BUILD A PIPELINE. Organizations should work closely with schools and universities to create a
pipeline of diverse students. They should encourage their employees to invest time in this area.
HIRING. Job descriptions have to be gender-neutral, and tech-based tools can help identify
gender bias in the hiring process. Convene a diverse interview panel and conduct a selection
process by removing the elephant in the room, such as age, race or gender bias. Be open,
transparent and honest during this process.
RETENTION. You can retain women, people of color and other minorities by creating an
environment in which they can thrive. Rao Gluckman notes that, apart from gender bias,
there is a new phrase that has emerged called the motherhood penalty—a bias based on the
stereotype that a mother isn’t as committed to her job compared to a childless woman—coined
from research done by Stanford’s Clayman Institute for Gender Research.
When we hire women, she says, we don’t lose them to motherhood; we lose them from the
industry because we don’t create environments for them to thrive. What does an environment
where women can thrive look like? Employers can create mother’s rooms, give women
strategic projects when they return from maternity leave, empower them with ownership of
projects and consciously work on career-advancement opportunities for women.
ADVANCEMENT. Rao Gluckman notes that some say women are over-mentored and under-sponsored. This means that people who are in decision-making roles in an organization need
to sponsor high-potential women. Their MBOs (management by objectives) should include
advancing women’s careers. Likewise, bonuses, performance, stocks and benefits should be
tied to their MBOs, she adds.
According to Gartner’s Kropp, there remain some
large employers that can’t say with 100 percent
certainty the gender make-up of their employees
because data collection and tracking happen too
“There is a fundamental challenge that many
companies have, and that’s making sure you actually
understand the representation in your workforce,”
Today, with cloud-based, real-time HCM
tools readily available, driven by data-analytics
dashboards and the like, HR leaders—and, by
extension, senior management and business-line
managers—finally have a chance to truly get their
arms around D&I numbers.
Kropp says new HR-tech products, services and
capabilities are helping organizations understand
how inclusive they are. For example, organizations
can conduct quick pulse surveys into their
workforces, which allow HR and diversity teams to
collect employee feedback on topics including job
satisfaction and overall experience at a company.
Using analytics to examine response differences
between demographics can reveal disparate