – but are we simply paying it lip service? It could be that we have our sights set much farther than where our feet lie. At the very least, conversations surrounding D&I have blossomed encouraging coherent strategies for a more inclusive future.
This document provides an overview of diversity in the workplace and outlines goals for a training module. It defines diversity and why it is good for business. Diversity refers to differences between people including visible traits as well as less obvious factors. A diverse workforce that reflects customers helps increase sales, productivity and employee morale. The module teaches about promoting mutual respect and avoiding a hostile work environment, defined as intimidating or offensive conduct. Successful companies recognize the value of diversity and actively manage it.
The document discusses managing a diverse workforce and effective communication as a manager. It addresses issues like dealing with prejudice, setting an example of upholding organizational values, not ignoring employee questions, appreciating staff, the role of managers in establishing an ethical communication climate, and skills needed to communicate in multicultural organizations. The document also references sources on topics like organizational communication, management communication skills, communication climate, managing across cultures, changing workforce demographics, and generational divides in the workplace.
This document contains learning objectives and content about managing diversity in the workplace from chapter 8 of an organizational behavior textbook. It discusses how the changing US workforce requires effective diversity management. Specific topics covered include defining diversity, addressing issues like gender disparities and harassment, managing minorities and immigrants, disabilities, and an aging workforce. It also discusses managing diversity globally and how cultural differences impact management across countries.
This document discusses managing diversity in the workplace. It defines diversity as acknowledging differences among people in age, class, ethnicity, gender, ability, race, spirituality, and economic status. Managing diversity means planning systems to maximize the benefits of diversity while minimizing disadvantages. A diverse workforce can stimulate creativity, improve customer service, enhance problem-solving, and create a flexible and happy workforce. Challenges include ensuring fairness, managing resistance to change, and reducing conflicts. The document recommends creating an inclusive environment, avoiding stereotyping, and employing diversity managers.
Workplace diversity: benefits and challengesSarie Leroy
- What is meant by workforce diversity?
- Am I ready for implementing workforce diversity?
- Is my company ready for workfocre diversity?
- Tips & tricks
The changing demographics of the United States are transforming the culture and
buying habits of this nation. This metamorphosis is occurring more rapidly than
anticipated. Companies that intend to be competitive going forward must understand
and actively court merging-market customers, including people of color, gays/lesbians
and people with disabilities.
This document discusses managing cultural diversity in the workplace. It addresses the challenges of cultural diversity, including communication challenges, discrimination issues, and training challenges faced by a multicultural workforce. It also covers employee relationship management systems and diversity management training programs that can help organizations overcome stereotypes and increase fairness. Specific communication barriers, types of discrimination, and cultural value dimensions are defined. Strategies are provided for overcoming challenges like misunderstandings, differing norms, beliefs, and stereotypes.
I had the opportunity to take a course on Human Relations. One of the many issues we discussed was Equal Opportunity and diversity in the workplace. This presentation sums up many of the concerns, issues, and laws on diversity in the workplace and equal opportunity.
This document discusses diversity in organizations. It defines diversity as differences among people in both observable characteristics like race, gender, and age, as well as unobservable deep-level characteristics like values and personalities. It outlines the types of diversity as surface-level, including physical attributes, and deep-level, including goals and decision-making styles. Benefits of workforce diversity include increased productivity, creativity, and market share, while negatives can include conflicts and disunity. Managing diversity requires addressing generation gaps, gender differences, disability access, sexual orientation, intellectual abilities, and individual values through training, policies, infrastructure, and giving freedom to individuals.
ReadySetPresent (DiversityPowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Recognizing the unique characteristics of each individual creates a more interesting, stimulating and valuable workplace for everyone. Diversity PowerPoint Presentation Content slides include topics such as: the various aspects of diversity, 5 slides on understanding diversity, 4 examples of innovative diversity programs, 4 types of workforce benefits, 6 key goals of diversified corporations, 20+ slides on diversity in business and how to efficiently manage your workforce, 8 leadership characteristics important to tackling diversity, 4 slides on enacting change, 4 examples on how to reword an issue, promoting safe communication outlets, the 4 areas impacted by diversity management, 8 slides on how to: recruit, retain, benchmark, train and communicate, 5 slides on the 3 stages of workforce demographic change, measuring productivity and investment potential, 6 slides on the 5 step process of organizational change, 6 slides on catering to your consumer market, 3 common methods of risk diversification, 12 slides on methods and programs organizations can use to diversify, and more!
Project Meadow was the 18 month project to build Reward Gateway's new London hub. Designed as an agile workspace we replaced permanent desks with varied spaces for different types of work. The project's goal was to improve communication between teams, build social capital and create a welcoming place for clients, our HR Heroes, to come and collaborate.
The new site opened on 4th July 2016 and this slide deck shares some of the pictures of the new workspace.
In response to a question from a colleague on RG's Glassdoor profile, we needed to check in on what our people stats - joiners and leavers look like. This deck tells the story
The document discusses the importance of diversity and inclusion in the workplace, defining key terms and outlining best practices for effectively managing diversity such as emphasizing its value, eliminating misconceptions, improving management, and developing greater productivity while enhancing human relations by respecting differences among all individuals. It also addresses challenges like discrimination and biases that can arise without proper diversity management.
Motivate Europe Live : The Future of Employment Analysing the threats and o...Motivate Europe Live
This document discusses the future of employment in light of technological disruptors like robotics, AI, digitization and automation. It notes that Foxconn aims to replace 1 million manufacturing jobs with robots in 3 years, and the decreasing cost of genome sequencing. While some jobs will be lost, the global economy is projected to grow substantially in coming decades. It encourages adapting to changes and embracing new opportunities to motivate workers during this transition.
There's a lot of nonsense talked about employee engagement and a lot of people think you can get it be throwing a few incentives around. They're wrong.
Ultimately employee engagement is simply a choice. It's a choice between how you want your organisation to thrive.
So ask yourself - do you want to engage your people or eliminate your people? It's up to you.
how to describe the workplace diversity?kumail mehdi
Workplace diversity refers to human characteristics that make people different, such as gender, age, ethnicity, religion, and other attributes. A diverse workforce presents both challenges and opportunities for human resource management. Managing diversity effectively requires attracting and maintaining a workforce that reflects society, promoting sensitivity to differences, and addressing varying employee needs, values, and expectations. A diverse workforce can provide competitive advantages through improved marketing, creativity, problem-solving, and flexibility. However, human resource management must also deal with issues like stereotypes, misunderstandings, and maintaining a work-life balance for all employees.
This document discusses reward management and reward systems. It covers:
1. Reward management aims to recognize employee contributions and align rewards with business goals to promote high performance.
2. A reward system includes interrelated processes like business strategy, reward strategy, performance management, and job design that ensure effective reward management.
3. Key elements of a reward system include financial rewards like base pay, contingent pay, benefits; and non-financial rewards like recognition, development opportunities, and work environment. Grade and pay structures provide the framework to implement pay policies.
The document discusses diversity training, what it is, why it's important, and when it started. It provides two scenarios as examples of issues diversity training can address. Diversity training aims to make employees aware of diversity issues and promote cohesiveness. It started in the 1960s in response to the civil rights movement. There are two main types - awareness training and skill-based training. The goal is to help employees understand valuing different attitudes and skills within a team can lead to extraordinary performance.
The art of selling with video : For WistiaFestReward Gateway
This document summarizes Glenn Elliott's presentation at WistiaFest 2016 about how his company Reward Gateway used video in sales to build relationships with customers and grow into a $250 million business with 1,200 clients. Some key points discussed include:
- Reward Gateway started in 2006 and now has 330 employees and 50 sales reps.
- Elliott believes all sales are "human to human" and video is effective for showing humanity, personality and authenticity in sales conversations.
- Video can help sales reps at three key stages: connecting, convincing, and closing deals.
- The basics of video for sales include looking at the camera, keeping it casual in location and lighting, and being authentic and personal in a one
This document provides background information on Unilever acquiring a major Russian ice cream producer called Inmarko. It discusses the tasks and challenges facing Anna, the HR Director of Unilever, in integrating the two companies, including developing a new organizational model, optimizing staffing, integrating corporate cultures, and achieving synergy targets. Anna must address differences in the companies' cultures, structures, and skills to successfully integrate Inmarko into Unilever.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
This document provides an overview and analysis of board diversity within the ASX300 companies in Australia. It examines gender diversity, cultural diversity, and skills/experience diversity on corporate boards. For gender diversity, it finds that the top 50 ASX companies improved from a 77.4% male/22.6% female split in 2014 to a 74.4%/25.6% split in 2015. However, diversity decreases moving down the ASX rankings. For cultural diversity, there was a small increase in directors from non-Australian backgrounds, but the majority still come from English-speaking countries. Directors with Asian backgrounds remain significantly underrepresented. In terms of skills, accounting, finance, and legal backgrounds dominate boards, while technology
This document provides an analysis of board diversity within the ASX300 companies in Australia. It examines gender diversity, cultural diversity, and skills/experience diversity on corporate boards. For gender diversity, it finds that the top 50 ASX companies improved from a 77.4% male/22.6% female split in 2014 to a 74.4%/25.6% split in 2015. However, diversity decreases moving down the ASX rankings. For cultural diversity, there was a small increase in directors from non-Australian backgrounds, but most were from English-speaking countries. Directors with Asian backgrounds remain underrepresented. In skills diversity, accounting, finance and legal backgrounds dominate boards, while technology and HR skills are scarce. The
This document analyzes the effects of language barriers on labor force status and occupation in the United States using data from the 2010-2011 American Community Survey. It begins with an introduction on the motivation and research question. Descriptive statistics are then provided on variables like age, gender, education level, English fluency, and whether individuals are in the labor force or what industry they work in. Conditional statistics examine how being out of the labor force or working in manual labor is affected by independent variables. Logistic regression models are then used to analyze the relationships between the variables.
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
The document discusses inclusion within the Ontario Public Service (OPS). It outlines the OPS' 2013-2016 strategic plan for inclusion called "Inclusion Now!", which has priorities such as helping managers become more inclusive leaders and further embedding inclusion as a core workplace value. With 15% of OPS employees eligible to retire within 3 years and 21% within 5 years, taking opportunities to prepare for leadership roles is important. An inclusive leader intentionally seeks diverse perspectives to maximize performance. The OPS Diversity Office aims to have inclusion principles understood and embedded by all employees across the organization.
This document provides a summary of a guide on increasing diversity in organizations. It discusses two dimensions of diversity - inherent diversity relating to attributes people are born with, and acquired diversity relating to life experiences. It then introduces Green Park Diversity Analytics, which analyzes the executive labor market by attributes like gender and ethnicity. Its analysis of FTSE 100 boards found low representation of women and minorities. The document outlines three talent pipelines - internal promotion, external hires from the same sector, and hires from other sectors. It provides case studies of companies that increased diversity and saw business benefits.
This document provides a summary of key points about diversity in 10 brief chapters. It discusses how diverse executive teams can provide a competitive advantage through broader perspectives, serial innovation, better client understanding, global reach, and attracting top talent.
It defines two dimensions of diversity - inherent (gender, ethnicity) and acquired (experience, skills). Research is presented showing firms with diverse boards outperform peers. Case studies of companies like B&Q, Standard Chartered, and Cisco that achieved business benefits from diversity initiatives are provided.
The document introduces a new concept of analyzing executive talent pipelines through inherent, acquired and cross-sector streams. It analyzes FTSE 100 diversity data and finds low representation of women and minorities. Overall
If you’re not already thinking about how to increase diversity in your top team, you should be. Some of the world’s most successful organisations know that teams from different backgrounds and perspectives are sharper and more innovative, and perform better for their clients than teams who look, think and feel the same. And rather than producing flash-in-the-pan success, this type of mix is a recipe for sustainable improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large department, you probably don’t have much spare time to think about diversity. So we’ve produced this guide purely for busy executives who want to decipher why this matters to their organisation’s ability to grow and evolve, and who need to talk to other people about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten simple chapters, each of which shouldn’t take much more than a minute to read – but behind each chapter there’s a wealth of information, with Green Park’s suggestions for further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is a myth of lack of talent; nothing could be further from the truth. There’s no shortage of high-calibre candidates from under-represented groups, but sourcing them often requires the focus, market intelligence and reach that only an expert executive search firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips, a research and advisory body, which uses unique quantitative modelling to analyse the executive labour market by specific dimensions of diversity. Our methodology can help us to identify gaps and source the best candidates for your team, bringing results that are quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
Hays Global Gender Diversity Report 2016Hays Portugal
De acordo com um inquérito realizado pela Hays junto de mais de 11.500 inquiridos em 24 países, por ocasião do Dia Internacional da Mulher, homens e mulheres têm percepções muito diferentes quanto à desigualdade entre géneros a nível profissional.
O relatório analisa as respostas dos inquiridos em factores como ambição, auto-promoção, igualdade salarial, oportunidades de carreira e políticas de diversidade de género nas empresas.
This document summarizes the key findings of a global gender diversity report compiled by Hays based on a survey of over 11,500 respondents across 25 countries. Some of the main findings include:
- Women have nearly equal ambition to men for reaching senior roles like director and CEO, but significantly fewer women actually attain these roles, showing companies are not effectively promoting female talent.
- Fewer than 50% of respondents globally feel they have opportunities to self-promote and communicate career ambitions, which is important for career development. This number is lower for women (47%) compared to men (53%).
- Developed markets like the US and Germany lag behind other regions in measures of female ambition and opportunities for self-promotion,
The gender pay gap statistic, which shows that women earn 77 cents for every dollar men earn, is often misunderstood and misused by both critics and supporters of gender equality. While the statistic does not account for all factors like occupation and experience, it still provides useful information about gender inequality in the workplace. The author analyzes additional data showing the pay gap varies in different situations but never disappears, suggesting discrimination remains an issue. More nuanced analysis is needed to fully understand the causes of the gender pay gap.
This document summarizes the findings of a survey on diversity in the City of London workforce. Some key findings include:
- Over half of respondents believe diversity is important, with under a third being indifferent. However, respondents did not identify clear business benefits of diversity.
- Employees believe diversity makes their employer more attractive and improves motivation, but has no effect on productivity.
- Perceptions of employer and manager commitment to diversity have declined slightly from last year, with gender and race seen as the top priorities. Disability and age are lower priorities.
- Highest-paid employees, women, and ethnic minorities place most importance on diversity, while those over 60 believe it is less important.
In 2009, Australia’s Federal Sex Discrimination Commissioner, Elizabeth Broderick, brought together 12 of Australia’s most senior male leaders for the purpose of increasing gender equality and the representation of women in leadership within Australia. They are the Male Champions of Change
This document summarizes the key findings from a 2018 report on diversity, inclusion, and intersectionality published by Culture Amp and Paradigm. The report analyzes survey data from over 100 companies on employees' experiences across various social identities. Key findings include: (1) The future workforce will be more diverse and intersectional as traditionally underrepresented groups grow; (2) Minority employees experience company culture less positively than majority groups; and (3) Factors related to belonging, communication, and decision-making most strongly drive engagement. The report emphasizes that focusing on inclusion and belonging is more important than representation alone for creating an engaged workforce.
Report 01_Profile of Singapore 2015_EmailKate Walrond
The document summarizes the findings of a survey of 710 people working in Singapore, predominantly in financial services and management consulting. Key findings include:
- The average worker is a 37-year-old Chinese or Indian male earning $131,059 per year in a technology or operations role at an investment bank.
- Women and younger workers earn less on average than men and older workers. There is also a gender imbalance with women representing only 19.7% of respondents.
- Workers are highly educated, with over 90% having at least an undergraduate degree. Religious diversity is also higher among respondents compared to Singapore's overall population.
Microsoft's 2022 Diversity & Inclusion Report highlights progress made in increasing representation across various groups. Notable takeaways include representation growth for women, racial and ethnic minorities, and people with disabilities. Progress highlights show the highest year-over-year representation increases in several categories in the past five years. Microsoft is committed to diversity and inclusion as central to empowering employees and customers. The report provides data on representation and populations to measure and track progress.
This document discusses Google's ideological biases and their impact. It argues that Google has created a politically correct "echo chamber" that silences dissenting views. It suggests Google's focus on diversity has led to discriminatory hiring practices and programs only for certain genders and races. The document acknowledges gender and racial diversity are important, but questions Google's methods and asserts they increase tensions and are unfair. It recommends de-moralizing diversity discussions and increasing viewpoint diversity to include conservatives.
Bonus for balance | Achieving gender equality: where do we start?Morgan McKinley
This document discusses achieving gender equality and closing the gender pay gap. It notes that women are still paid less than men, even when controlling for factors like job role and experience. Unconscious bias and cultural norms that discourage women from self-promotion contribute to this gap. Quotas may help increase women in leadership but do not address root causes. A startup culture that focuses on results rather than hours worked and traditional career paths may be better for gender equality. Mentorship programs need to bring both men and women together to change perceptions.
Despite more companies committing to gender equality and women earning more college degrees, women remain underrepresented in corporate leadership. A study found that progress is slow because of blind spots regarding diversity, particularly for women of color. Men are more likely than women to think the workplace is equitable and that gender diversity efforts are successful, but women see more barriers. The study suggests comprehensive actions are needed to promote women through fair hiring and promotions, training, flexibility, and accountability. Addressing distinct challenges faced by women of color is especially important.
This document summarizes the key findings from research on accelerating women into leadership roles. It finds that achieving gender parity will take an average of 17 years according to global leaders interviewed, with some pessimism from women and millennials. The research identifies an entrenched male culture as the biggest barrier to progress. While programs and policies aim to create neutral hiring and promotion, real change requires action from leaders, especially male leaders, to change culture from within. The document outlines seven practical steps organizations can take to reach a tipping point and accelerate women into leadership faster.
Similar to Our Second Diversity Report - March 2017 (20)
Behind the scenes of Reward Gateway's new Sydney officeReward Gateway
In March 2018, Reward Gateway, the leading employee engagement platform that delivers employee benefits, recognition, and communications solutions to over 1,700 clients across Australia, the United Kingdom and the United States, today announced it has opened its new Sydney hub at Australia Square Plaza, 95 Pitt Street.
The new office is a collaboration between the company and Intermain, Australia’s leading multi-skilled commercial fit-out company. The project is a showcase of one aspect of The Engagement Bridge model, the 10 step model for employee engagement: workspace.
Real, Raw & Human : Using video to build cultural, competitive advantageReward Gateway
In this keynote from Wistia's Wistiafest 2017 conference in Boston, MA, Reward Gateway Founder, Glenn Elliott shares his learnings from the last ten years. He busts 5 business myths and shares how video professionals can help make the world a better place to work by helping honest, authentic leaders reach more of their people.
CEO Glenn Elliott's User Manual : A solution for poor employee trust?Reward Gateway
Inspired by a talk by Adam Bryant at the NY Times New Work Summit in 2016, our CEO, Glenn, produced his own "user manual" explaining what he values and believes in. He's exploring whether openness and communications between leadership and a company an help to bridge the employee trust gap. According to the 2016 Edelman Trust Barometer, half of employees think it is important that their CEO exhibits highly ethical behavior but only 25% believe that they see it.
It's another experiment in Glenn's ongoing project of being an accountable, honest, transparent and open leader. He'd love your thoughts and feedback and there are links in the slides.
Reward Gateway is a company based on strong principles of employee-ownership. Reward Gateway PTY Limited is the local operating company for Reward Gateway Australia. Its ultimate parent company is International Benefits Holdings Ltd.
International Benefits Holdings itself is 38% owned by Reward Gateway employees and management. The balance of shares are owned by our financial sponsor, Inflexion Private Equity who have backed us since 2010 to ensure we had the strength to deliver on growth worldwide.
With an organisational capacity of 237 people, we are the largest company of our type in the world.
The security of employee data is our single highest priority. Reward Gateway’s data security provisions are second to none and have been through some of the toughest tests and certifications by government and corporate clients, including McDonalds, Vodafone, American Express and IBM.
Review: Wellness technology in the workplace Reward Gateway
Short presentation and review on some of the health and wellness technology gadgets that have recently entered the market. All these gadgets were presented at Wellbeing 2015 conference in London organised by Reward Gateway.
See the winers of The Benefits Excellence Awards 2013 and find out more for this year event. If you want to find out more, or be part of this years event, just visit the website http://benefitsexcellenceawards.co.uk/event/
From our CEO Glenn Elliott : On business, On communications, On employee enga...Reward Gateway
The document contains advice and insights from the CEO of an employee benefits company. It discusses the importance of honesty, keeping customers happy over investors, surrounding oneself with simplifiers rather than complicators, learning from mistakes, and finding driven people who will learn quickly. The overall message is that business success comes from hard work, honesty, putting customers first, and having the right people on your team.
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
2. Our 10th anniversary provides a moment to reflect on the company that
we’ve built together.
What I see is a company that is successful to a great extent because it
is diverse, fair and just. A company that strives to behave honestly,
ethically and with great integrity.
I hear different voices, listen to different perspectives and hear
discussion and debate. I see people of very different backgrounds and
upbringings treated fairly and given equal opportunity to thrive.
Reward Gateway is becoming a great company because we employ as
many women as we do men, because we pay and reward fairly and
because we are open to everyone regardless of the gender, sexuality,
ethnicity, religion, age or educational background.
It is this diversity that makes us strong and resilient.
But still our ambition exceeds our ability. We want to do more. We need
better ethnic diversity, we need better age diversity. We need to find
and eliminate unfairness and bias wherever we find it. We need to drive
out anything that stands between us and the best talent.
This report is another good step on that journey.
Glenn Elliott
Founder & CEO
3. Methodology
This report uses gender, ethnicity, sexual
orientation, disability status and religious
beliefs from the Jan ‘17 survey and age data
from BambooHR.
We had a response rate of 76% (271 out of 355
staff) and we only report on people who
responded.
We don’t make assumptions from those who
didn’t respond but we did check HR gender
records and the non responders would not
have changed results significantly if they had
responded with their gender that is on record.
In some charts, you’ll notice we will summarise
data to protect anonymity in small teams.
We’ve shown what we think is the most
relevant and useful analysis of the data. If there
is a chart or data cut that you’d like, please just
ask us.
We’ve expanded the companies we
benchmark against to include Buffer and
Hubspot who are both smaller B2B tech
companies. Their full reports are here:
Apple Atlassian Buffer Google
Hubspot Microsoft
4. ‘Prefer not to say’ or ‘Prefer to self describe’
We hope that the benefit of sharing your
information is clear; it helps us
understand if we are diverse in our
management teams, in different
departments and compared to other
companies.
We wanted to get 100% response rate for
accuracy and completeness, but the
option of ‘prefer not say’ is just as valid a
response as any other.
Choosing that option is completely OK
with us.
We believe that the only person who has
the right to define your gender and other
preferences is you.
RG does not believe that you have to fit
into a particular box so it’s really
important to us that you can choose to
self describe.
We’ve reported overall numbers in this
report to preserve anonymity, which is
why you’ll see the ‘other’ category used
in some of the pie charts (with gender for
example).
7. Comparisons
Overall, a great result
compared to other tech
companies, and it’s
comparable to RG last year
when we had a 50/50
male/female split.
271 RG people responded.
135 female, 130 male, 6 other.
Gender split - all staff
8. Technical job split
Here we define ‘Technical’ as
engineering and/or product
focussed roles (not service or
admin focussed).
Last year we split into tech and
engineering roles separately. With
those definitions - the only people
considered as technical but not
engineering were the
Implementation team (26 people)
so it makes more sense to report
just on ‘Technical’ roles which
matches what a lot of other
comparative tech employers do.
33% of our Technical staff are female (31% of
engineers)
Gender split - technical staff
9. Data notes
The 20% of our staff in smaller
offices are really important, just
remember it takes a smaller
change in headcount in any
gender to move % more
significantly towards the 50/50
split.
To preserve anonymity, we’ve
combined smaller locations
(less than 3 staff) with their
most local office and we
haven’t included the prefer not
to say/self describe responses.
Our largest site is 48% female and all others
but 1 are more than 50% female
Gender by location
10. Comparisons
Since last year, People,
Finance, Sales and Client
divisions have moved closer
to a 50/50 male female split.
In 2016, we included one %
for Product which included
Richard & Will’s team. The
same applies to Sales and
Marketing which are now
reported separately. When
combined - both have also
improved their gender split vs.
last year.
Our gender split by division has improved
everywhere since last year
Gender by division
11. Analysis
As you might expect (&
similarly to 2016) our
departments individually are
further from the 50/50 split.
We have areas to look at
here, particularly some of
our support and
tech/product teams.
More varied gender mix by dept
Gender by department
13. Our management levels
The new larger Leadership Team (since the
2016 reshuffle) means there’s no need for
the extra level of management included in
last year’s report. Here are the four simplified
levels:
1. Member of the Leadership Team
2. A senior manager who has broad
global/regional remit, manages
managers and/or works with LT
strategically as well as operationally
3. Senior professional staff or managers
who manage a team/function
4. All other professional staff
We are not sharing everyone’s management
levels this year for 2 reasons:
1. Your ‘level’ is nobody's business but
your own
2. Most importantly, this structure is to
help us understand diversity - it isn’t to
determine seniority, salary or anything
else at all
If you would like to know where you
personally have been grouped, the People
team will be happy to let you know.
14. Comparison to 2016
As the categories are different
for 2017 (4 not 5 levels),
comparisons are not
particularly helpful here.
We can say however that we
are 30% closer to an even
50/50 split across all
categories than in 2016.
Gender by management level
Women have 3 out of 11 Leadership Team
positions, Senior Management is 65% female.
16. Definitions
Similarly to us, the Apple and
Atlassian ‘Leadership’ category
covers mid and senior level staff,
quite simply anyone under the
category ‘manager’.
In truth, our stats would be better
(exactly 50/50 male/female) if we
looked at just senior management
and compared to Buffer, Google,
Hubspot and Microsoft who classify
‘leadership’ in that way.
With this, more honest and accurate
filter, we’re still 17% ahead of Apple.
Across all management levels, we have close
to gender balance at 45% female, 55% male
Gender - all management and leadership levels
17. Definitions
Whenever there is a small %
in one category, drilling down
further encroaches on
potential anonymity, so we
haven’t done that here.
Atlassian is the only other
company to share data on
sexual orientation and they
report 11% of their workforce
identifying as LGBT.
9% of our professionals identify as Lesbian,
Gay or Bisexual, but only 3% of management.
Sexual orientation by management group
19. RG UK ethnicity
The table might seem to show we’re on track
with the UK population, however there are 3
reasons we still want to improve UK diversity:
1. Census info is only from 2011
2. The census covers all ages and we’re
looking at RG staff of ‘working age’
3. RG staff are city-based and the census
covers the countrywide population
RG UK
Staff 2017
UK Census
2011
Asian/Asian
British
12% 8%
Black/Black
British
3% 3%
Mixed Heritage - 2%
Other Ethnic
Group
1% 1%
White 84% 86%
21. RG Bulgaria ethnicity
This chart shows that we are slightly less
diverse than the 2011 census stats. The first
two issues found with the UK census apply
here (date of data collection plus age of
respondents).
Also, Plovdiv represents less than 5% of the
Bulgarian population means we need to bear
in mind the differences that may be present
between potential Plovdiv-based employees
and all Bulgarian residents.
RG BG
Staff 2017
BG Census
2011
Bulgarian 93% 84.8%
Turk 1% 8.8%
Roma 0% 4.9%
Other / Mixed
Heritage
4% 1.5%
Prefer not to say 2% N/A
23. RG Macedonia ethnicity
Macedonia is one of the RG countries with
fewest employees (14), so the stats here are a
little misleading.
We will keep focus on diversity in all regions
but it would require less actual headcount
change here to be at least equal to census
data compared to some of the other regions
with smaller % disparities.
RG MK
Staff 2017
MK Census
2011
Macedonian 90% 64%
Albanians 0% 25%
Turks 0% 4%
Other/Mixed
Heritage
0% 7%
Prefer not to say 10% N/a
25. RG Australia ethnicity
RG people in Australia were asked two questions on ethnicity:
do you identify as Aboriginal or Torres Strait Islander? And
which ethnic group do you most identify with?
We researched what we thought would be best for the second
question, but some feedback from our RG people once the
survey was out, showed us that there is a better way to do
things.
The next slide shows some of the data we gathered, but the
next survey will be slightly different, asking for place of birth
instead of which ethnic group our staff identify with. The place
of birth statistics are more commonly available for comparisons
and that’s what we’ll use next time.
26. RG Australia ethnicity
With a sample of 21 staff responses in
Australia, the stats here can move by nearly
5% with just one staff member in a different
category.
Therefore, similarly to our conclusion on
Macedonian ethnicity, this doesn’t highlight a
great concern when compared with some of
the other regions with greater % disparities.
RG Aus
Staff 2017
Aus Census
2011
Aboriginal 0.0% 2.3%
Torres Strait Islander 0.0% 0.1%
Both 0.0% 0.1%
Neither 90.5% 97.5%
Prefer not to say 9.5% 0.0%
27. RG USA ethnicity
So...the USA. It has a population of around 318 million people. We’re looking at a sample of 10
responses. Even just looking at Massachusetts and Colorado where our staff are based, that’s
12.1 million people. I’m not highlighting this to say it’s not worth monitoring and analysing, but
just to highlight how much smaller our sample is versus the whole population.
This is the only region where we’re not actually sharing the data. Preserving RG people’s
anonymity is the MOST important factor here, and by sharing the info we’d be compromising
that.
When we have more staff in the US, our stats are likely to be more meaningful and we’ll be more
likely to share them without compromising anonymity.
29. Analysis
Breaking this down further
by location or adding
specific numbers to each
category would compromise
the anonymity we’ve
mentioned before.
It’s something we are using
as a first benchmark to
compare to future years’
data, so whilst we want to
share as much info as
possible now, it’ll be more
useful to us in subsequent
surveys.
Many different religious preferences at RG but
an uneven spread
31. Analysis
The age profile is hugely
weighted towards employees
under 35, however when you
compare to Buffer, it’s not too
dissimilar.
It’s trickier to compare to
more tech companies as
fewer report on age diversity,
and those that do use
different age bandings.
When we look into age
profile by gender, it shows
that there is very no
significant disparity between
male and female.
We have a predominantly young workforce
32. Our management levels show a good
benchmark to work from
Analysis
This is something we will
continue to report on and
seek more external
benchmarks to work
towards.
Buffer published that 100% of
their staff in ‘leadership’
roles are aged 25-34 which
isn’t what we’d aspire to.
You might expect an age
spread like this when we
look at seniority, but we
don’t want to settle on that -
we’ll always look for a better
and more diverse spread.
Age profile by management group
33. Analysis
It’s useful to know that our
age diversity isn’t the same
in all our offices as it allows
us to focus our efforts.
There is strong age
diversity across our largest
offices in Plovdiv, London
and Sydney.
Whilst the employees in our
smaller offices represent a
larger % on these charts,
there is still under
representation which needs
addressing.
Age diversity varies across our global offices
Age profile by location
34. That’s it for the data. What do you think?
Speak Up and let us know...
rg.co/speakup
35. What else did we promise for this report from
our Sept 2016 Action Plan?
1. Create the diversity group
2. Create a schedule for what data we collect
3. Expand our recruitment search
4. Review our recruitment selection and promotion
5. Identify how we can promote and celebrate our commitment to diversity
6. Integrate Diversity & Inclusion into Learning & Development
36. How did we do? In truth, we focussed
on the data....there was a lot of it! But
overall I think the results are pretty
strong.
37. Our Diversity Team is now up and running with 13 members
across the UK, USA, Australia, Bulgaria and Macedonia. We
share ideas, thought-provoking content and we worked
together to decide on the data we collected in our first full
diversity survey in January 2017.
38. What about recruitment?
Broadening our recruitment search and how we select candidates is a work in progress.
We’ve gathered all our recruitment sources in all regions and we’re looking at broader and more
innovative ways to search for our potential candidates.
We’ve also started a programme of unconscious bias training to help our recruiting managers
make fairer decisions.
39. Two things for the next report...
January 2017 also saw our first unconscious
bias training session with managers and
members of the Diversity Team.
That’s just the first step, there’s lots more to do
with Rob and the People team to integrate
diversity & inclusion into L&D across the
business. We have a new LMS on the way and
a bigger L&D team than ever to make this a
priority.
We’ve created the Diversity Team and on a
worldwide scale, we saw the amazing launch
of the RG Foundation helping girls into
education, women into work and people from
ethnic minorities have a fair chance at building
a business.
There are however specific awards we want to
enter in the future to promote and celebrate
our diversity.
40. This is our first deep dive into more
detailed data, but there’s lots more to
do in other areas of diversity.
You’ll see our next data report like this in January 2018, but the mid year report will update
you on progress in recruitment, promotion and L&D.
In the meantime, the survey data is what we’ll keep in Bamboo. It will appear in your
dashboard and you’ll be able to change any of the fields yourselves.
Thanks so much for reading and for sharing your data, it’s exciting to see how we’ll
continue to progress with RG diversity.
41. I’d like to start with a big thank you to Sarah Akanbi for delivering this
second report, this gives us another great benchmark to work from.
I think of this as being very much progress, but not perfection. I am
especially pleased with two areas; firstly our continued balance in gender
diversity, and secondly the level of diversity in ethnicity across the
business, and in particular the UK and Australia. Amazing building blocks
that we will continue to improve on.
There are lots of areas where I can see we can do better, and I’ll be
working with the People teams to create initiatives to deliver those
improvements
I am also excited about talking to colleagues about how we can drive up
the response rate, as whilst the survey is optional, having 76% of staff
respond feels like we are missing some pieces of the jigsaw. I’m eager to
understand how we can increase this number so if you’d be happy to
Speak Up and tell me how I can make responding easier for you, I’d really
appreciate it.
Thank you to everyone who responded, Diversity & Inclusion are areas
which will remain a key focus for us going forward, so your help with the
data collection is key. Rob Hicks, Group HR Directo
@HRinLondon