Mais conteúdo relacionado

Apresentações para você(20)

Similar a Gender Pay Equity: How HR Can Accelerate the Path(20)


Mais de Human Capital Media(20)



Gender Pay Equity: How HR Can Accelerate the Path

  1. The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Welcome to the webinar! #WFwebinar
  2.         Tools You Can Use Audio Control –  A dial in number will not be provided. –  Adjust the volume by sliding the indicator in the Media Player box to the left. –  Also check your computer’s volume for external speakers or headsets. #WFwebinar
  3. Tools  You  Can  Use   Speaker Bios Resources Media Player Q&A Slides Twitter Help Post Event EvaluationShare This Group Chat HRCI WF Webinars
  4.         1. May I receive a copy of the slides? YES! Click on the resource list located on the top left portion of your screen. 2. May I review the webinar recording at a later date? YES! You may log in again using today’s link to review the presentation on-demand. 3. Is this webinar HRCI certified? YES! The HRCI certification code will appear in the box to the right of the slides after the required watch-time has elapsed. Frequently  Asked  Ques6ons  
  5. Josie  Sutcliffe       VP,  Marke4ng   Visier   Gender Pay Equity: How HR Can Accelerate the Path #WFwebinar
  6. Gender  pay  equity:  How  HR  can  accelerate  the   path Josie  Sutcliffe VP,  Marke@ng Visier November  2016
  7. Agenda §  Introduc@on §  Why  Gender  Equity  MaNers  to  the  Business §  The  Manager  Divide:  A  Key  New  Finding §  How  HR  Can  Accelerate  the  Path  to  Gender  Equity §  Q&A
  8. Fueling  the  Datafica@on  of  HR:   Visier  is  how  the  best  brands  are  saying     goodbye  to  guesswork,  and  hello  to  insights
  10. POLL:  What  best  describes  your  role? §  HR  Prac@@oner  /  Generalist §  HR  Analyst  /  Planner §  HR  Leader §  Talent  Acquisi@on  Prac@@oner §  Other
  11. Great  companies  consistently   make  the  best  decisions  about   what  to  do,  how  to  do  it,  and   why.
  12. Excep*onal  companies  know  the  best  people   decisions  drive  the  best  business  outcomes Customers   Profits   Revenue   Banks  with   greater  employee   reten4on  achieve   higher  customer   sa4sfac4on.   Retail  outlets  with   highly  engaged   employees  are   more  profitable.   Companies  with  a   more  diverse   workforce   outperform   others.    
  13. Why  gender   equity  maNers   to  the  business
  14. The  benefits  of  gender  diversity   “Business  teams  with  an  equal  gender  mix   perform  beAer  than  male-­‐dominated  teams   in  terms  of  sales  and  profits.”   -­‐  Harvard  Kennedy  School     The  Impact  of  Gender  Diversity  on   the  Performance  of  Business  Teams,   Harvard  Kennedy  School,  2013  
  15. The  benefits  of  gender  diversity   “Companies  in  the  top  quar6le  for  gender  diversity   are  15  percent  more  likely  to  have  financial  returns  above   their  respec6ve  na6onal  industry  medians.”     -­‐  McKinsey     Why  Diversity  MaRers,  McKinsey,  2015  
  16. The  benefits  of  gender  diversity “$4.3  Trillion:     The  amount  the  U.S.  could  add  to  its  annual   GDP  by  2025  if  women  were  to  aRain  full   gender  equality  in  the  workplace.”   -­‐  McKinsey  Global  Ins4tute     hRp://­‐themes/employment-­‐and-­‐ growth/how-­‐advancing-­‐womens-­‐equality-­‐can-­‐add-­‐12-­‐ trillion-­‐to-­‐global-­‐growth  
  17. The  topic  most   commonly   related  to   Gender  Equity?       Pay  Equity
  18. Has  your  company  signed  the  Equal  Pay  Pledge? §  White  House  Equal  Pay  Pledge §  Today  there  are  over  100   companies  signed,  that  collec@vely   employ  millions  of  Americans
  19. The  Equal  Pay  Pledge §  28  companies  ini@ally  signed  on  to  the  pledge,  including   Airbnb,  Amazon,  American  Airlines,  Cisco,  Expedia,  Gap  Inc.,   Johnson  &  Johnson,  and  more §  The  most  recent  commitments  include  a  diverse  range  of   employers,  including  AT&T,  eBay,  The  Estée  Lauder   Companies,  InterCon@nental  Hotels  Group,  Mastercard,   Yahoo,  Square  and  Zillow  Group
  20. The  Equal  Pay  Pledge We  commit  to: § conduc@ng  an  annual  company-­‐wide  gender  pay  analysis  across   occupa@ons § reviewing  hiring  and  promo@on  processes  and  procedures  to   reduce  unconscious  bias  and  structural  barriers § embedding  equal  pay  efforts  into  broader  enterprise-­‐wide  equity   ini@a@ves.  
  21. The  gender  wage  gap:  A  slow  correc@on Women’s   earnings  as  a   percent  of  Men’s  
  22. At  the  current  rate,  it  will  take  more  than  100  years   to  achieve  gender  parity  at  the  C-­‐Suite  level
  23. Since  1963:  “Equal  Pay  for  Equal  Work” US  Equal  Pay  Act   Prohibits  wage  discrimina4on  between  men  and  women  in  same   establishment  who  perform  jobs  that  require  substan4ally  equal  skill,   effort,  and  responsibility  under  similar  working  condi4ons     Pay  differen4als  are  permiRed  if   based  on  seniority,  merit,   quan4ty/quality  of  produc4on,   or  factor  other  than  sex         It  is  employer's  burden  to   prove  pay  differen4al  is  valid      
  24. Pay  discrimina@on:  Risk  to  employers   19,724  charges  under   the  Equal  Pay  Act  since   1997     About  1,000  charges   per  year       Companies  face   reputa6onal   and  financial  risk   if  charged        
  25. New  in  2017/18:  Pay  Equity  Repor@ng  Changes •  Every  year,  employers  with  100  or  more  employees  need   to  fill  in  EEO-­‐1  form   What  EEO-­‐1  form   asks  now:   What  the  proposed   change  adds:   •  Employee  numbers  by   job  category,  sex,   race,  ethnicity   •  12  pay  bands  that   workers  fall  into   •  New  pay  data  would  help  enforce  federal  pay   discrimina4on  laws  
  26. POLL:  What  is  your  HR  leadership’s  priori@za@on  of  Gender   Equity?       1.  Highest  priority 2.  High  priority 3.  Medium  priority 4.  Low  priority 5.  Lowest  priority 6.  Not  sure
  27. HR  is  the  key  agent  of  change  in  helping  employers  achieve   gender  equality “While  the  underlying  issues  are  daun*ng  and  complex,   human  resource  professionals  are  in  a  unique  posi*on  to  effect   change.   Not  only  are  HR  leaders  in  charge  of  their  organiza*ons’   recrui*ng,  diversity  and  compensa*on  efforts,  but  the   profession  itself  is  dominated  by  women.” hRps://­‐today/news/hr-­‐ magazine/1116/pages/hr-­‐key-­‐in-­‐helping-­‐ organiza4ons-­‐achieve-­‐gender-­‐equality.aspx  
  28. HR  has  a  key  role  to  play  to  reduce  risk  –  How  will  you: §  Ensure  you  aren’t  blind-­‐sided  by  the  results  the  first-­‐@me   you  fill  in  the  new  report? §  Con@nuously  monitor  pay  equity  to  see  where  the  greatest   risks  are? §  Discover  whether  pay  dispari@es  exist  for  valid  reasons? §  Get  insights  for  how  to  address  the  risks?
  29. If  a  company  pays  men  and   women  equally  for  equal  work,   has  it  achieved  gender  equity?  
  30. Despite  decades  of  tracking  and   research,  publicly  available   benchmark  data  on  gender   equity  is  limited       1.  BLS  Reports,  Women  in  the     labor  force:  a  databook,   December  2015.  
  31. What  is  Visier  Insights? Visier   Customer   Data   Visier   Insights   Data   Anonymized,   standardized   subset  of   aggregated  Visier   customer  data  
  32. Equal  pay  for  equal  work  alone  will   not  close  the  wage  gap
  33. How  do  salaries  for  men  and  women  differ  by  age?
  34. When  does  the  Gender  Wage  Gap  occur?   Average  male   salary  by  age   Average  female   salary  by  age   Age  32  is  the   inflec4on   point  
  35. Why  does  this  widening  of  the  Gender  Wage  Gap  occur?  Is  it   genera@onal?  NO The  wage  gape   narrows  for  older   workers  –  if   genera4onal,  it   should  widen   further  
  36. If  it  were  genera@onal,  we  would  expect  to  see  bias  in   promo@ons  by  age Visier  Insights  showed  the   overall  average   promo4on  rate  in  2015   was  12.6—a  rate  that  had   no  significant  difference   for  men  and  women,   across  ages    
  37. So,  we  focused  our  lens  on  one  type  of  promo@on  and  found:  A   higher  percent  of  men  held  manager  posi@ons  than  women Percent  of  men   who  are   managers   Percent  of   women  who   are  managers  
  38. The  Manager   Divide:  A  Key  New   Finding
  39. Why  does  this  maNer?   With  managers*  earning  on  average  2x  the   wages  of  non-­‐managers,  the  Manager  Divide— an  underrepresenta4on  of  women  in  manager   posi4ons—directly  drives  the  gender  wage  gap.     *Manager  =  Someone  responsible  for   overseeing  or  direc4ng  the  work  of  a   group  (or  groups)  of  individuals    
  40. Closing  the  Manager  Divide  would  reduce  the  gender  wage  gap Average  male   salary   Average   female  salary   Average   female  salary  if   same  %  were   managers  and   had  equal  pay   Average  female   salary  if  same  %   were  managers  
  41. Note: §  The  Manager  Divide  compares  the  percent  of  women  who   are  managers  and  the  percent  of  men  who  are  managers §  The  amount  of  men  or  women  in  the  workforce,  therefore,   does  not  impact  the  calcula@on
  42. Why  does  the  Manager  Divide  occur? The  Manager   Divide  happens  at   the  same  4me   women  are   dropping  out  of  the   workforce  
  43. Why  does  the  Manager  Divide  occur? Which   overlaps   with  the   childcare   years  
  44. The  Motherhood  Penalty
  45. Sweden:  A  Case  Study  in  the  Impact  of   Parental  Leave  on  Pay §  1970s § Sweden  changed  maternity  leave  to  parental  leave  –  available  to   mothers  and  fathers § Parent  on  leave  would  receive  most  of  full  salary  for  first  year §  The  result § Female  employment  rates  and  birth  dates  became  highest  in   developed  world
  46. Sweden:  A  Case  Study  in  the  Impact  of  Parental  Leave  on   Pay §  However: § Share  of  fathers,  who  typically  held  the  higher  salary,  taking  parental   leave  stalled  at  6% §  Un@l  1995: § “Daddy  leave”:  a  mone@zed  incen@ve  for  fathers  to  take  parental  leave § Percent  of  fathers  taking  leave  soared  to  80%
  47. The  results §  Each  addi@onal  month  that  the  father  stays  on  parental   leave  increased  the  mother’s  earnings  by  6.7% §  Fathers,  on  the  other  hand,  did  not  experience  any  earnings   impact  from  mothers  taking  parental  leave Swedish  Ins4tute  of  Labor  Market  Policy  Evalua
  48. How  HR  Can   Accelerate  the   Path  to  Gender   Equity
  49. HR  can  most  directly  impact  Gender  Equity: §  Look  to  increase   the  female  ra@o  at   every  stage  in  your   hiring  process  –   especially  for   manager  /   leadership  roles  
  50. HR  can  most  directly  impact  Gender  Equity: §  Implement  blind   screening,  removing   names  (or  other  gender   iden@fiers)  from  resumes   when  selec@ng  candidates   for  interviews  
  51. Increase  measurement  of  equity  in  rollout  of  HR  policies
  52. Increase  measurement  of  equity  in  rollout  of  HR  policies
  53. Use  workforce  intelligence  to  discover  pay  equity  issues •  Adapt  programs  and  policies  to  achieve  pay  equity   •  Use  data  to  support  validity  of  apparent  pay  dispari4es   •  Confirm  valid  reasons  for  pay  differen4als—such  as  longer  tenure,  more  educa4on,   or  higher  performance  
  54. Pay  Equity  is  only  one  layer:  Diversity  is  another
  55. Gallup  Report:  Women  in  America:  Work  and  Life   Well-­‐Lived     “To  aFract,  retain  and  engage  a  modern  workforce,   business  leaders  must  be  courageous  and  begin  to   examine,  if  not  overhaul,  their  organiza*onal  policies,   strategies,  cultures  and  values.”
  56. Craq  a   workplace   culture  that   takes   women’s   expecta@ons   into  account Gallup Report: Women in America: Work and Life Well- Lived  
  57. The  outside  is  looking  in
  58. Society:  Other  Considera@ons §  Support  meaningful  paid  parental  leave  that  is  equal  for  both   women  and  men    -­‐-­‐  and  socially  acceptable  for  both  to  take §  Support  programs  that  increase  the  availability  of  good  quality   affordable  childcare  for  all  parents   §  Ensure  it  is  socially  acceptable  for  both  mothers  and  fathers  to   make  use  of  flexible  working  @me  arrangements  to  care  for   children   §  Develop  and  support  long-­‐term  programs  aimed  at  removing   the  gender  bias  and  social  taboos  associated  with  career   choices
  59. Download  the  report  at Download  your  copy   Subscribe  to  the     Workforce  Intelligence   Blog  
  60. Thank  you Josie  Sutcliffe  
  61.         Join our next Webinar! Reimagining a Performance Culture Wednesday, January 11, 2016 Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for all upcoming Workforce Webinars at OR click the icon on the widget bar!