Workplace Innovation | Getting to Equal 2019 | Accenture

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1 WHEN SHE RISES, WE ALL RISE. Getting to Equal 2018: Creating a culture where everyone thrives By Ellyn Shook and Julie Sweet

2 INTRODUCTION Accenture’s new research brings encouraging and actionable news about equality in the workplace. Leaders of businesses and organizations have Accenture’s new research builds on our Workplace culture is complex and fluid, the power to close the gender gap in career however, making it hard to define and influence. previous Getting to Equal studies about the Creating a culture of equality positive impact of digital fluency and technology As organizations take steps to build conducive advancement and pay. The research shows unlocks human potential, on advancement. We surveyed more than working environments, the key indicators that creating a culture of equality unlocks and this report helps leaders 22,000 working men and women with a human potential and uncovers the key drivers of their success will not be the policies and define and implement practices that they implement, but the employee of a workplace culture in which everyone can university education in 34 countries to measure strategies that can make a experiences that result. their perception of factors that contribute to advance and thrive. the culture in which they work. Out of more than tangible difference. Accenture is breaking new ground by measuring Culture is an accumulation of norms and 200 personal and workplace factors — such customs that evolve over time, and leaders people’s perceptions and experiences of their as policies, behaviors and collective opinions workplaces. This extensive research and analysis increasingly recognize that they need to be of employees — we identified 40 that are more proactive in shaping it. If they succeed, has allowed us to identify the factors that can statistically shown to influence advancement, foster a culture of equality. As a result, this report they will create a more diverse, engaged and including 14 that are most likely to effect highly skilled workforce, as well as contribute helps leaders define and implement strategies change. (See Figure 1 below, and Methodology that can make a tangible difference. to improving the communities that they serve. on page 20.) Figure 1: Finding factors that make a difference. Survey Input Analysis Output Measured these Identified more Uncovered Identified personal factors with more than 200 most 40 factors that 14 factors 22,000 people and workplace than likely to effect influence factors in 34 countries change advancement Source: Getting to Equal 2018, Accenture. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 2

3 INTRODUCTION We modeled the potential impact of these 40 factors on gender balance in the workplace and on women’s pay. $30,000 We found that when these factors are most common, women Figure 2: Accelerating advancement and pay equality. Amount average pay could are four times more likely to reach senior manager and director increase per woman each If all women worked in environments in which the 40 factors are most common. levels. If all organizations were to create the environments in year (USD). which these 40 factors are most common, the results could be astonishing (see Figure 2): rising to 84 34 female managers • Globally, for every 100 male managers, there could be 84 34 up to 84 female managers, compared with the current ratio of 100 to 34. Compared to 100 male managers Women’s pay could increase by 51 percent, or up to an • $2.9 trillion additional US$30,000 per woman each year. Globally, that 100 equates to a lift in women’s earnings of US$2.9 trillion. Amount earnings could be raised for women globally each year (USD). Current female managers Potential female managers Male managers Source: Getting to Equal 2018, Accenture. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 3

4 INTRODUCTION She is 4 times more Importantly, if organizations succeed in creating a workforce culture that fosters equality, they will not just accelerate career likely to rise in a advancement and pay for women, they will also improve career progress for men. company that Getting to Equal 2018 groups the 40 factors into three categories values equality. and shows how organizations can take action in each: BOLD LEADERSHIP A diverse leadership team that sets, shares and measures equality targets openly. COMPREHENSIVE ACTION Policies and practices that are family-friendly, support both genders and are bias-free in attracting and retaining people. AN EMPOWERING ENVIRONMENT One that trusts employees, respects individuals and offers freedom to be creative and to train and work flexibly. Our research found that achieving success in all three categories creates a virtuous circle, with each one enhancing the others so that, when combined, they deliver an even greater impact than they would in isolation. Together, they nurture a culture of purpose, accountability, belonging, trust and flexibility. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 4

5 HARNESSING KEY CULTURAL DRIVERS HARNESSING KEY CULTUR AL DRIVERS It is well documented that women advance less in the workplace than men. According to our worldwide survey, women are 22 percent less likely to reach manager level than their male peers. Conversely, men are 47 percent more likely to reach Figure 3: Men maintain an advancement advantage. senior manager/director positions than their female Likelihood of those with a university education reaching leadership positions. peers (see Figure 3). While there are a number of social and economic barriers to Manager equality in the workplace, including educational disparities, childcare and domestic responsibilities and cultural biases, 49% an organization’s culture can hold women back, too. 22% difference 40% Senior Manager/Director 22% Men 47% difference Women 15% Source: Getting to Equal 2018, Accenture. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 5

6 HARNESSING KEY CULTURAL DRIVERS Workplace culture cannot be quantified, but it is possible — and essential — to measure the factors that can contribute to a more diverse and equitable work environment. Business leaders can accelerate the pace of change by pinpointing the factors that are most relevant to the workplace culture of their organizations. Accenture has identified 14 factors that are particularly strong and that can act as catalysts of positive cultural change. These 14 “cultural drivers,” grouped in the three categories, are: BOLD LEADERSHIP • Gender diversity is a priority for management. • A diversity target or goal is shared outside the organization. The organization clearly states gender pay-gap goals and ambitions. • COMPREHENSIVE ACTION Progress has been made in attracting, retaining and progressing women. • • The company has a women’s network. The company's women’s network is open to men. • • Men are encouraged to take parental leave. AN EMPOWERING ENVIRONMENT • Employees have never been asked to change their appearance to conform to company culture. She is more likely • Employees have the freedom to be creative and innovative. to rise where Virtual/remote working is widely available and is common practice. • • The organization provides training to keep its employees’ skills relevant. there are women Employees can avoid overseas or long-distance travel via virtual meetings. • • Employees can work from home on a day when they have a personal commitment. in leadership. Employees are comfortable reporting sex discrimination/sexual harassment incident(s) to the company. • #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 6

7 THE IMPACT OF CULTURE ON ADVANCEMENT THE IMPACT OF CULTURE ON ADVANCEMENT Accenture compared how people advance in working environments in which the 40 factors are more common with how they advance in organizations in which these factors are much less common. The difference was striking. Figure 4: More fast-track women. For instance, in environments in which the 40 factors are most common: When the 40 factors are less common Approximately 95 percent of employees are satisfied with • their career progression, love their job at least most of 9% the time and aspire to be promoted and to be in a senior leadership position. Women are 35 percent more likely to advance to manager • When the 40 factors are most common level and beyond and almost four times more likely to advance to senior manager/director level and beyond. 39% • Thirty-nine percent of women are on the “fast track,” Source: Getting to Equal 2018, Accenture. meaning they have moved further and faster through their organizations than their female peers. In workplaces where the factors are less common, only nine percent of women are on the fast track (see Figure 4). #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 7

8 THE IMPACT OF CULTURE ON ADVANCEMENT When women rise, men rise, too. In environments in which the 40 factors are most common, men are 23 percent more likely to advance to manager level and beyond, and more than twice (118 percent) as likely to advance to senior manager/director level and beyond (see Figure 5) than are men in environments in which the factors are less common. Though everyone advances in organizations in which the 40 factors are most common, women’s odds of progress improve more than men’s do, which helps to close the gender gap in advancement and pay. Figure 5: When women rise, men rise, too. Increased likelihood of advancing to leadership positions when the 40 factors are most common. Advance to Manager Women +35% Men +23% Advance to Senior Manager/Director She’s more likely +280% to rise where there’s +118% a women’s network. Source: Getting to Equal 2018, Accenture. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 8

9 THE IMPACT OF CULTURE ON PAY TH E IMPACT OF CULTURE O N PAY Accenture determined what would happen to gender-based pay differences if all women worked in environments in which the 40 factors are more common. In those organizations, women are more likely to: Figure 6: Closing the pay gap. • trust that their organization adheres When the 40 factors are most common, women’s earnings are closer to men’s. to “equal pay for equal work”; and • have seen their own salary increase recently. Women currently earn $73 rising $19 According to data collated from national and international $73 $92 statistical agencies, globally, on average, women currently earn US$73 for every US$100 a man earns. Our modeling estimates For every $100 a man makes that if all people worked in environments in which these factors are most common, women could earn as much as US$92 for $100 every US$100 a man earns (see Figure 6). This represents a 51 percent salary increase. Source: Getting to Equal 2018, Accenture. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 9

10 TA K I N G ACTION TO C R E AT E A CULTURE OF EQUALITY #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 10

11 TAKING ACTION TO CREATE A CULTURE OF EQUALITY Figure 7: More fast-track women where more women lead. Proportion of women on the fast track* in organizations with at least one woman on the leadership team. BOLD All-male senior leadership 3x 8% LEADERSHIP At least one woman in senior leadership Culture is set from the top, so if women are to rise, gender equality 23% must be a strategic priority for the CEO and leadership team. * Fast-track women comprise one-fifth of our study sample, typically reach manager level within five years and lead their peer group in terms of advancement in the workplace. Source: Getting to Equal 2018, Accenture. Accenture found that there are almost three times more women on the fast track in organizations with at least one female senior leader than in organizations in which all senior leaders are male (23 percent and eight percent, respectively — Figure 8: Accountability improves gender diversity. see Figure 7). Change in the proportion of women in leadership roles in the past five years. Increasing the percentage of women leaders from 0 to 35 percent leads to the biggest gain in women’s advancement. +63% more likely Leaders held accountable Our research shows that women on the fast track are more likely to work at organizations that have set diversity targets. Specifically, workplaces in which 69% 31% leadership teams are held accountable for improving gender diversity are 63 percent more likely to have seen the share of women in senior leadership Leaders not held accountable roles increase over the past five years (see Figure 8). 42% 58% Additionally, women advance where there is transparency around pay-gap goals; in turn, this helps ensure a better balance of men and women. % Increase % Decrease/No change Source: Getting to Equal 2018, Accenture. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 11

12 TAKING ACTION TO CREATE A CULTURE OF EQUALITY An important part of our culture Marriott International Alibaba Group of inclusion is the leadership role that co-founder Alice “Allie” Marriott International’s Women’s Leadership Development Alibaba Group’s Executive Chairman, Jack Ma, has made Marriott played and how it Initiative was launched nearly 20 years ago to focus on building recruiting women a priority and said that women are the continues to inspire the people “secret sauce” behind the rapid growth of the firm. He is a a strong pipeline of women leaders, providing opportunities of Marriott International today. strong proponent of female entrepreneurs and an advocate for women to network and build mentoring relationships, and promoting work–life balance. Marriott International was for small, women-owned businesses. Of the 18 people who From the company’s inception founded Alibaba in 1999, six (33 percent) were women; as among the first in any industry to establish a board of directors in 1927, Allie was a pioneer who committee dedicated to diversity and inclusion. It works closely of last year, approximately 40 percent of its more than paved the way for women in 50,000 employees and a third (33 percent) of its executive with the company’s Global Diversity and Inclusion Council, business and in the community. leadership team were women. led by President and CEO Arne Sorenson, to establish goals Today, that legacy is best and monitor progress with a Diversity Excellence Scorecard. exemplified by the women who In 2017, women comprised 59 percent of new hires and currently constitute 50 percent 55 percent of Marriott International’s managers and executives. of our CEO’s Direct Report Team. David Rodriguez Global Chief Human Resources Officer, Marriott International #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 12

13 TAKING ACTION TO CREATE A CULTURE OF EQUALITY COMPREHENSIVE ACTION A host of workplace policies, practices and programs must be created — and supported — to increase advancement for all. Accenture’s research found that some Figure 9: Encouraging parental policies targeted at women can actually leave versus maternity leave alone. If she’s not be counterproductive. For example, implementing maternity leave alone is Chances of women's advancement when judged by her likely to hold women back from career maternity leave is encouraged Chances of women's advancement when progression. But when companies parental leave is encouraged encourage parental leave — i.e., where looks, if she has men can also take leave — the negative +0.33% -2 .7% impact on women’s career advancement flexible hours, is eliminated completely (see Figure 9). Maternity Parental leave leave if her boundaries Baseline are respected, Average likelihood of a woman advancing to manager or beyond she is more Source: Getting to Equal 2018, Accenture. likely to rise. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 13

14 TAKING ACTION TO CREATE A CULTURE OF EQUALITY Where she is more likely to Additionally, involvement in a women’s network correlates Figure 10: Do you participate in a women’s network? with women’s advancement. Two-thirds of fast-track women rise, men are participate in women’s networks, compared with less than Fast-track women half of women overall. Our research shows that where more likely 52% 29% 15% 4% networks do exist, 90 percent of women participate, and that the majority are open to men. It is noteworthy that half 67% to rise, too. of the women in our study work for organizations that do not provide a network (see Figure 10). All women Helping women and men achieve their leadership 10% 5% 50% 35% aspirations is also important. Almost three-quarters (73 percent) of women and 81 percent of men not already 45% in senior leadership positions aspire to reach them. This rises to 93 percent of women and 94 percent of men at Yes — for men and women Yes — women only organizations where the 40 factors that foster a culture of No — I choose not to No — none exists equality are most common. The motivations for moving into an executive position are consistent: Both men and women Source: Getting to Equal 2018, Accenture. are primarily looking for higher pay, new challenges and recognition for their abilities. Taking comprehensive action to close the gender gap requires transparency when setting goals, establishing hiring processes that eliminate bias and reporting on the changing workforce mix. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 14

15 TAKING ACTION TO CREATE A CULTURE OF EQUALITY BHP L’ O r é a l Accenture Accenture believes that the future workforce is an equal one, BHP has established a broad set of policies and practices to L’Oréal, in recognition of its overwhelmingly female workforce and gender diversity is essential for an innovation-led — women account for 70 percent of employees — established achieve its goal of a gender-balanced workforce by 2025. The company aims to build flexibility into the way its employees work; organization. That is why we set two clear goals: to achieve a company-wide social benefit program that provides support a gender-balanced workforce by 2025, and to increase the for employees in the areas of health, welfare, parenthood and is enabling its supply chain partners to support its commitment to quality of life. In addition, starting in 2017, L’Oréal co-designed inclusion and diversity; has taken steps to mitigate potential bias diversity of our leadership by growing the percentage of women in behaviors, systems and processes; and is working to ensure with the Harvard Kennedy School an inclusive leadership program managing directors to at least 25 percent by 2020. Today, we have approximately 170,000 women at Accenture — more than to educate and expose female leaders to the concept of bias that its brand and industry are attractive to both women and men. 40 percent of our global workforce. In 2017, women comprised BHP’s multi-pronged approach is getting results: women now and its impact in the workplace. The company offers a robust 45 percent of new hires, 32 percent of promotions to managing comprise more than 20 percent of the company’s workforce. The portfolio of diversity and inclusion training for employees at all levels around the world. The program provided more than 20,000 director level and 21 percent of managing directors. Additionally, company hired 1,000 more women in its 2017 fiscal year than in L’Oréal leaders with cultural competency training and strategies we publish our workforce demographics — including gender its 2016 fiscal year, and nearly cut in half its female turnover rate — across key geographies to measure our progress and hold for managing global diversity. L’Oréal’s activities, dating back to over that time, from 8.4 percent higher than men in FY16 to 4.7 percent higher than men in FY17. 2006, earned the company the United Nations CEO Leadership ourselves accountable. Award for Gender Equality. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 15

16 TAKING ACTION TO CREATE A CULTURE OF EQUALITY AN EMPOWERING ENVIRONMENT Figure 11: The factors that men and Enabling employees to be themselves shows women say help them advance at work. respect for individuals that fosters goodwill. Being given trust According to our research, not asking employees to conform to 60% and responsibility a dress or appearance code, as well as trusting and giving them Freedom to be the responsibility and freedom to be innovative and creative, are 42% myself at work linked to advancement (see Figure 11). Training 39% opportunities Freedom to be 39% creative/innovative Commitment to 31% flexible working Diverse leadership 17% team Support of 15% a mentor Commitment to 10% gender diversity Visible role models 10% of my gender Source: Getting to Equal 2018, Accenture. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 16

17 TAKING ACTION TO CREATE A CULTURE OF EQUALITY Companies and organizations that empower their people through Figure 12: Providing relevant skills more relevant skills training build environments in which women training helps empower women. advance more quickly. Just over half (56 percent) of non-fast- How often is the following true in your workplace? track women in the survey say their organizations provide My organization provides training that keeps my skills relevant. 65% relevant skills training, but that number rises to 70 percent among fast-track women (see Figure 12). of fast-track women use Fast-track women technology to attend Respondents in organizations where the factors that foster everyday meetings a culture of equality are more common are almost 10 times 31% 39% 22% 8% virtually rather than being more likely than those in organizations where the factors are there in person, compared 70% less common to say that training tends to be available anytime, to 49% of all women. anywhere (77 percent versus eight percent). Other women Technology that helps employees work remotely also enables 35% 18% 26% 21% greater career progression for women. Sixty-five percent of fast- track women, versus 49 percent of all women and 55 percent 56% of men, use technology to attend everyday meetings virtually rather than being there in person. Fast-track women take greater Sometimes Rarely/Never advantage of flexible working overall, with 83 percent working a flexible schedule, compared with 73 percent of all women. Always Usually While managers should grant employees flexibility and freedom, Source: Getting to Equal 2018, Accenture. they also need to protect them from harm and mistreatment. Companies must implement robust processes to provide a channel for employees to raise concerns about harassment or discrimination in a safe environment, without fear of retaliation, and with confidence that the company will take action. The survey showed that women are nine times more likely to experience sex discrimination or sexual harassment in organizations where the 40 factors are less common than they are in organizations where the factors are more common. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 17

18 TAKING ACTION TO CREATE A CULTURE OF EQUALITY Sexual harassment and sex discrimination Sexual harassment and sex discrimination affect both men and women. According to our research, 35 percent of women and Genentech Nissan Motor Corporation 26 percent of men have experienced such behavior or know a colleague who has. A leadership priority for Genentech is building a culture where Nissan achieved its goal of having 10 percent of its management Nearly one-third of men and women believe diversity, inclusion, engagement and flexibility all increase the positions in Japan held by women in 2017, which is about that the frequency of sexual harassment ability to innovate. The company has more than doubled the seven times more than the automotive manufacturing industry and sex discrimination in their work number of women in the executive ranks after a decade of average (1.3 percent). With its leaders’ strong and continuing environment has remained the same or determined focus on gender diversity. Today women represent commitment, Nissan established a Diversity Development Office worsened since five years ago or when they 53 percent of employees, 48 percent of managers and to foster female leaders and help them develop their careers. first joined the organization. Unfortunately, 40 percent of officers at Genentech. The company provides a The company opened a daycare center in its headquarters and almost half (46 percent) of women say their framework for working flexibly as well as on-site amenities to allows its employees to work from home up to 40 hours per organization has either made no change in promote employee wellbeing, including childcare facilities month. These flexible working policies are in place not just to reducing tolerance of sex discrimination/ and a campus health center. support women, but also to encourage men to actively engage in gender-biased language or has presided childcare and family responsibilities. over a deterioration in reducing either such behavior or language. In organizations where leaders do act to create the right culture, employees see the Scientific innovation demands that we disrupt the status quo, difference. For example, only three percent question assumptions and approach challenges from multiple of women in workplaces where factors points of view. To do this we must strive for diversity — in every supporting equality are more common sense of the word. Creating an environment where everyone are likely to experience sexual harassment feels valued, included and able to contribute their best for the or sex discrimination, compared with 28 patients we serve is job number one. percent of women in workplaces where those factors are less common. Bill Anderson Chief Executive Officer, Genentech #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 18

19 TAKING ACTION TO CREATE A CULTURE OF EQUALITY TA K E T H E READINESS ASSESSMENT If organizations are to close the gender gap and enjoy the wider business benefits that follow, leaders must assess their readiness to make vital changes by answering the following questions: BOLD LEADERSHIP AN EMPOWERING ENVIRONMENT COMPREHENSIVE ACTION • Have you reviewed the content and delivery of • Have you established diversity, equal pay and Have you established the right balance between • advancement goals, and do you communicate progress training programs to make it easier for all people to women-only policy initiatives and broader policies that support both men and women to encourage greater learn according to their working and lifestyle needs? against those both internally and externally? participation and advancement? • • Do you measure the impact of the policies and Are you investing in technology to support work–life • actions you put in place to ensure they are helping Have you put in place objective processes to create balance and to encourage greater participation by those gender-neutral job descriptions? Do you have programs with significant non-work commitments? your organization achieve stated goals? or incentives to encourage the hiring and retaining of • Do you encourage leaders at all levels to proactively • Do you have discrimination and harassment policies that underrepresented groups? improve workplace culture through personal incentives combine clear zero-tolerance communications, reporting and Do you track how successful your actions are, using • disciplinary processes, and continual training for all people? and performance processes? metrics and analytics? Are you agile in adjusting actions Does the workplace culture encourage people to Do you hold leaders accountable for reaching • • to ensure that they deliver the right results? be themselves, be creative and innovative, and take diversity targets? responsibility? #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 19

20 METHODOLOGY METHODOLOGY The Accenture research behind Getting to Equal 2018 was conducted using a proprietary econometric model that involved collating published data, conducting a global worker survey and conducting in-depth interviews with fast-track women: was fielded among more than 22,000 working Published data An econometric model to estimate the potential impact of A worker survey on employment and pay for working men and our factors on women’s advancement and pay was built by men and women with a university education in 34 countries. The women above and below manager level were collated for the survey, conducted in November and December 2017, used quotas combining the published data on pay and employment with our 34 countries in our study. The definition of “manager and above” was taken from the International Standard Classification of survey data. Using both Principal Components and Cronbach’s for organization size, for employees above and below manager Occupations (ISCO-08) developed by the International Labor level and for women on the fast track (who typically reach Alpha on our survey data, we identified 40 factors (from the more Organization (ILO). Data were sourced from the ILO, World Bank, manager level within five years and lead their female peer group in than 200) that were influencing advancement and grouped them national labor statistics and the Eurostat Labor Force Survey. terms of advancement in the workplace). The questionnaire was into three categories. Next, we applied regression models to reveal the strength of the relationship between our factors and constructed after extensive research (academic papers, literature with fast-track women in the U.K. and In-depth interviews search and drawing on Accenture’s experience with clients) the advancement of men and women, and to establish which the U.S. were conducted to deepen our understanding of into the personal and workplace factors that are believed to factors (our 14 cultural drivers) have the most positive effect. We what high-potential women experience as they advance. influence the likelihood of women advancing at work. Through the used our model to measure how advancement and pay among women — and men — who are exposed to more (in the top questionnaire, we identified and measured more than 200 factors. 10 percent of the distribution) and fewer (bottom 10 percent) of The survey was conducted in Argentina, Australia, Austria, Brazil, these factors differed. We then used scenarios to estimate the Canada, Denmark, Finland, France, Germany, Greater China potential impact of a workplace where everyone enjoyed the (China, Hong Kong, Taiwan), India, Indonesia, Ireland, Italy, Japan, same conditions as today’s top 10 percent. Malaysia, Mexico, the Netherlands, New Zealand, Norway, the Philippines, Poland, Saudi Arabia, Singapore, South Africa, Spain, Sweden, Switzerland, Turkey, UAE, the U.K. and the U.S. #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 20

21 METHODOLOGY FULL LIST OF THE 40 FACTORS THAT INFLUENCE ADVANCEMENT BOLD LEADERSHIP COMPREHENSIVE ACTION • Progress has been made in attracting, retaining and progressing women* • Gender diversity is a priority for management* The company has a women’s network* • • A diversity target or goal is shared outside the organization* • The company's women’s network is open to men* • The organization clearly states gender pay-gap goals and ambitions* Men are encouraged to take parental leave* • • Progress on gender diversity is measured Employees trust that the organization pays women and men equally for the same work • and shared with employees • The proportion of women in senior leadership has increased over the last five years • Leaders are held accountable for improving gender diversity • The organization is fully committed to hiring, progressing and retaining women A diversity target or goal is shared inside the organization • • Progress has been made in improving gender equality in senior leadership • The leadership team is diverse There is a clear maternity policy in place • Women are encouraged to take maternity leave • • There is a clear parental policy in place • The organization hires people from a variety of backgrounds • Leaders take action to get more women into senior roles *Cultural Drivers #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 21

22 METHODOLOGY AN EMPOWERING ENVIRONMENT Employees have never been asked to change their appearance to conform to company culture* • • Employees have the freedom to be creative and innovative* Virtual/remote working is widely available and is common practice* • • The organization provides training to keep its employees’ skills relevant* • Employees can avoid overseas or long-distance travel via virtual meetings* • Employees can work from home on a day when they have a personal commitment* • Employees are comfortable reporting sex discrimination/sexual harassment incident(s) to the company* • Employees feel trusted and are given responsibility Employees have the freedom to be themselves at work • • Leadership has a positive attitude toward failure • Leaders set a positive example around work–life balance • Networking events with company leaders take place during office hours Employees can decline a request to work later without negative consequences • Employees can decline a request to attend early-morning/late-evening meetings without negative consequences • Sex discrimination/sexual harassment is not tolerated at work • The company has made progress in reducing tolerance of sex discrimination or gender-biased language • • Company training times and formats are flexible When • Supervisors respond favorably to flexible working requests • The organization respects employees’ needs to balance work with other commitments she rises, The organization has made progress on building a workplace where no one feels excluded • we all rise. *Cultural Drivers #GettingToEqual Getting to Equal 2018 When She Rises, We All Rise. 22

23 About Accenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network — Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With more than 435,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com. About Accenture Research Accenture Research shapes trends and creates data-driven insights about the most pressing issues global organizations face. Combining the power of innovative research techniques with a deep understanding of our clients’ industries, our team of 250 researchers and analysts spans 23 countries and publishes hundreds of reports, articles and points of view every year. Our thought-provoking research — supported by proprietary data and partnerships with leading organizations, such as MIT and Singularity — guides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients. For more information, visit www.accenture.com/research. Learn more at www.accenture.com/gettingtoequal. Copyright © 2018 Accenture. This document makes descriptive reference to trademarks that may be owned by All rights reserved. others. The use of such trademarks herein is not an assertion of ownership of such Accenture, its logo, and High Performance trademarks by Accenture and is not intended to represent or imply the existence Delivered are trademarks of Accenture. of an association between Accenture and the lawful owners of such trademarks.

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65 Million Need Not Apply

65 Million Need Not Apply

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Christl Networks  K .indd

Christl Networks K .indd

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