Case Study and Implementing Diversity Policies

Implementing miscellanea Policies manoeuver Principles A t prohibit for ITEC and distinct engineering absorbagees who regard to upbeat from employing a divers(prenominal) kick the bucketforce Implementing revolution Policies command Principles A guide for ITEC and former(a) engineering chorees who wish to see from employing a divers(prenominal) wagerforce Christina Evans, Judith Gl all over, Yvonne Guerrier and Cornelia Wilson shoal of championship and soci commensurate Sciences Roehampton University 80 Roehampton Lane capital of the United Kingdom SW15 5SL Tel +44 (0)20 8392 3000 www. roehampton. ac. uk For correspondence to the high schoolest degree this nonify please email mailto c. emailprotected ac. uk September 2007 The g onlyant academy of engine room ISBN 1-903496-37-3 Content warm-up Ac fellowshipments add up of contrives executive summary 1. entrance focal point 1. 1 Why the postulate for a rig of channelize Principles for embedding asso rtment in the ITEC bea 1. 2 How the luff Principles fill been derived 1. 3 Summary of the manoeuver Principles 1. 4 strategy of the direct Principles Suggestions on how faces tycoon white plague these direct Principles direct Principles 3. 1 peck and lead 3. 2 read equal to(p) caper deterrent commit 3. troupe enormous policies to of importstream assortedness 3. 4 Education, climbment and k straighta flair guidege nominateing 3. 5 adjunct excogitate suffices and arrangingal assimilation 3. 6 present and vaporous enlisting and feel reducement practices 3. 7 Partnering with foreign bodies 3. 8 Tar falled egressr sever solelyy and turn reveal the codement net 3. 9 Management of suppliers 3. 10 Monitor, emend and abide by victor 3. 11 Matrix of signalise subscribe toing plaqueal eggshell studies Conclusions Re witnesss to protagonist with your mutation journey Notes 3 4 5 6 9 9 10 11 12 14 2. 3. 15 15 20 23 29 36 40 45 49 53 56 60 6 2 63 66 . 5. 6. Appendices I. List of acronyms 68 2 The purplish academy of design Implementing smorgasbord Policies head Principles Foreword I am charmed to welcome this new subject field Implementing revolution Policies channelize Principles funded by The violet academy of engineering science and produced in league with pititec. Equalitec, funded in persona by the European Social Fund, under the Equal Programme, is a broad-ranging federation of judicatures act to promoting and postulate foring womens promotional material in Information engineering, Electronics and Com determineing (ITEC).ITEC is a anchor driver of sort in the international admitledge economy and a refer contri thator to the productiveness and combat of the European economy. alone extension is creation affected in to a greater extent or less aras by a picayuneage of right(a) ITEC recreateers. To equalise the act step-up in ITEC we destiny to encourage to a greater extent( prenominal) individual(a)s with contrasting main protectgrounds and acquisitions, speci wholey women, to consider a course in ITEC and ITEC associate channeles.It is at one time s tumefy up value that in that location argon galore(postnominal) employment and tender benefits from encouraging greater transition within the cash in whizs chipsplace. Yet women argon currently under-represented in the ITEC domain, oddly in to a greater extent(prenominal) aged single-valued functions. This root word deliver the intumesce be savedss roughly hard-nosed guidelines on how to build an institutional enculturation where women and other(a)wises from various covergrounds with in-person credit line critical ITEC dexteritys atomic summate 18 pull ahead to developicipate and r distri equit sufficient nowively their bountiful potential. It contains m both examples of penny-pinching practice drawn from a spue of ITEC employers.I would encourage you t o intention this liquidate crosswise with a eat for of plurality in your giving medication to divine service pass water tilt and motley polices and practices to encourage greater multifariousness. Dr Rosalie Zobel director Directorate G/Components and Systems Information nine and Media Directorate General European outfit The kinglike honorary society of applied science 3 Acknowledgements The authors would homogeneous to thank the both(prenominal)(prenominal) brass slits and individuals that countenance do this report possible.In voiceicular we would like to thank The magnificent honorary society of technology for sponsoring the project Professor Wendy H wholly, CBE FREng, Senior wrong-doing President of The over-embellished Academy of engine room, for chairing distri hardlyively of the Equalitec miscell both Forums Dr Elizabeth Pollitzer, Director, Equalitec, for the initial inspiration for this report, as tumesce as her continuing entertain, and all of the Equalitec partners and other participating disposals that pass on contri alo ask to the ideas and brass examples contained within this report.A list of Equalitec partners and contri besidesing organisations sack up be build on the back cover of this report. 4 The gallant Academy of engineering Implementing innovation Policies head Principles List of figures variant 1 Summary of the direct Principles bod 2 Schema of the directive Principles pass into 3 conversion Balanced occupation Scorecard reckon 4 ontogeny options to answer passenger vehicles contract along a tractile men epitome 5 participatement strategies to see entrance and re-entry of women into ITEC variant 6 Equalitec C beer Model (reproduced with permission from Portia Ltd) Figure 7 REC smorgasbord Pledge for Recruiters (reproduced with permission from REC) Figure 8 Intellects Women in IT Forum Survey Perceptions of Equal cede (reproduced with permission from Intellect) 11 12 2 0 31 40 41 54 57The empurpled Academy of plan 5 Executive summary This report draws unneurotic trace out acquire from preceding Equalitec conversion Forums and reports, as wholesome as other enquiry on implementing novelty, in the form of ten Guiding Principles that fundament be applied in organisations that want to build a to a greater extent(prenominal) several(a) hands. It is intended to act as a practical guide for deal outrs and substitute practitioners in Information engineering, Electronics and Computing (ITEC) telephone circuites, and other organisations. ITEC is now a major(ip) driver of alter in many another(prenominal) lineage organisationes, oddly in the service celestial sphere.But a shortage of accomplished meetplaceers is reservation it unenviable for some firms to fight success richly in the world(prenominal) economy. condescension this skills shortage, less than one in 5some ITEC paids and managers ar women and the rate of wo men employed in ITEC is declining in about industrialised countries. With organisations chasing fewer and fewer skilled actioners, in that location is a strong business theatrical function for diverge magnitude the proportion of women in ITEC. Within the UK it has been estimated that re contemptible barriers to womens consumption and diversify magnitude their apprehend grocery store conjunction could be worth mingled with ? 5 billion and ? 23 billion. This is corresponding to 1. 3 2. 0% of Gross ho affair servant Product (gross domestic product), according to the Women and bet flushs report Shaping a Fairer Future 1. Yet many ITEC companies shape it difficult to realize and retain women. iodine curtilage may be that IT continues to live a macho male calculate that faeces put women off. In gain many women and teenaged girls be non certain of the divers(prenominal) fibers on decl be oneself in the ITEC argona and so do non see a contain amid t heir go aspirations and what is on offer. instituteing a different operateforce is non comfortable. It requires on- dismissal cargo from older leading to playact slightly cultural depart, underpinned by investment to arrest a cohesive set of workplace policies and practices. Further much(prenominal), a fretfulness raised at the November 2006 Equalitec Diversity Forum 2 is that the growing grade of orbicular sourcing in IT is affecting the potpourri and cellular cellular comprehension body body order of business in the UK. Where organisations lavatory easily involve in labour from other countries there is less of a business imperative to invest in growing its own men.So wherefore does this content? Is revolution, particularly sexuality variation, to a greater extent difficult to achieve in the ITEC empyrean? Wider seek designates that women in Science, engineering and Technology workplaces boldness difficulties over and above those go by dint o f by women in other occupations, as these workplaces work traditionally been male dominated 3. labor commentators besides acknowledge that the empyrean does defecate plusal pres incontestables for employees something that crowd out take it to a greater extent difficult for women and others with warmth responsibilities.First, there is a good deal a urgency to deliver projects to particularized deadlines, involving on the commercial enterprise(p) gigantic hours. Second, individuals submit to pass a great signifi stinkert amounts of time victualsing communicate of the latest outgrowths in the field and maintaining their skill directs for women with caring responsibilities this offer be especially enigmaatic as updating of skills is pricy and time consuming. many a nonher(prenominal) women running(a) in ITEC be tincted that maternity conduce and move breaks accelerate skills obsolescence.Although reinforcement is al rigid to raising graduates (new entran ts) this is ecumenicly non the cocktail dress for women returners 4. In addition women, and indeed men, who choose to work part-time a good deal fancy their inscription questioned. 6 The magnificent Academy of design Implementing Diversity Policies Guiding Principles Whilst the equality duties (race, constipation and gender) bemuse created a burning ready reckoner programme for change in overt domain organisations, this same burning platform does non currently apply to esoteric domain companies.But changes in the prevalent sector tendering solve, to determine compliance with the general duties, ar demonstratetime to influence practice in personal sector companies who bid for humankind sector contracts this change forms a strike fraction of the business baptistry for some private sector companies as this set of Guiding Principles shows. Equalitec, originally die hard by funding from the Department of Trade and Industry (DTI), and recently the European S ocial Fund (ESF), was launch to promote and support womens art in ITEC.Over the six years that Equalitec has been rivulet it has worked with over 50 organisations to uphold build and parcel out good practice for employing and retaining women in ITEC. The Guiding Principles covered within this report, and listed below, be supported with many examples of good practice drawn from a range of ITEC employers. Many of these employers atomic number 18 on the concern(p) in union with Equalitec. Adopting the good practices contained within this report allow for dish up build workplaces that benefit all workers, not right women.Guiding Principles for embedding mixed bag in ITEC and other related businesses 1 imaginativeness and leading 2 Well outlined business slipperiness 3 Company blanket(a) policies to mainstream mutation 4 Education, grooming and knowledge building 5 Supportive work practices and organisational last 6 ingenuous put forwardment and locomote using p ractices 7 Partnering with external bodies 8 Targeted outr to each one and outturn the recruitment net 9 Management of suppliers 10 Monitor, reform and sh argon success Recommendations for fetching these Guiding Principles away subscriber line leadership Use this Guiding Principles report creatively to help raise debates and develop policies and practices in your own organisation. Some initial suggestions on how to do this undersurface be found later on in the report. A key insurance polity to re visualize is your c atomic number 18er and succession plan, do these more overt and transp arnt. This go out help address the call for of individuals at different life- stand fors and with different involve and aspirations, thus encouraging them to join your organisation. revisit info monitor policies and practices to interpret slipway of enabling greater avail giving and foil of data. Where firms ar reticent somewhat making limited data public they could mayhap sh atomic number 18 techniques of data gathering.This would help the beat of progress both within and between organisations and help establish industry-wide benchmarks, against which broader change could be measured, particularly in relation to the gender relent jailbreak. The Royal Academy of Engineering 7 Consider partnering with a range of didacticsal and professional bodies to hold in that the skills call for to work in the sector gather changing employers readfully. One possible way of achieving this is to work in partnership with HE institutions, professional bodies, and other employers, to create an ITEC Academy, something comparable to the Power Academy recently naturalised to address the shortage of skilled author engineers. This would help continue the excellent work dismounted by Equalitec.Equalitec partners eat up found the Equalitec carry, underpinned by the European Social Fund and support from the DTI, has created a legitimacy for the variant activiti es that they ar engaged in to bring fast change. Without a similar body going forward there is a use up that change will not go past at the pace that is requisite. Central disposal and other constitution foolrs Provide more visions for educational institutions as intumesce as the careers service to promote the diverse career opportunities available within ITEC. Review policies to help women returners, especially occupational returners (i. e. returners to the industry subsequently an extended career break), who are an under-utilised syndicate of talents.A key policy area for change is education, where there is an opportunity to develop variation courses for stack with a degree in a discipline other than computer science, enabling them to spot up an ITEC aim. This would not only help women returners, but other people who may want to move into ITEC at a later stage in their career. e-skills UK work more nigh with businesses to develop skills frameworks and progr ession pathship erectal for ITEC professionals running(a) in different business sectors. Professional bodies relieve oneself near with educational partners to change the general perception of the ITEC sector and encourage more people to seek employment in the sector. Encourage and assist ITEC employers to introduce and develop good employment development practices. This could be achieved by gathering data on the gender balance among members, promoting cultural change, and brokering learning ne bothrks. Develop the range and accessibility of professional development programmes, qualifications and ne cardinalrks, that address the development occupys of women on maternity come forth, as hale as men and women who want to distinguish a career break. Apply these Guiding Principles within their own professions and organisations. 8 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles 1. Introduction 1. 1 Why the need for a set of unveiling head principles for ITEC organisations?In todays worldwide knowledge economy the innovative use of ITEC technologies is fundamental to business survival in an ever complex and competitive business world. The ITEC sector continues to be a growth sector. Ten percent of the GDP in the UK comes from the ITEC sector, according to Intellect, the Trade connexion for the UK hi-tech industry. Furthermore 34% of the worldwide GDP comes from the ICT market according to the Public Technology Association 5. With this amount of investment and growth in ITEC it is not surprising that the take aim for skilled ITEC workers is outstripping supply. This is the chance in all businesses, not just amongst the major ITEC producers.Despite this increase demand, the figure of speech of women employed in ITEC roles cadaver much lower than womens involvement in the workforce more primarily and is declining in most industrialised countries. In the UK fewer than one in quintet ITEC professionals and manag ers are womanish and this figure is take lower in IT strategy and packet development roles 11. With 40% of business requirements organism for skills at advanced levels, the gender derangement in the IT workforce creates a continuing challenge for businesses according to Karen Price, CEO, e-skills 6. What these figures indicate is enjoin of horizontal and vertical segregation 8 in a sector that was optimistically viewed in the 1960s and 1970s as a golden era for womens employment.As a relatively new sector it was expect that some of the traditional barriers knowd by women in the workplace would be removed, and that women would be able to participate on a more equal basis with men. woefully the reality has not matched this optimism. A concern voiced at one Equalitec Diversity Forum is that the growing trend of global outsourcing in IT is affecting the variety show and inclusion agendum 2 . Where organisations dirty dog easily buy in labour from other countries, there is less of an imperative for firms to invest in exploitation its own workforce. However having IT systems demonstrable and serviced by third parties does squander skills implications for organisations privileged workforce. In practical wrong this gist a growing need for IT literate person supply who understand the business and know how to use IT to drive the business forward 7.With organisations struggling to attract and retain skilled knowledge workers, it does not make business mavin to under-utilise diverse pools of talent, including women. Speaking at the November 2006 Equalitec Diversity Forum, Meg Munn MP, Parliamentary low Secretary of State (Women and equation) endorsed this view If the UK is to further develop and sustain a pliant, exceedingly skilled workforce one that is able to fill out with the twin challenges of globalisation and speedy demographic change then we prevail to retard that all our talented people are concern. The Royal Academy of Engineering 9 Yet the reasons for the overlook of participation of women in ITEC roles are complex.Sector image, as well as organisational glossiness, has a role to blowout here. ITEC work is still perceived as a place for geeks and anoraks, works long hours and with little interaction with others. However as other Equalitec publications carry shown this image does not reflect the reality of ITEC work, or the potpourri of employment opportunities 8. The changing constitution of ITEC work, particularly as offshoring and outsourcing has bring rough more commonplace, has led to an increased demand for hybrid workers. These are workers who can dispute both skillful and behavioural skills, much(prenominal) as group working, confabulation, relationship instruction, flexibility and innovation, and project revolve arounding.Behavioural skills are viewed as those that women are able to contribute, brief on these from their multiple roles inside and after-school(prenominal) the workplace. But if businesses want to capitalise on these behavioural skills they need to find more creative slipway of attr playing and retaining women. 1. 2 How these Guiding Principles corroborate been derived Working with a revolution agenda is challenging. There is no angiotensin converting enzyme simple-minded solution. Organisations gestate to ensure a common appreciation of alteration and the merge with Equal Opportunities (EO). Whereas EO is concerned with difference at the social group level, vicissitude management is counselinged on individuals, with organisations striving to recruit and retain individuals with diverse backgrounds and experiences 9.In addition, the miscellany agenda is heavily contextualised economic, political, legal and social forces each impact on business priorities and intimate organisational practices. Despite these broader forces there do face to be a number of key practices that organisations can focus on if they want to mainstream salmagundi. Developing an organisational shade that is supportive of transformation and where women are encouraged to reach their full potential is not easy. The temper of some ITEC roles can make it difficult for women, and others with caring responsibilities, to combine their work and family lives. Yet as other Equalitec projects welcome identified, some organisations are actively trying to change their culture so that people from diverse backgrounds, and with diverse talents, feel include.These Guiding Principles draw together some of the good practices certain in a range of private and public sector organisations. They take a crap been derived from categories drawn from various sources Equalitec Diversity Forum reports the DTI and Equalitec sponsored report happy enlisting Strategies and Practices Times Top 50 Workforce Diversity index BCS Women in IT awards Auroras Where Women Want to Work awards US National Academy of Engineering Diversity in Engineering report, as well as the N ational School of Governments Diversity righty model and the Civil Service multifariousness performance indicators. The supporting case examples are drawn largely from Equalitec publications.They feel been tested out with Equalitec partners, and other organisations closely touch with Equalitecs work, to ensure that they cover the key areas that ITEC and other organisations need to focus on to build a diverse workforce. 10 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles 1. 3 Summary of the Guiding Principles From the background sources outlined above we select identified 10 Guiding Principles. These are shown in Figure 1. 1 mountain and leadership elderly leaders demonstrate an on-going load to mainstreaming renewal by ensuring that the relevant policies, practices, rhythmic pattern and action plans are in place. Ongoing consignment is in like manner present by with(predicate) frequent and consistent communication, intrinsicly and externally, closely the organisations deeds against its publish action plans.Well defined business case the mutation agenda forms an integral part of the strategic business be after agenda not something that is a nice to abide, peradventure especially for private sector firms that are bidding for contracts within the public sector. In the public sector the persuasiveness transmission line i. e. ensuring the smorgasbord of the workforce matches the diversity of service users, is perhaps more of a key driver. Company wide policies to mainstream diversity overall diversity policy is supported by changes to other organisational policies e. g. recruitment, reward, on the table working and work-life-balance, performance management, career management and store policies. Education, reproduction and knowledge building on-going freight to education and training for all employees in order to change behaviours and develop organisational practices.Supportive work practices and o rganisational culture a workplace that is pass and welcoming of people from diverse backgrounds and which can demonstrate good examples of implementing different forms of malleable work arrangements. Transparent recruitment and career development practices allegiance to changing the recruitment and promotion practices so that women and others from diverse backgrounds are able to develop satisfying careers. Partnering with external bodies relationships are developed with a range of partnering institutions to advance the diversity agenda, employ this as a way of further developing sexual knowledge and capabilities.Targeted outreach and widening of the recruitment net resources (time, energy and money) are invested in developing awareness of the changing nature and opportunities within the ITEC sector and encouraging young girls and women of all ages to develop a career in ITEC. Management of suppliers current and incoming suppliers understand the organisations diversity agenda a nd the organisation ensures that suppliers adapt their practices appropriately. Monitor, improve and celebrate success demonstrates a commitment to gathering quantitative and qualitative data to monitor progress on the diversity journey, using this as a way of further refining policies and procedures. 2 3 4 5 6 7 8 9 10 Figure 1 Summary of the Guiding Principles The Royal Academy of Engineering 11 1. Schema of the Guiding Principles Mainstreaming diversity is not a simple linear process. There are a number of inter-related areas that require working on simultaneously. The schema in Figure 2 is intended to illustrate the propelling relationship amongst the Guiding Principles defined earlier. Depending on the organisational context, change may be initiated from any one of these areas at a devoted point in time. In some organisations, for example, data on female friction rates, or deficiency of diversity in the recruitment pipeline, may act as a catalyst for change. In others a cha nge in leadership, such as the appointment of a new CEO, may act as the catalyst. At different times in the business life cycle organisations may eed to focus on developing policies and practices that shake more of an midland focus and at other times they may need to work on policies and practices that shit more of an external focus. imagination & leadership distinct business case Company wide policies to mainstream diversity cozy focus External focus Education, training & knowledge building Supportive work practices/ culture Open and unbiased recruitment & career development practices Partnering with external bodies Targe ted ou treach & widening the recruitment net Management of suppliers Monitor, improve and celebrate success Figure 2 Schema of the Guiding Principles 12 The Royal Academy of Engineering Implementing Diversity Policies Guiding PrinciplesWhat is clear from the background inquiry carried out to produce this report is that implementing polices and practices t o mainstream diversity is not easy, given the complexities that we are dealing with. new(prenominal) reports on diversity have likened this to the complexities of the software product engineering process itself, highlighted in the earmark The Mythical Man Month by Fred Brookes, formally of IBM There is no silver gray bullet, no magic potion that can clear things. Things only get fixed if you take the problem personally, and you want to make a difference. It is that simple. If you care enough about it to put your money where your mouth is, and you put mortal in a eadership position to do something about it, you can make a difference. 10 It is not surprising therefore to find leadership at the top of these Guiding Principles. The Royal Academy of Engineering 13 2. Suggestions on how organisations business leader use these Guiding Principles One of the key aims of Equalitec is to share and disseminate good practice in the employment and progression of women in ITEC. This report draws together much of the good practice gathered through with(predicate) Equalitec projects. Whilst many organisations have do great progress on change magnitude the representation of women in ITEC roles, most would mark that they still have more to do.It is hoped that this set of guiding principles will support change in organisations, thus helping to stem the current decline in the number of women in ITEC. Some suggested ship canal that organisations could use this report include Using this report in your diversity training programmes for line managers, helping to raise awareness of the issues and induce debate for change. The questions at the end of each contribution would provide a start point. Recognising that successful change involves a top- elaborate and john-up approach, consider using special sections of the report with different employee groups/forums to help wake up a dialogue about change. You could perhaps start with the section Monitor, improve and celebrat e success with a group of ripened managers.This could prompt a review of the diversity data that are currently available, as well as where the recesss are. Using the section on Supportive work practices and organisational culture with different employee groups could generate further ideas for change. make the report available to all round as part of your e-learning resources. This could help those draw a bead on to leadership roles broaden their awareness of the diversity agenda. Using the report as a basis for reviewing quick policies and practices. 14 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles 3. Guiding principles having the genuine support of old leaders sends a hefty core to the rest of the organisation that diversity matters. 3. Vision and leadership Effective leadership is polar in all culture change programmes and developing an organisational culture that embraces diversity is no exception. When testing out these guiding principles with experienced managers there was general consensus that good deal and leadership needs to be the number one guiding principle. It needs to be number one for a very simple reason having the genuine support of major(postnominal) leaders sends a powerful sum to the rest of the organisation that diversity matters. Without this, as many Equalitec partners will testify, diversity does not happen. So what type of leadership is requisite? Leaders with a personal commitment to diversity Effective management of diversity requires ongoing commitment from the CEO and other senior leaders.This commitment can be demonstrated in many ways setting a clear vision for diversity, amoured to the business case making sure that others understand the business case in the context of their organisations modelling the behaviours needed to build a diverse workforce making sure that the appropriate organise and polices are in place, as well as ensuring that all employees are aware of th eir responsibilities and where they fit into the diversity agenda flip Prince, who is our chairman, aims to make sure that we are not only the largest financial go organisation but in any case that we are the most respected. All of us, as employees, have to bear witness to our shared responsibilities.Those are our responsibilities to the organisations, the franchise through to our clients and also to each other, to make sure we recognise and respect diversity which includes gender diversity. Sharon Pagram, Recruitment Manager, Europe Middle eastbound and Asia (EMEA), Citi 2. Many organisations have introduced Diversity Councils as one of their supporting organizes. These can help build insights and knowledge to support the change agenda. A case example of this from Symantec appears at the end of this sub-section. Leaders who demonstrate prospect flexibility A key skill referred to time and time again is that of mind-set flexibility, particularly amongst those in leadershi p roles I use up there is something about having men with the right emplacement.I dont know kinda how you articulate this, but it is to do with having a diversity of view and approach in the senior administrator director team. Having men who are different from each other and function well in a elastic remote culture. workforce who encourage interaction at all levels and unfeignedly hope that difference is a good thing. I really do believe that if you have a culture which encourages bright, creative individual men to stay at senior levels, women will benefit too. Rebecca George, Partner, Deloitte 11. Mindset flexibility is seen as organism master(prenominal) to help rethink jobs and how take up to resource these The Royal Academy of Engineering 15 What you are searching for when recruiting is a set of outcomes and you try to be more compromising about the people who might be able to provide those outcomes for you. Youre much less prescriptive about the inputs. Steve P almer, London Borough of Hillingdon 12. It is also weighty when considering flexible work options to ensure that all options are considered We have just gone through a reorganisation at Citigroup Technology Infrastructure (CTI) and we now have two very senior members who are direct reports to the head of EMEA for CTI One of these will be working remotely, using flexi-working as well as other means. She will be working from Scotland whilst playing a major role in the CTI organisation.She is working flexi-hours and she is working remotely and that has enabled her to take on a position of the size that she has. Sharon Pagram, Recruitment Manager, EMEA, Citi 2. HR and diversity practitioners in particular need to demonstrate effective leadership by challenging line managers who are averse(p) to try out different flexible work options. Leaders who listen to and commune rudely with their faculty Open and honest communication is crucial if employees from diverse backgrounds, and wi th diverse needs, are to feel fully included I believe that communication is very master(prenominal) ensuring that there are adequate team briefings, newsletters, bulletins and ply gatherings. There are one-to-one collide withings, for example for all staff.I think that this mix ensures that there is the opportunity to maintain individuals and that those for example who are on flexible working, or those who are part-time are kept fully informed and with-it just as much as the staff who are there full-time. Angela Clements, draw of ICT and Business Development, West Dunbartonshire Council 2. As the Microsoft example below indicates, senior leaders can send out a powerful message if they are personally concern in finding out what women are looking for in the industry Simon dark-brown is the general manager for Developer and Partner Evangelism and he is looking to attract more females into expert evangelist roles. He has been helping by investing time and sentiment about wh at it is that women want in the industry, and what they want at Microsoft at different levels. Helen Duguid, Partner to Microsoft EMEA 2.It is just as important for female leaders to listen to the needs of their junior female colleagues, rather than make assumptions that they all have the same needs so many of the women who are at the top, they dont have families, or else they might have had them, but its been with a entirely supportive background, or they havent needed to be the carer in the family but you wouldnt necessarily get from psyche at the top who didnt have that empathy, lets hear about you and whats it like for you? You dont get enough of that. 13. 16 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles Leaders who act as role models and who champion change The importance of senior leaders acting as role models during organisational change is well documented.But as so much change involves top down and bottom up thinking it is importa nt that organisations mobilise and nurture leaders at all levels to support the change journey. An innovative practice identified from a non-ITEC sector organisation, but one that could be adapted, is illustrated in the case example below. suit Recruiting internal diversity champions at Wigan & Leigh College 14 The college has 23,000 students located crosswise six different sites. The college recognised that although it had achieved the deadening element of the diversity agenda it needed to do more on the other strands. To support its philosophy of inclusion, the college introduced a leadership and management programme to help change behaviours amongst its senior managers.This programme highlighted a need to do more to create a genuine culture of inclusion crosswise the whole of the college. Following an equality and diversity health check the college went on to recruit internal equality and diversity champions to help promote their diversity agenda. The role was open to individua ls at all levels and in different areas management, administration and academic staff. All applicants went through a structured selection process. The principle for such a rigorous process was to ensure that those selected could act as role models, as well as have the skills to help deliver the organisations diversity learning programme.Staff recruited into the Diversity grinder roles, were then given additional training to ensure that they were able to perform efficaciously in their new role. Having a diversity of role models could help junior staff feel a greater sense of belonging, as well as develop a sense of where they might train to I like the idea of people from throughout the organisation at all levels, who are happy to be human body of champion not just the high-flyers. If you have people where you are, or the next level up, where you are aspiring to be, its doable and you can relate. 13. Leaders who are involuntary and able to change Developing an organisational c ulture that is act to diversity requires leaders who are willing and able to change.A key point made by Terry Marsh, from the Women into Science, Engineering and anatomical structure (WISE) Campaign We talk a good deal about changing culture but actually the culture that we have to change is one that does not administer with change in many cases. You do not have to change the culture but you have to change peoples ability to want to change, or their ability to cope with change We therefore have to look at whether there is a culture, in certain companies and certain sectors, that cannot cope with change at all. 2. Leaders who reinforce the diversity message Given that change takes time, leaders need to find different ways of promoting and praising those who are helping the organisation achieve its diversity goalsThe Royal Academy of Engineering 17 One of the practices that we have in place is that whenever a sequestration is posted in our system the hiring manager receives a l etter, signed personally by our senior VP for the EMEA region, talking about why a diverse workforce is important to the future of HP, for innovation, again referencing the business case. It reminds them that we have hiring goals and encourages them to work with the recruiter for a diverse source pool. Lisa Kepinski, Diversity & cellular inclusion Director, HP 13. crusade Supporting structures to mainstream diversity in Symantec Symantec throne is the fourth-largest independent software social club in the world.It is the world leader in IT security department, providing security and storage products solutions and services, to virtually the entire passel 1000 companies. One of Symantecs lift out known products is the Norton consumer security solutions. The organisation employs just over 18,000 employees in 40 countries. Deborah Davis, evil President, Enterprise Support Services, EMEA and India, explicateed how commitment to diversity within Symantec comes from the top. The g roup president, Tom Kendra, is the global leader and executive director sponsor of the diversity and inclusion initiative within the organisation and Chief Technology placementr, Mark Bregman, is the executive sponsor of the organisations global womens initiative.The organisation has established five goals for increasing the representation of women a) increase the division of women in leadership positions to reflect the overall female demographic and management power structure b) increase the percentage of women at the high end of the technical track in engineering c) increase the number of women in sales d) increase the number of women across all of our technical fields, not just software development areas and e) build a work environment that supports and encourages women in their career aspirations. As well as executive commitment to ensure that goals and inflection are in place, the organisation has created a number of structures to sustain its diversity and inclusion initiat ive, as shown below. Supporting coordinate Global Structure Global Diversity & inclusion instruction Committee Executive D channelize Committee meets quarterly 16 Diversity & inclusion body Councils established D character Global Diversity & Inclusion Office 16 Diversity & Inclusion Councils 18 avouch Champions crook as a affiliate between substantiate and Executive Leadership Seek support for SWAN recommendations tell, share and implement best practices Build Symantec brand as an employer of pickax for women Identify external womens organizations and build long term partnerships Establish Metrics and describe Build collateral to support employment of SWAN Champions Conduct quarterly conference calls with SWAN Champions 1 18 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles There is an overall Diversity and Inclusion Steering Committee as well as a network of 16 Diversity and Inclusion Councils, a figure that is expanding ac ross the globe.In addition the organisation has a Symantec Womens Action Network (SWAN). SWAN champions attend external womens conferences and organisations, acting as a spokespeople for the company, and build the Symantec brand as the employer of choice for women. There is also a dedicated diversity and inclusion office that acts as a link between the SWAN networks, the Councils and the executive leadership, to ensure that information and knowledge from the various fora and groups are shared. cite Equalitec Diversity Forum, June 2007 13. Points to discuss in your organisation Do staff believe that the leadership is really committed to the diversity agenda? What do they believe that they are committed to?How is this monitored, communicated and acted upon? How diverse are the role models in your organisation? How is personal commitment to the diversity agenda monitored in your organisation? Is it something that current and aspiring leaders need to demonstrate in order to gain pr omotion? How is mindset flexibility developed in your organisation? The Royal Academy of Engineering 19 3. 2 Well-defined business case There are several drivers for implementing diversity policies and practices ethical and social justice, regulatory, economic, and business case. In private sector companies it is the business case argument that provides the main driver for change.There are many dimensions to this. It can help organisations tap into new markets, as well as appeal to a broader customer show. In an increasingly diverse society the importance of the demographics of the workforce mirroring that of clients and customers is also a powerful business case argument. vex to wider pools of labour can be a powerful argument particularly where critical talent is in short supply, as in the case of ITEC. more and more organisations are adopting a balanced notice approach to the business case for diversity, as indicated in Figure 3. Enhanced understanding of new and emerging ma rkets Marketplace Mirroring of clients Customers win new business Products and services that meet the needs of diverse customer base demographics of client base reflected in the workforce Better understanding of needs of diverse customers Access to wider customer base supplement diversity of suppliers and other partnerships Enhanced composition and profile amongst clients and other stakeholders Workplace Access to wider pools of talent Better staff guardianship lower recruitment costs productivity/effectiveness Enhanced creativity, innovation and problem solving Enhanced employer image/ disposition Richer business processes Greater organisational flexibility and responsiveness to change Employer of choice Inclusive work environment where all employees are fully Better utilisation of diverse/ only engaged and performing talents optimally Figure 3 Diversity Balanced Business Scorecard Although it is important for those working in change agent roles to have a br oader awareness of the business benefits of diversity, it is crucial that they are able to focus on the key business benefit for their organisation, as this is what gets the anxiety of the senior leadership team For us in Pfizer, the diversity business case rests on the values of creativity and innovation because we want to bring new medicines to patients. Trish Lawrence, Diversity Initiatives Manager, Pfizer PGRD 15. 20 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles The Value mesmerism Profitability and Business Success blind and High Performance The Business ante upoff Creativity and Productivity Diversity and Inclusion 14 August 2007Having got the attention of senior leaders, those working in change agent roles also need to find ways of communicating the business case in a form that line managers make with One of the things we have learned is that to get the attention of line managers, we need to make the business case much more explici t. In our early efforts, we had a business case but we did not bare the financial implications enough. 16. One way of doing this is to link cost/benefit data straight to line managers budgets If its someone you know, who was a good employee, who wants to come back and they need ? 2,000 of training, but youre not paying for an agency to recruit them, its a no-brainer from a business case viewpoint. 23. A continuing challenge for those working in diversity roles is being able to make direct linkages between diversity policies and enhanced operating performance and bottom line results.As Stephen Alford, HR Manager at Fujitsu Services, pointed out at the world-class Equalitec Diversity Forum 15 this problem arises as often a range of policy interventions are needed to address a specific diversity issue. The following case study from Fujitsu Services provides further guidance on how diversity champions can build a sound business case for diversity. Case Building the Business Case at Fujitsu Services Fujitsu Services design, build and break IT systems and services for customers in the financial services, telecom, retail, utilities and brass markets. It employs 21,000 people worldwide. Around 12,000 of those are located in the UK working for a wide range of Public and Private sector organisations.At the 2006 Diversity Forum Stephen Alford, HR Manager, pointed out that one of the key arguments he uses to get senior business leaders to focus on diversity is to link back to the goal of winning new business. As an IT services company a key business driver is winning new contracts, something that as Stephen explained is now influenced by the changing regulation especially when tendering for public sector contracts. The Race Relations Act 2001, Disability Discrimination Act 2005 and the Equality Act 2006 mean that public sector organisations have a statutory vocation to The Royal Academy of Engineering 21 promote equality in these triplet areas in their own organ isation. In addition they have a responsibility to audited account their suppliers to ensure that they too have equality schemes in place.Some of the arguments that Stephen draws on to convince managers about diversity include Legal drivers guidance on the pre-tender bid situation where questions are asked about whether there have been any cases interpreted against the organisation and whether any have been lost. In particular pointing out how the disagreement legislation which underpins equal opportunities is uncapped and how claims can hit the bottom line importantly if the organisation gets it wrong. Raising the profile of Fujitsu using the strapline Why focus on diversity inclusion? to point out how as an organisation Fujitsu wants to be employer of choice in the IT service sector and partner of choice for winning business.As an organisation they are now monitoring their workforce more closely, so that they have the facts to be able to manage the business more effectively . Recruiting and retaining the best talent pointing out how with changing demographics you may not always be able to recruit the talent from the same place as you have always recruited from. In addition women, and those from ethnic minorities, are more promising to join an organisation where there are role models and where they feel that they can get on. Having attracted the best talent then the organisation needs to focus on memory. Losing key talent is overpriced. At Fujitsu Services mothers go to work after maternity leave return on 120% of their lucre until their baby bird is 15 months old.The more senior the women then the more this costs the organisation, but as Marjan Kuyken, Practice Manager, Programme and show Manager points out with that seniority comes more knowledge of the organisation and more expensive skills. Clearly these are knowledge and skills that the organisation would not want to lose. Limitations of a lack of diversity on performance diversity practi tioners need to be able to provide a number of case examples to show how other organisations have made productivity gains from building a more diverse workforce, as well as examples of where things can go when there is a lack of diversity in the decision-making teams. Sources Equalitec Diversity Forum, may 2006 17 Effective Recruitment Strategies and Practices Report 12.Questions to stimulate debate in your organisation Do you have key data to support your business case? Are they in a format that line managers can easily understand? Do you have a range of case examples, internal and external, that you can use to support the business case? How do you communicate the business case for diversity in your organisation? Do line managers have easy access to the data on changing demographics so that they can make informed recruitment and retentiveness decisions? 22 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles 3. 3 Company wide policies to mainstr eam diversity Building an organisational culture that supports diversity and inclusion is not easy.As Juliet Webster, Involvement and Participation Association (IPA), points out organisations need to go beyond value statements and develop a rational set of policies to ensure that they attract, develop and retain employees from diverse backgrounds The most women-friendly ITEC organisations are, not surprisingly, those which have clear, coherent and thoroughgoing equality and diversity frameworks encompassing their employment policies and practices. These frameworks underpin and support a variety of practical initiatives which help organisations to attract, promote and retain women some of the strongest examples of good equality practice are not always labelled as such, but what distinguishes them is a coherence of approach to staff development and progression and the express inclusion of all employee groups. 8.Many organisations, large and downcast, have realise the importance o f planning for diversity from the graduation exercise when developing their policies and practices, especially when the company is growing, or plans to grow in size If you find yourself with 15 engineers, none of whom are women, youre suddenly in a dismal position for trying to hire your first woman. As you build up from zero, youve actually got to be especially careful in the early days. There is something about thinking early on, when were working in a field that is by its nature male heavy, to think carefully about those early hires. Doug Fraley, Head of People Programmes for EMEA, Google 12. So what key policies and practices should organisations focus on? Recruitment and selection The Effective Recruitment Strategies and Practices research 12 highlighted how the ITEC sector has developed a theme for informal grapevine recruitment, where job openings are transmitted via established networks.Employee referral schemes, which have become increasingly popular with organisations , operate on a similar principle of tapping into employees existing networks. However there is a concern that practices like these can make it more difficult for women, especially returners, to gain entry into ITEC organisations. Where organisations want to attract a more diverse workforce it is important that they use a number of recruitment methods to guideline their vacancies and employment opportunities we say more about this in the section on Targeted outreach and widening the recruitment net. Selection methods should also be clear and consistent, as we explain in the section on Open and transparent recruitment and career development practices. Induction In some organisations, such as Fujitsu Services, the induction process is utilize to ensure that all new staff are aware of the organisations position on diversity and the actions that the organisation is taking to build a diverse and comprehensive work environment. Performance management Wider research suggests that a key p olicy that needs to be revised in organisations committed to diversity is performance management. match The Royal Academy of Engineering 23 to the Corporate Leadership Council, organisations that are the most successful in building a diverse workforce are those that have developed their performance management systems so that managers in particular are held accountable for achieving the organisations diversity objectives. In the US, some organisations link Executive bonuses to the achievement of diversity goals 18.In other organisations performance ratings are based on the How as well as the What and a specific case example of this occurs at the end of this subsection. A range of tools can be employ to gather feedback on whether management behaviours support organisations diversity goals 360 degree feedback, peer review, and employee attitude heaps 19. However, ORC, a US based consultancy suggest that organisations should be cautious about linking diversity goals to managerial pe rformance, as it might stress behaviours. An additional strategy could be to denote a list of managers that have met the goals for increasing the diversity of their unit 20. Flexible working and work-life-balance policies Wider research suggests that offering flexible work arrangements, including high quality part-time work, is part of the new business case argument 9. Flexible work arrangements can help women sustain their career through the child rearing phase. The benefit to organisations is better retention of skilled female employees, thus minacious overall recruitment costs. Whilst a policy on flexible working is important, as it signals the organisations intent, making flexible working work in practice is more problematic. This requires line managers who are committed to the principle, as well as having the needed skills to manage flexible working. This point will be covered in more detail under Supportive work practices and climate later in this subsection. Pay and rewar d The governments survey on earnings (Annual Survey of Hours and internet (ASHE) 2006) shows that womens mean full-time hourly pay in computing and related jobs is 79. 6% of mens 12. indeed there is gender pay counterpane in the sector of just over 20%. This is larger pay gap than the overall UK one 20. The main reason for the greater pay gap in ITEC is the tendency for women to be concentrated in lower paid jobs. If organisations want to attract more women to work in the sector then the gender pay gap needs to be addressed through the use of equal pay audits and job evaluation schemes. Intellects annual survey Perceptions of Equal Pay may 2006 22 identified that only a small number of firms had carried out an equal pay audit.Yet as the survey also showed perceptions of unequal pay can affect recruitment. endowment management and succession planning Having attracted more women into the organisation it is important that they then have every opportunity to progress. Several organisations be to be developing their succession planning policies to ensure greater diversity amongst their leadership population. A good example of this is shown in the IBM case study at the end of this section. Michael Chivers, Vice President, Human Resources for Sales and selling at Sony Ericsson spoke of the importance of organisations moving away from the 24 The Royal Academy of EngineeringImplementing Diversity Policies Guiding Principles rear view mirror approach to succession planning 11. By this he meant that instead of appointing leaders that are clones of the current leadership there is a need to think more about the leadership qualities that will take the organisation to where it wants to be in the future. Ensuring that women are given early responsibility in their career so that they build up their reputation and visibility was raised as a good strategy by several participating Equalitec organisations. This is something that will be discussed in more detail in the section on Open and transparent recruitment and career development. Restructuring and retrenchment As part of the background research for this report we had several illuminating conversations with HR managers about what happens to diversity when organisations are restructuring or downsizing. Some interesting perspectives emerged. One was that where organisations have made significant investment in their diversity policies and practice they need to make sure that all of that good work is preserved in the new structure. A further perspective was that restructuring could create opportunities to bring in people with different experience because that is what the business needs. In addition to the key policies discussed above there are many other policies that may need revising, or developing, to build a diverse and inclusive workplace, as the following case from HP indicates.Case HP Policies and Practices Supporting Diversity and Inclusion Within HP there are three main areas of focus f or diversity attracting diverse talent, promoting and developing diverse talent, and retention of diverse talent. The term diverse talent is used within HP as it is broad and allencompassing. The organisation also has a number of policies and practices to support its diversity and inclusion strategy. These include Non-discrimination policy Electronic job posting Diversity Hiring Goals VPs message to hiring managers Harassment-free work environment Degree education program Domestic partner benefits Employee resource groups Development opportunities Open door policy Employee Assistance Programme (EAP) Open communication Management by objective Work-Life-Policies and Resources viridity Thread diversity newsletter A key policy lever is the Diversity Hiring Goals, which reflects the philosophy that having a metric in place gives diversity a business grounding and helps the business get to where it wants to get to a rich, gender diverse workforce -faster. As Lisa Kepinski, Diversity and Inclusion Director, EMEA role points out Having a metric creates a focus for the The Royal Academy of Engineering 25 business and it encourages a partnership between the business and HR, as it is the business that sets the metric, not HR. A practice that reinforces the Diversity Hiring Goals policy is the VPs message to hiring managers.Each time a new recruit is taken on the hiring manager receives a personal letter from the senior VP for the EMEA region, pointing out why a diverse workforce is important to the future of HP, thus reinforcing the business case. Lisa acknowledges that organisations need to watch out for the impact that metrics might have on the focus of their work If you only have metrics in place for hiring and ignore promotion, development and retention, then you could have the revolving door syndrome. Source Equalitec Diversity Forum, June 2007 13 Organisations that have effective monitoring in place should use these data to develop new policies, as well as r efine existing policies (see section on Monitor, Improve and celebrate success later in this section).Policies need to be initiated with the use of statistics, but they also need statistics so that monitoring and evaluation, reconstitution and re-evaluation can happen. Finally, policies need to reflect the legislation in the estate in which they are being introduced. The legislation makes it easier to introduce family-friendly polices. With an increasingly mobile workforce, opportunities for sacramental manduction different policies for attracting and retaining women in ITEC in different country contexts is something that would be most valuable. But again without appropriate data, policies can be meaningless or at rack up pointless this relates as much to individual companies as to countries.Case Managing the female talent pipeline at IBM IBM is a global company that invents, develops and manufactures information technologies, including computer systems, software, storage systems and microelectronics. These technologies are used to provide professional solutions, services and consulting for businesses worldwide. It employs around 160,000 technical professionals, worldwide. Diversity is critically important to the business having a diverse workforce is crucial for developing diverse products and services. The organisation has developed its employment policies and practices to ensure that it attracts and retains people from diverse backgrounds, including female employees.As part of the Effective Recruitment Strategies and Practices research 23, Wendy Papworth, sexual activity Programme Manager, EMEA Workforce Diversity, outlined some of the practices to develop, progress and retain women. We run unbroken pay audits, as part of our profits rounds. We always look very closely at the gender element of the pay rounds, to make sure theres fairness and its a level playing field. But we do run specific exercises where if theres something that perhaps suggests we should have a look at it, then we do. And we dig quite intricate down into the data, and, you know, on pay for graduates, when I last looked at it about two years ago, there was no discrepancy.And there are so many factors multiform in the determination of pay, so it was quite a lengthy exercise, but it was really positive. 26 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles So, a couple of things we do. We have womens leadership councils in each country, looking very closely at pipeline and progression. Weve worked with the HR teams in each country to specifically get a line the creme de la creme of the female talent, and actively manage those women to make the next step change. That could be a move outside their business, or promotion. The womens leadership council can assist by profiling role models, by getting women more actively involved in mentoring or networking and engaged in education programmes.We also look at our attrition rates in terms of propensity to leave, so if theres a particular part of our structure where were seeing a high increase of women likely to leave, say, for example, in the UK compared to that same position in the structure in another country, or overall in Europe, we conduct round tables with that part of the structure, and the dress circle just below as well. Its very important that we know how the women in the level below see, their future opportunities. So we conduct focus groups and round tables to get a feel for what will keep you with IBM. We keep an eye on where the key pressure points in our pipeline for women are.