2. Monitor your metrics
“Equality metrics are simple,” says Raxa Mehta, executive director of credit and market risk at Nomura. “Companies should measure things such as the average incomes of men and women at each grade, the percentage of men and women at each grade, the percentage of promotions in each grade for men and women and so on. From this companies can assess the successes and failures of their own policies when it comes to hiring, promoting and retention.”Translation: Only hire poor people because proven competence doesn’t matter.
The panel felt that it wasn’t just enough to monitor the stats, they were also interested in whether companies were targeting managers on their team’s diversity and how this could be implemented. As Narayanan said, to make diversity an issue that managers care about it needs to address the “what’s in it for me?” question. Setting it as part of a leader’s performance metrics makes it a priority for them.i.e: “If you don’t hire only proven-incompetent poor people, then you’ll be fired!”
3. Sometimes a nudge is better than a shove
Nia Joynson-Romanzina, head of global diversity and inclusion at Swiss Reinsurance Company, recommended the work of Iris Bohnet at the Harvard Kennedy School as a great example of how nudge behaviour can be used to change attitudes to gender diversity.
I smell a Sunstein!
Some particular examples include asking recruiters to leave names off applications so hiring managers don’t know if they’re looking at the CV of a man or woman.
Why not leave off other ‘non-relevant’ criteria, such as ‘muslims’ (who “have to” take time off work, to be paid to pray five times a day?) or people with medical disabilities (who’ll also have to be paid to indulge in special-needs activities)?
Tanvi Gautnam, founder of Global People Tree, suggested setting recruitment firms the target of finding one suitable female candidate for every two male candidates and if they can’t, they need to have a suitable explanation why.
Maybe: “Because real women are too busy raising children to bother to apply!”?
4. Manage your supply chain
In an interview published earlier this week, designer and entrepreneur Tamara Mellon said that she would be reviewing all her suppliers to make sure that they had senior women within the business. Heather Smith, the lead sustainability research analyst at Pax World Funds, seconded, this suggesting that companies should set gender as one of the criteria in the selection process. If they wanted to go further they could also “urge their suppliers to adopt gender-specific policies”.
She’s allowed to choose to pay higher ‘diversity’ prices, but not force others to!
5. Make leaders face up to their biases
We all have our own internal biases that we may not even be aware of. Thousands of years of evolution have programmed us to search out and favour people similar to us, our subconcious sees it as the safer option. But if we allow this subconcious to dominate in business, we risk ending up with a company made out of one leader and a group of identikit employees.
Like your own libtarded slander-assumption that in some magical golden age, all strains of thought were represented in society by equal numbers of people?
So that when any given group is now found to be in a minority, they “must have” been genocided into that status by an intolerant, oppressive majority of others?
Ursula Wynhoven, general counsel of the United Nations Global Compact, highlighted the unconcious bias test at Harvard as one way to make leaders face up to their own internal preferences.
So there you are, five things you can implement today to try and improve your company’s gender diversity. But don’t get complacent, as Mary Waceke Thongoh-Muia, HR director at the Central Bank of Kenya, warns, “this takes more than writing and approving a policy. It requires constant action.”