Transcript The Bank’s Gender Story

The EIB Diversity Journey
European Patent Office
Career Development Roundtable
26.11.2008
Leena Lahti
Senior Advisor on Gender and Diversity, EIB
First some numbers
Gender profile by function
EIB Share of Women and Men - All Functions (October 2008)
100%
10.3%
13.4%
11.9%
89.7%
86.6%
88.1%
H
I/K
90%
35.2%
80%
70%
60%
61.3%
76.2%
83.3%
84.2%
50%
40%
64.8%
30%
20%
10%
38.7%
23.8%
16.7%
15.8%
SC
C
0%
D
E
Women
F
Men
G
Seven years trend
EIB: Share of Women in Managerial and Professional Functions 2002-2008 (October)
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
2002
2003
2004
2005
SC
C
2006
D
E
2007
F
2008 (October)
EIB compared with other international institutions,
professional staff by gender
Figure 1
Professional women in selected International Organizations, 2000-2007
%
100
90
80
70
60
50
40
30
20
10
0
2000
2001
EBRD
2002
ECB
2003
EIB
2004
IDB
2005
IMF
OECD
2006
WBG
2007
EIB compared with other international institutions,
managerial staff by gender
Figure 2
Managerial women in selected International Organizations, 2000-2007
%
100
90
80
70
60
50
40
30
20
10
0
2000
2001
EBRD
2002
ECB
2003
EIB
2004
IDB
2005
IMF
OECD
2006
WBG
2007
Action and effort
T IM E LIN E : M a jo r po lic ie s is s ue d a nd a c tio ns ta k e n to pro m o te g e nde r ba la nc e , e quity, a nd dive rs ity
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
R e c ruitm e nt o f G & D Advis o r
HLC o n D ive rs ity S tra te g y
Int'l W o men's Day
G & D R e ve w Upda te
G & D S tra te g y, Ac tio n P la n
G & D Advis o r fo r 2 yrs (c o ns ulta nt)
G e nde r R e vie w , M g t de c is io ns
Unp aid leave
F amily leave
Leave fo r c ures
R evis ed p arental leave
Ad o p tio n leave
R evis ed leave fo r nurs ing mo thers
C O P EC rep res entatio n o n p anels
C O P EC C o mments o n c rèc he
C O P EC rep o rt o n s taff s urvey
G end er s ens itivity s eminar
F o o d fo r T ho ught lunc hes
C O P E C po lic y re c o m m e nda tio ns
Interview with HR o n p arental leave and ap p rais als
D ig nity a t w o rk P o lic y
C areer ad vis o r ap p o inted
M e e ting w ith D ire c to r G e ne ra ls a nd P re s ide nt (2 0 0 3 AR )
C O P E C intra ne t s ite
P arental leave
Q uantative targets fo r d irec to rates (s ee 2000 Annual R ep o rt)
O p ening o f Bank c rèc he fac ility
C O P E C N e w s le tte r a nd e xte rna l s pe a k e rs pro g ra m m e
F irs t intro d uc tio n o f p art-time wo rking, ad o p tio n and p arental leave p o lic ies
E IB /s ta ff c o nve ntio n -> C O P E C 1 9 9 6
POLICY FRAMEWORK
EIB Code of Conduct
• “The Bank is an employer, which guarantees equal
opportunities and which ensures respect for the dignity of
both female and male employees…
• The Bank strives to promote working relations based on
loyalty and trust…
• Colleagues must be treated and assessed with respect and
without any favouritism…
• Any form of discrimination or harassment is strictly
forbidden…”
POLICY FRAMEWORK
EIB Dignity at Work
“The EIB aims to provide a positive working environment,
which will enable and encourage staff to work together in a
culture of support and co-operation towards the goals of
the Bank.”
Time to move on
From gender to diversity and inclusion – why?
•
•
•
•
•
•
To avoid competition and contradiction
To fully acknowledge the richness of human beings
To avoid stereotypes and labelling
To be responsive to emerging issues in the EU community
To ensure sensitivity to the needs of all staff
To ensure full inclusiveness, trust, and respect
However, gender will remain in the focus of diversity
efforts at the Bank as long as needed.
The Diversity Journey
1. WHAT?
5. HOW MUCH?
Critical mass.
Balance.
Equal opportunities.
Trust, respect, justice.
Women and men.
Nationalities.
Disabled.
Life situations.
Human beings.
2. WHY?
4. WHO?
Management.
Line managers.
HR department.
Diversity Advisor.
Each staff member.
3. HOW?
Social responsibility.
Staff motivation.
Best use of talent.
Successful business,
broad perspectives,
innovativeness.
Business case.
Strategy, priorities.
Action Plans.
Indicators, monitoring.
Transparent reporting.
Accountability
WHAT?
Diversity is the combination of all the characteristics that
make us who we are, including age, culture, education, ethnic
and racial background, gender, language, nationality, physical
ability, race, religion, and sexual orientation.
*****
Diversity Management means creating and maintaining a
positive environment
• where the similarities and differences of all employees are
recognized, understood, and valued
• and where all may participate in achieving their full potential
to the benefit of the organization and their own satisfaction.
WHY?
The Business Case
ETHICAL REASONS
Corporate social
responsibility
Role modeling EIB values
Justice, fairness, equity
Respect, dignity
STAFF MOTIVATION
Full engagement and
high motivation of all staff
…and managers.
Inclusion of everyone
Well-being -> productivity
Opportunities to grow
HOPE
BUSINESS RATIONALE
Balanced representation of member states
Adaptability to global changes
Broad understanding of market needs
Rich perspectives and toolkits
Innovativeness
Accountability
HOW?
Critical Success Factors
8.
High
management
standards and
discipline
7.
Inspiring
internal
communication
6.
Diversity-sensitive
HR policies,
practices, and
instruments
9.
Top management
concrete and
visible
commitment
1.
Strong and
credible
business case
SUCCESS
FACTORS
IN DIVERSITY
MANAGEMENT
5.
Accountability
4.
Business-linked
core indicators,
monitoring,
reporting
2.
Clear strategy,
action plans,
responsibilities
3.
Quantitative
and qualitative
objectives
DIVERSITY INFRASTRUCTURE
EIB OPERATIONS MANAGEMENT
TRANSPARENCY
External
recruitment
Client relations
EIB HR MANAGEMENT
Marketing EIB as
an employer
HRD
HR + GD
Strategies
Head hunter
(standards)
Operational standards w/
subcontractors, collaborators
HIGH LEVEL COMMITTEE
Internal
HRM
communication
Priorities
Data,
indicators,
reports
Monitoring
Strategic
planning,
KPls
Image
among
IFIS
Assessments
External input, client
needs, global
development
Perf.
standards
COPEC
ADVISOR
Indicators
Succession
planning
Staff
surveys
/GDs
Management
standards
Reporting
Indexes
Career
planning
Training
Develop
ment
Staff
surveys
Methods
Practices
Statistics
Coordination
reporting,
monitoring
Monitoring
Mgt
assessments,
Recruitment sanctions
Coordination
DGs, MC
External
communication
Search
Maintain
pressure
Corporate Social
Responsibility
Selection
Promotion
Exit
External output,
results, impact
EIB Diversity Strategy and Action Plan Framework
OPERATIONAL STRATEGY
VALUES and VISION
HR STRATEGY
CODE OF
CONDUCT
DIGNITY
AT WORK
DIVERSITY STRATEGY
Business case, priorities, goals
Strategic approach, principles
(DIRECTORATE
ACTION PLANS)
Accountabilities
DIVERSITY ACTION PLAN
Priorities, objectives
Accountabilities
HR
ACTION PLANS
Accountabilities
PRACTICES, INSTRUMENTS
Performance, selection, and promotion standards
Talent management, pipeline and capacity building
MONITORING, REPORTING
Core indicators, Schedule,
Responsibilities,
Transparency
EIB Diversity Strategy 2008
Institutional
performance
Corporate social responsibility
Innovativeness, risk taking
High quality HR management / Diversity mainstreaming
Attracting, retaining and engaging the best available talent
• Managerial positions
internal and external
• Targeted efforts
• Improved image
• Objective
assessment; selection
• Fair entry-level
salary
• Target, indicators for
women and NMS
• Mainstreaming
diversity in mgt
development
• Awareness building
• Each directorate one
event/year
• Performance
standards
• Accountability,
incentives
• Performance
assessment
• Developmental
feedback
• Assessment tools
• Talent search
• Improved data base
• Career development
• Succession planning
• Talent vs. seniority
• Targeted guidance
• Inclusive workplace
RECRUITMENT
MGT DEVELOPMENT
TALENT MGT /
SUCCESSION
PLANNING MGT
CULTURE AND
WORKING
ARRANGEMENTS
• Eliminate club
culture
• Openness,
transparency
•Atmosphere of trust
and respect
•More flexibility
•Support for spouse
employment
•Support to families
•Staff survey
Managers’ challenge:
Inspiration – Motivation - Accountability
ACCOUNTABILITY
Clear objectives
Perf assessment
Monitoring, reporting
Objectivity
Transparency
Sanctions
INSPIRATION
Mgt composition
Behavior, actions
Interaction, dialogue
Training, learning
Events
Ratio & Emotion
MOTIVATION
Role models
Career opportunities
Developmental assignments
Sense of purpose
Visibility, recognition
Feedback
Rewarding
Performance Standards for Managers - sample
Knowledge, awareness, behavior, communication, willingness:
Beginning…
• Has clear understanding of the org’s Business Case for diversity and
inclusion
• Has full knowledge of the diversity, discrimination, and harassment
policies, practices, and programs, and the organization’s diversity profile
and gaps
• Participates in the diversity training and uses the available developmental
opportunities effectively; organizes diversity training to staff
• Responds with sensitivity to values, norms and behaviors of staff of
diverse cultures and backgrounds
• Takes action to compensate for cultural/gender biases
• Challenges displays of intolerance/discrimination from others
• Is willing and capable of mentoring and coaching diverse staff
• Proactively innovates and initiates new approaches and methods
…Role modelling
Good to know
about human work communities
Inclusion and Micro-inequities; in/out-group bias
(Bendick & Egan & Miller 2005)
Out-group characteristics
Career consequences
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Gender (female)
Race, ethnic origin (non-white)
Country category (dev)
Language (non-English)
Profession (non-core)
Graduation school and country
(ranking, ind/dev country)
• Work experience (non-core)
• Nationality/citizenship (+/-)
• Age, seniority (+/-)
Employment probalibility
Starting grade and salary
Initial assignment
Career development
Performance appraisals
Final seniority status
Current salary
Social status
Perceived inclusiveness by race
(Leena Lahti, 2005)
Staff Survey demographics:
Race, ethnic background, nationality, gender
Significant differences between black and other staff
• Trust in mgt (black < other)
• Feelings of respect (black < other)
• Fairness (black < other)
• Equality/equity (black < other)
• Harassment (black > other)
• Discrimination (black > other).
Gender in written performance appraisals
(Madelyn Blair 1994, in five org’s; Madelyn Blair & Leena Lahti 1999, 2001)
Significant differences between women and men
in equal and similar positions/tasks,
as assessed by female and male supervisors
•
•
•
•
•
•
Drive for results (men > women)
Adaptability (women > men))
Career potential (men > women)
Enthusiasm of assessments (men > women)
Negative statements (women > men)
Analytical thinking (men > women).
DIVERSITY CHALLENGES AHEAD
- how to address them?
(HELP APPRECIATED)
1.
2.
3.
4.
5.
Resistance to change (why fix something that is not
broken?)
Cultural road blocks (club culture)
We vs. them (insiders’ motivation threatened by “external”
competitors)
Accountability vs. loyalty; talent vs. seniority
Perceived positive discrimination
Something to think about
« The world of humanity is possessed of two wings: The
female and the male. So long as these two wings are not
equal in strength, the bird will not fly. Until womankind
reaches the same degree of rights, opportunities, and
satisfaction as men, humanity cannot find its way to heights
of real attainment. When the two wings become equal in
strenght, enjoying the same opportunities, the flight of a
man will be exceedingly lofty and extraordinary. »