WISE CXO Breakfast Educating Our Leaders · 2019-10-02 · WISE CXO Breakfast Educating Our Leaders 10 September 2019 WISE 2019. W I S E campaign for ... This year’s CXO Breakfast

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W I S Ecampaign for gender balance in science, technology & engineering

WISE CXO Breakfast

Educating Our Leaders10 September 2019

WISE 2019


2WISE CXO Breakfast 2019 – Educating our Leaders

A t the 2019 WISE conference, the breakout session on educating managers about the

need for diversity and inclusion (D&I) was the best attended of the day and was hugely oversubscribed. Managerial support for D&I gender policy changes is important in any business sector, but particularly so in a male-dominated STEM context. While many CEOs support moves towards gender parity, research from McKinsey1

shows that only 25% of senior managers and 13% of middle managers do so. Since around 70% of middle managers are men, getting them on board is the difference between real progress and platitudes2. There is limited evidence for middle management views on D&I in STEM sectors specifically. This year’s CXO Breakfast looked to identify solutions to get more middle managers in male-dominated companies to champion and actively support gender diversity and inclusion programmes in their organisations. The following paper summarises the discussions, best practice and research into this area to help all levels of managers to drive gender parity across their organisations.

Introduction

Introduction 2Speakers 3 RoundTableDiscussion 51. Ensuring common ownership of D&I policies is essential if they are to succeed 5 2. Senior women drive diversity 6 3. Sponsorship programmes work in STEM 8 4. Building trust remains critical to successfully implementing D&I policies in an organisation 9 HowWISECanHelp 10Acknowledgements 10

Contents

1. https://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/Organization/PDFs/Women_matter_mar2012_english.ashx

2. https://www.peoplemanagement.co.uk/voices/comment/middle-managers-key-improving-inclusion

Amazon UKAir Products PLCAlstom Transport UK LtdAmeyArquivaBAE SystemsBAM Nuttall LtdBASFBMTBritish SugarEmerson Automation SolutionsGraham ConstructionHS2HSBC Ltd

Companies in Attendance

Imagination TechnologiesJacobsLockheed Martin UKMace GroupNetwork RailNorthern PowergridRoyal Academy of EngineeringShellSkySurfachemTransport for LondonVolkerWessels UKWood



Speakers

“I’magreatbelieverthatyou havetohaveeverybodyon board,itcan’tjustbeawomen thing–it’snotmything, it’sourthingandweallhave toworkonthis.” SusanCooklin

• Between 1995 and 2010, the percentage of female engineers working in the UK had decreased from 30% to 17%. Wanting to understand the reason for this downward trend, Susan decided to get involved with company initiatives.

• Between 2012 and 2014, Network Rail ran a campaign to encourage more girls and women into IT. The company approached this aim by running an essay competition for girls aged 16-18 years. Winning entrants received a year’s worth of tuition fees paid for by the company. The campaign was supported by an internship and outreach programme that brought Network Rail into numerous schools across the UK.

• By the end of the campaign, the programme had reached around 14,000 children nation-wide. It was successful because it was able to include everyone; although it started with women, it grew to include the entire IT team.

• Driven by employees, Inspire Network, offers events and training opportunities to help increase the number of women working at Network Rail, and continues to drive the belief that entire teams need to be included in the journey towards balanced change. • At the time of writing, 17.5% of Network Rail employees are women; their target is 20% by 2020. • The current Network Rail board consists of 27% women; its Executive Leadership team is 36% women.

Susan Cooklin ManagingDirectorofRouteServices,NetworkRail



Fiona McDonnell DirectorofConsumerRetail,Amazon

“Asanorganisation,ifyouwant tohavecapability,youcantrain peopleonskills,butifyoudon’t actuallyhavetheenvironment wheretheycanconfidentlyuse andnurturethem,youdon’t havecapabilityasacompany. Capability=skills+context.” FionaMcDonnell

• Amazon partnered with WISE to conduct research and develop strategies that would help companies across the UK get more women involved in innovation.

• The research3, which included the views of more than 1,000 women in different industries that are connected to STEM and innovation, reveals that more than two thirds of women face barriers to career progression. One of the biggest barriers includes a lack of inclusive language used to talk about innovation and STEM (job descriptions and advertising campaigns, for example). 84% of women reported lack of confidence as being the biggest barrier to career progression. Other barriers include struggling to work in a male-dominated environment and not getting enough recognition from senior management.

• AmazonAmplify was their response to the report– a series of initiatives designed to increase the number of women and minority groups in technology and innovation roles across its UK business. The programme set a bold vision for the company and has since

introduced diversity and inclusion training for leaders as well as programmes which raise awareness around D & I business wide.

• Amazon works from a ground up and top down approach, placing diversity in the hands of the business. Instead of sitting with HR, D&I is run in the same way as any business process and includes elements such as KPIs and progress reviews so there is no room or excuse not to make real progress. This makes D&I visible and acknowledged company-wide, an important step in ensuring that it becomes business as usual, and is prioritised alongside any other emerging business project. Selling benefits that are for everybody, such as agile working, helps to get buy-in from everybody, men and women.

• Read Making a Difference – why women in STEM become innovators, a report by WISE Campaign and Amazon here.

3. https://wisecampaign.scdn3.secure.raxcdn.com/wp-content/uploads/2019/03/Making-a-Difference-why-women-in-STEM-become-innovators.pdf

https://www.aboutamazon.co.uk/diversity

https://wisecampaign.scdn3.secure.raxcdn.com/wp-content/uploads/2019/03/Making-a-Difference-why-women-in-STEM-become-innovators.pdf



Round TableDiscussion

For a D&I policy to work effectively, it needs high level support, direction and engagement. However, without employee engagement at all levels in an organisation, the strongest D&I strategy will struggle to progress4 – especially in male-majority sectors like STEM.

• Men are less likely to acknowledge the problems women face in reaching leadership positions5, but those who do are more likely to be involved in efforts to tackle it6.

1.EnsuringcommonownershipofD&Ipoliciesisessentialif theyaretosucceed

StepsForAction

• Lack of individual motivation and accountability are quoted as key causes of management not fully engaging with D&I7.

• Evidence exists that giving managers D&I accountability (e.g. recruitment targets) has a positive impact and that STEM-specific D&I programs ultimately improve everyone’s job satisfaction8.

HowcanmanagersbeencouragedtofeelownershipforD&Ipolicyimplementation?• PutD&IasastandingitemontheExecutive leadershipteamagenda.

•Holdleadersaccountableontheirability tobeinclusive.

• RecordandmeasureD&Iinmanagers’ goalsinordertoensurethatD&Ibecomes avaluedandrewardedbehaviour.

• UsecelebrationtohelpnormaliseD&I acrossorganisations;treatD&Ilikeany otherbusinessproject.

• Hireafull-timetalentD&Ipersonas opposedtoaD&Icolleague.

Don’tforgetthemiddleman/woman:

• Althoughtoppositionsprovide momentumforchange,middle managersmakechangestickand effectrealchangeovertime.

• Ensurethatmiddlemanagersunderstand “what’sinitforthem,”–howwill genderbalanceanddiversityhavea positiveeffectontheirteamsandthe organisationoverall?

• Ensurethateveryoneunderstands thattheyhaveaparttoplayandthat D&Iissomethingthatbothmenand womenshouldworktowards.

4. https://www.conference-board.org/publications/publicationdetail.cfm?publicationID=1297&centerID=0

5.https://www.mckinsey.com/featured-insights/leadership/a-ceos-guide-to-gender-equality

6.https://www.catalyst.org/research/engaging-men-in-gender-initiatives-what-change-agents-need-to-know/

7. https://www.cityoflondon.gov.uk/business/economic-research-and-information/research-publications/Documents/research-2017/Unleashing-the-Power-of-Diversity-v2.pdf

8.https://psycnet.apa.org/record/2017-54855-001



It is often posited that the best way to improve gender balance in STEM is to bring more women in at junior levels and develop them over time to reach senior levels – the ‘pipeline’ approach. However, there is another way to improve an organisation’s gender balance – to start at the top9. • WISE analysis shows that just 9% of the women on STEM companies’ boards are in executive roles, and STEM companies do worse than non-STEM companies when it comes to female membership of executive committees10. • 42% of male executives say they can’t bring more women into leadership positions because there aren’t enough who are suitably qualified 11. • Evidence suggests that more women at one management level are associated with a growth in the numbers of women at the level immediately below – a ‘trickle down’ effect12.

2.Seniorwomendrivediversity

StepsForAction

Whatcanyourcompanydotoincreasethenumberofseniorwomenonyourboardorleadershipteam?

Flexibleworking• Makeflexibleworkingvisibleacross theorganisation;findoutwhatworks bestfortheirorganisationandmakeit areality.• Enableflexibleworkingtobeseenand usedbybothwomenandmen.AsSusan Cooklinnotedinhertalk,“flexible workingismassivelyimportantforboth menandwomen.Whatwe’veseen doesn’tjusthelpwiththegenderstuff, itactuallyhelpswithwellbeing,ithelps withtrust,soweworkquitehard withthat.”

•Onecompanydiscussedhowthey doubledthepercentageofline managersthroughflexibleworking, from10to20%.•Anotherseniormanagerwasappointed becauseshehadbeentoldthatshe coulddothejobflexibly.Ifshehad notbeentoldthis,shewouldnot haveapplied.

9. https://eprints.soton.ac.uk/431897/1/Author_s_Original.pdf

10. https://www.wisecampaign.org.uk/statistics/boardroom-stats-2018/

11.https://www.webershandwick.com/uploads/news/files/gender-equality-in-the-executive-ranks-report.pdf

12. https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.21907



Seniorwomendrivediversitycontinued

StepsForAction

Adoptagenderbalanceapproach• Encouragegenderbalanceddecision making–evenifwomendonotaccountfor anequalnumberofrolesatboard/senior level,theycanstillbepresentandinvolved indecisionmaking.

• Understandthatalthoughbothmenand womenhaveaparttoplayincreatinga genderbalancedworkplace,itisoftenmen inpositionsofpowerwhoneedto championandpromotewomen.

• Givewomenseenasfutureleadersthe opportunitytorunanoperationalpartof thecompany.• Makehiring/promotionprocessesfairand transparent.• Reviewthelanguageusedonjobpostings andadvertisingmaterialtoensurethatitis inclusiveandattractivetothetypeof employeesyouarelookingtoattract.

• Acknowledgethatwomenwhoare promotedtendtobeexceptional–butdo theyhavetobeinordertobepromoted? Whyareunexceptionalmenpromotedmore often?

• Regularlyreviewandrefreshrolesatboard andseniorlevelstoencouragefresh approachesandperspectiveswithinyour company.

Measurethegaps• Compareandanalyseyourcompany’s datatounderstandexisting discrepanciesandimbalancesin yourorganisation;usesuch measurementtoidentifysolutions.

• Understandthatsometimesyouhave toshockpeopleintorealisingwhatis notrightbygivingthemtheevidence– forexample,thatwomenmakeup only10%ofapromotionlist.

Bringpeopleinfromothersectors• Recognisethatwomenoftenbring inotherwomen–oneofthewomen presenthadappliedfortheroleshe currentlyhasbecauseherformerboss rangheruptoencouragethatshe applyforit.

• Recruitwomenfromothersectorswho havecredibilityandrespectbecause ofwhattheyhaveachieved(ie.through talks,trainingormentoringsessions); thishelpsshakeupthecultureinan organisationwhichhastraditionally hadanallwhite,maleleadership.



Sponsorship and mentorship programmes are a common way to develop female talent. However, encouraging male members of management to engage with these programmes can be difficult, with the key question of “what’s in it for me?” left unanswered.

• Sponsorship helps women to progress. One survey of women in IT found that those with sponsors are 200% more likely to see their

3.SponsorshipprogrammesworkinSTEM

ideas implemented than those without13. • Deloitte research into women in manufacturing finds sponsorship can increase the chances of promotion and pay rises by up to 30% 14. • Harvard research found that sponsorship and mentoring offer mutual benefits 15. • Many WISE members report positive feedback using reverse mentoring programmes.

StepsForAction

Whathaveyoulearnedfromreversementoringandsponsorshipprogrammes?

‘Reversementoring’referstoaninitiativeinwhichaseniormemberofanorganisationispairedwithandmentoredbyayoungeremployeeinthecompanyinordertolearnfromtheexperienceofsomeoneofadifferentgeneration,cultureorgender.

• Ensurethatsuchapartnership/initiative isnotforced;inforsuchtobesuccessful, atrustingrelationshipmustbeshared betweenthementorandmentee.

• Aimfortransparencyandanongoing dialoguewhichincludesfeedbackona regularbasis.

• Developaclearframework,confidentiality agreementandtimeframe.

• Encouragetheexchangeofappropriate personalstories;forexample,thereisa

perceptionthatoneneedstobea certaintypeofwomantogettothetop. Sharinghoneststoriesandgivingdirect personalencouragementtowomento putthemselvesforwardcanmakea bigdifference.

• Holdbreakfastsfornewgraduatesto meetwomenfromtheboard/leadership positionswithinyourorganisation.

• Usebothinternalandexternalmentors toparticipateintheprogrammecanbe usedandonetablesuggestedthat companiesintroducetheconceptto someoneinchargeoftalentsothey canidentifypossibleparticipantsfrom outsideoftheorganisation.

• Somefeltthatsponsorshipismore powerfulthanmentoringandshould alsobeconsideredasatoolinhelping morewomenenterandadvance inSTEMsectors16.

13.https://www2.deloitte.com/insights/us/en/focus/cio-insider-business-insights/redefining-mentorship-sponsorship-diversity-inclusion.html

14. https://www2.deloitte.com/us/en/pages/manufacturing/articles/women-in-manufacturing-industrial-products-and-services.html

15.https://hbr.org/ideacast/2019/06/the-surprising-benefits-of-sponsoring-others-at-work.html

16. https://www2.deloitte.com/us/en/insights/focus/cio-insider-business-insights/redefining-mentorship-sponsorship-diversity-inclusion.html



Building trust in between leaders and managers – who will be responsible for ensuring their teams are supportive of D&I – is critical to the effective implementation of D&I policies.

• 85% of managers believe trust to be vital to an organisation’s success17.

• Reports suggest that only 36% trust their leaders fully18.

• 80% of managers believe they have a crucial role in building a trusting workplace culture19.

4.Buildingtrustremainscriticaltosuccessfullyimplementing D&Ipoliciesinanorganisation

StepsForAction

Howdoyoubuildtrustwithmiddlemanagers?

• Ensurethattransparencyandan ongoingdialogueareprioritised.• Buildtrustbyshowingactionsand results,notjusttalkingaboutsomething formonths.

• Embraceandofferflexibleworking andensurethatitisvisibleatalllevels withinyourorganisation;flexible workingshowstrustinemployees andbuildstrustacrossorganisations.• Makesuremanagershavethetime requiredtoembraceD&Iaspartoftheir job,otherwise,somemayresisttaking onwhatmaybeperceivedasadditional work/responsibility.• Giveleaderscoachinguntiltheyfeel comfortableandeffectiveintheir communications–forexample,one companygavethemostmisogynistic personontheexecutiveteamthe leadforDiversityandInclusion,with coachingtosupportthemintherole.

• Rewardthebehaviouryouwanttosee.

17,18,19. https://www.managers.org.uk/~/media/Files/PDF/Reports/CMI-Top-Banana-Middle-Manager-Lifeline-report-September-2016.pdf



How WISE Can Help

1. UsetheTenSteps – it works well as a checklist. Become a Ten Steps Signatory. The Ten Steps provides a framework to help companies improve the recruitment, retention and progression of women; it sets out a series of practical measures that companies can take to ensure they are fully benefiting from the potential of female scientists and engineers. Learn more about Ten Steps on our website: www.wisecampaign.org.uk/what-we-do/ expertise/industry-led-ten-steps/

2. Bringyourteamtogether - WISE can run a workshop for your senior team, your inclusion committee or a cross section of men and women from across the business to bring the Ten Steps to life and work up an action plan relevant to them. Talk to your account manager from the Development and Partnerships team.

Acknowledgements

3. Startwiththeinformation – where we are today and where we want to be. How many people do you employ in the UK? How many are in technical roles? How many of these are women? We are interested in documenting this data to benchmark our members and to compare them with UK data and to help track the impact of the Ten Steps and other WISE programmes.

WISE would like to thank all the speakers, attendees and staff who made the CXO Breakfast successful. Thank you for attending and contributing to the conversation.

Special mention to Network Rail for generously offering to host the event.

http://www.wisecampaign.org.uk/what-we-do/expertise/industry-led-ten-steps/

http://www.wisecampaign.org.uk/what-we-do/expertise/industry-led-ten-steps/

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