Inclusion

For women in leadership, diversity means more than just gender

Luciana Casado — Tue, 04 Feb 2025 14:09:29 +0000

For women in leadership, diversity means more than just gender Luciana Casado

Recent statistics about women in business suggest that much progress has been made with regards to addressing gender discrimination in corporate leadership.

For instance, in the UK, 42 percent of board positions in the FTSE 350 were held by women in 2024, up from 24.5 percent in 2017, according to the government-backed FTSE Women Leaders’ Review.

Gender pay gaps are at record lows, and in 2022 the UK Financial Conduct Authority set a target for all British listed companies to have 40 percent of their board positions held by women. That same year the percentage of FTSE 100 board positions held by women was already at 39.1 percent.

However, while female representation at board level has increased, the same rate of improvement hasn’t been seen for CEO positions. Indeed, in 2024 only ten CEO positions were held by women in the FTSE 100. This suggests that, in the UK at least, women are still facing challenges in accessing the highest levels of business leadership.

It’s also important to recognise that equality at leadership level, and indeed across the entire workforce, should extend beyond gender alone.

“While recent data shows that progress has been made, it often only provides a partial view of the challenges women face in the corporate world,” said Catherine Osaigbovo, Partner at Page Executive. “For example, statistics often do not account for intersectionality, which is essential to understand when looking at the complexities of discrimination in the workplace.”

Intersectionality was coined as a term in 1989 by the US professor Kimberlé Crenshaw and has returned to the fore of public discourse in recent years. It is based on the recognition that various elements of a person’s identity intersect, such as race, gender, economic background, age, sexuality, and disability, leading to complexities that can’t be addressed simply by focusing on each factor individually.

Consider a law firm looking to improve diversity amongst its associates. The company may focus primarily on gender as its measure of diversity, so ethnically diverse women could face intersecting barriers. For instance, they may have the necessary skills and qualifications but could potentially face race-based discrimination that white female candidates would not face.

Similarly, by focusing on gender split, this firm may be overlooking economic background as a discriminatory intersecting factor. For example, inequalities in recruitment could emerge from stipulations that applicants must have internship experience to be considered for entry-level roles. While internships can be valuable, they are often held by candidates from higher socio-economic backgrounds who have had access to opportunities unavailable to less-privileged candidates.

These kinds of situations can encourage a cycle where opportunities for career advancement are disproportionately available to those who already hold advantages, reinforcing existing disparities.

Changing the intersection narrative

Data about the gender of employees can help companies address balance and potential discrimination, but firms should ensure that other identity factors are represented in the data analysis, and that intersectionality is therefore considered, rather than simply each factor separately.

There are further strategies companies can consider, to address gender and intersectional diversity, including:

Diverse hiring practices: These should focus not only on gender, but other dimensions of diversity. They should, according to Catherine, also “have a person who understands intersection at the centre of the process”. Inclusive job descriptions and adverts, diverse interview panels, inclusive recruitment training for all hiring managers, and actively recruiting from underrepresented groups can help.
Inclusive workplace policies: These can include flexible work arrangements and parental leave policies, menopause leave & training, anti-discrimination policies, mental health issue training, and logistical solutions such as accessible buildings. “We should look to create an environment where everyone feels they can be themselves”, adds Catherine.
Mentorship and sponsorship: These can pair employees from underrepresented groups with senior leaders who can provide guidance, support, and advocacy for their career advancement. Catherine Osaigbovo: “Mentorship could be a manager helping someone with their confidence and how to navigate a role, whereas sponsorship can involve a more senior ally. It will often be a senior leader towards the top of the organisation who can advocate and open doors, tangibly helping them in their career.”
Training and education: Employees can be trained in topics such as unconscious bias, cultural competence and inclusive leadership. “It’s important to get leadership buy-in and training such as this should include senior leaders”, said Catherine. “Measures like these can really help understand the intricacies of intersectionality.”
Employee resource groups (ERGs): These can provide support, networking opportunities, and a platform for advocacy for various identity groups and allies within a company.
Pay equity: Conducting regular audits to identify and address any gender and intersectional pay gaps within the organisation can help ensure that all employees are fairly compensated for their work, regardless of their identity factors.

"It can be difficult, because when people are just looking at the data they break people down into single characteristics,” said Catherine. “But if companies take the time to understand intersectionality beyond the basic statistics, there’s so much that can be done to make workplaces and hiring genuinely more equitable."

If you need help diversifying your workforce or want to learn more about understanding diversity and intersectionality in the context of your business, reach out to Page Executive.

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Five Easy Ways to Make Your Hiring Process More Inclusive with Generative AI

Luciana Casado — Mon, 25 Nov 2024 16:42:07 +0000

Five Easy Ways to Make Your Hiring Process More Inclusive with Generative AI Luciana Casado

Did you know that Generative AI tools can be powerful allies in reducing unconscious bias and creating a more equitable recruitment strategy?

> Before getting started, it’s essential to understand the data privacy risks associated with each tool.

Here are five practical ways to get started:

1. Refine Job Descriptions for Inclusivity

Language matters. Gen AI tools can review and refine your job descriptions to remove gendered terms or jargon that might alienate underrepresented candidates. For instance, instead of "visionary leader to dominate the market," you might opt for "strategic executive to guide sustainable growth."

What to do:

Ask the tool: "Rewrite this job description to be more inclusive and neutral. Remove any gendered or aggressive terms and focus on collaboration and growth."

2. Generate Accessible Application Content

Inclusive hiring starts with an accessible application process. You can use Gen AI to simplify instructions, rewrite complex requirements, and provide examples for clarity. It can also help draft messaging that encourages individuals from diverse backgrounds to apply, ensuring all candidates feel welcomed.

What to do:

Prompt Gen AI: "Simplify these application instructions to make them more accessible for candidates with diverse backgrounds and experiences."

3. Design Scenario-Based Interview Questions

Bias can often creep into interviews, particularly when questions prioritise cultural fit or subjective judgments. Gen AI can help you craft standardised, scenario-based questions that emphasise skills and problem-solving. This ensures a fairer evaluation process by focusing on measurable capabilities.

What to do:

Ask the tool: "Generate five scenario-based interview questions to evaluate a candidate's strategic thinking skills for a senior [insert functional role] in the [insert industry]."

4. Keep Candidates Engaged with Inclusive Communication

Inclusive hiring means treating every candidate with respect and keeping them informed at every stage. Gen AI can help you craft updates that use neutral, inclusive language—avoiding jargon or terms that might alienate. For instance, it can rewrite acknowledgment emails, interview instructions, and rejection messages to ensure clarity, empathy, and accessibility for diverse candidates.

What to do:

Prompt your tool: "Write an update email for candidates still under consideration, using inclusive language that reassures them of a fair and transparent process." Or, "Draft a rejection email that thanks the candidate for their effort, avoids overly formal or negative phrasing, and highlights opportunities for future engagement."

5. Continue to Monitor and Improve

Ask Gen AI for feedback on how job descriptions, interview scripts, or communication materials could be more inclusive. AI won’t replace the need for human oversight, but it can provide a fresh perspective to fine-tune your approach.

What to do:

Prompt the tool: "Review this onboarding presentation and suggest ways to make it more inclusive and appealing to diverse candidates."

Embrace the Change

Inclusive hiring isn’t just about fairness—it’s about recognising the value that diverse perspectives bring to innovation, collaboration, and long-term success. Behind every hiring decision is a person with unique skills and experiences, and creating an environment where everyone feels valued starts with thoughtful, inclusive practices.

The steps above offer straightforward ways to make meaningful progress with Generative AI. But true inclusivity requires more than just tools. It demands leadership, strategy, and a deep understanding of the people at the heart of your organisation. If you’re serious about building an inclusive hiring process, our executive search Principals & Partners are here to help. With years of expertise in connecting organisations with diverse, top-tier talent, we combine strategic insight with a human-centered approach to guide you every step of the way.

Ready to take the next step? Reach out to our team today.

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Drive Social Mobility in Your Workplace: A Leadership Guide

Luciana Casado — Fri, 18 Oct 2024 14:48:14 +0000

Drive Social Mobility in Your Workplace: A Leadership Guide Luciana Casado

Is your organisation ready to take the lead in promoting socio-economic representation?

Our Leadership & Social Mobility eBook offers strategic insights and actionable solutions for fostering greater diversity, equity and inclusion in the work place. This guide empowers leaders to shape more equitable hiring practices, improve workplace culture, and champion social mobility within their organisations.

What you’ll learn:

The true impact of social mobility on organisations and careers
The crucial role of leadership in breaking down socio-economic barriers
Practical strategies and approaches for improving social mobility and representation within your organisation and hiring practices

Download the eBook today to discover how your organisation can champion social mobility, foster innovation, and unlock untapped potential.

Lead the change and build a future where every talented individual has the opportunity to thrive.

↓ Complete the form and Download the full guide ↓

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Leading with Pride: How to Integrate Allyship in Leadership for LGBTQIA+ Inclusion

Luciana Casado — Thu, 13 Jun 2024 08:32:01 +0000

Leading with Pride: How to Integrate Allyship in Leadership for LGBTQIA+ Inclusion Luciana Casado

It's Pride Month! What better time to delve into the theme of allyship within leadership?

By Joanna McCrae, Diversity, Equity & Inclusion Client Services Director

We all have a general notion of what allyship is as a concept, but setting in motion the policies, cultures, and behaviours needed for an inclusive environment takes more than good intentions. For the LGBTQIA+ community, having allies in leadership positions is crucial for creating safe, supportive and equitable environments. Leaders have the power to set the tone and culture within their organisations. Their actions and words can lead to significant change, promoting a workplace where everyone feels valued and respected.

So, in this article, we’re going to explore how leaders can embody allyship through the three lenses of acceptance, action and humility. No leader can claim to be an ally if they aren’t accepting of every individual in their team. There’s no room for symbolic, one-off initiatives; you need to adopt a mentality that lives and breathes acceptance.

Create a culture of psychological safety

Ask yourself if you’ve created a culture where people can realistically share concerns from discrimination to burnout with their line managers. Without that trust, issues go unaired and a wellbeing vacuum emerges.

Remember to really listen, be persistent and don’t shy away from difficult conversations. As a general rule, you need to ask three times for someone to feel safe opening up to you.

Feedback is essential to creating a psychologically safe workplace. Rather than simply imposing policies, open up a dialogue to understand what LGBTQIA+ employees really want.

Change your recruitment and organisational processes

Leaders should adopt flexible and inclusive recruitment practices, such as task-based assessments and diverse hiring panels. As standard, performance evaluations and career progression should be transparent and unbiased, with equal opportunities for all.

Inclusive policies must extend to benefits, ensuring gender-neutral facilities, employee resource groups and support for diverse family structures. Physical spaces should be accepting, accessible and inclusive for all gender identities. Continuous feedback mechanisms lead to ongoing improvement, fostering a workplace culture where inclusivity is integral and everyone feels valued and respected.

Being active involves taking that mindset of acceptance and enacting policies and initiatives that improve the environment around them. It’s a visible blend of speaking out against anti-LGBTQIA+ discrimination and normalising the inclusion of diverse profiles at all levels of the company.

Practise what you preach with authentic allyship

Authentic allyship goes beyond mere lip service. In leadership, this means using your privilege to support and uplift marginalised communities, even when it feels uncomfortable. You need to take action by embracing vulnerability, acknowledging your own biases, and being open to continuous learning.

The most obvious indicator of authentic allyship is being willing to challenge discriminatory behaviour. Calling out inappropriate comments, addressing inequities in the workplace and advocating for inclusive policies all set the standards for a safe working culture.

Support individual growth with sponsorship and mentorship

Sponsorship and mentorship are vital for fostering the career growth of diverse employees who have fewer role models to look up to. The two concepts are quite similar: Sponsorship involves senior leaders advocating for high-potential individuals, while mentorship provides advice and skill development.

Effective programmes pair talented employees with leaders, who run regular check-ins rather than one-off interactions. These initiatives not only help employees overcome challenges and advance but also enable leaders to tap into diverse talent, aiding succession planning.

Clearly announcing equitable, flexible training options tailored to individual needs is a great way of attracting ambitious talent and creating a workplace that promotes LGBTQIA+ inclusion.

Being humble is perhaps not as obvious as the more expressive traits of being accepting and active, but it is still a critical pillar of allyship. In essence, it’s about taking a back seat in discussions around LGBTQIA+ issues and offering the floor to their LGBTQIA+ colleagues.

This involves showing a great deal of empathy and understanding. However, empathy and understanding aren’t inherent values. They result from listening to people’s stories and perspectives and keeping an open mind when faced with new ideas.

Leaders show empathy and understanding by checking in with employees, showing appreciation for their contributions and being present during difficult times. There’s no need to make elaborate displays of empathy; it’s the little things that count. For example, adding your pronouns to a LinkedIn page or email signature may seem inconsequential. However, it sends a strong message to the LGBTQIA+ community that they can feel like they’re in a safe space when speaking to you.

Educate yourself to stay ahead of the curve

Education is at the core of effective allyship, and there’s plenty of material to dig into. Books, diverse voices on social media, workshops and listening to individuals from marginalised communities all combine to provide crucial insights into the historical and contemporary struggles faced by LGBTQIA+ individuals.

Of course, education is an ongoing process. We’re constantly exploring new and better diversity practices, so a commitment to lifelong learning is vital. Staying up-to-date on allyship isn’t just a moral advantage, it unlocks the potential of new perspectives and innovations.

Empower your hiring managers to onboard and retain diverse teams

Recruitment is, of course, one of the most consequential areas for you to practise allyship, and it starts with training hiring managers. Regular sessions on psychological safety, microaggressions and DE&I policies all help managers grow and promote inclusive practices.

However, in our experience, leaders and hiring teams often struggle to see the benefits, so focus on why diverse recruitment is important, instead of simply how to implement it. Varied perspectives lead to innovation, diverse profiles span a broader skill set and inclusive hiring practices create a more welcoming environment which leads to higher job satisfaction and reduced turnover.

Discover the power of allyship with Page Executive

We’re in an exciting time in terms of diversity, equity and inclusion. A lot of best practices are becoming industry standards, anti-discrimination laws are now commonplace and an increasing number of decision-makers are seeing the far-reaching value of diverse workforces.

Of course, there’s still a long way to go before inclusive workplaces are the norm. So if you’d like your company to face the challenge with expert advice, reach out to us now.

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Why Psychological Safety is Critical for Gender Equality in the Workplace

Jay Shah — Tue, 09 May 2023 09:10:53 +0000

Why Psychological Safety is Critical for Gender Equality in the Workplace Jay Shah

From the Covid-19 pandemic to the Great Resignation to the cost-of-living crisis, the last few years have shone a light on the distinct challenges that different demographics face in the workplace.

Among these various groups, female professionals have been disproportionately exposed to stress, deteriorating economic outcomes, and workload increases across the board. It is now incumbent upon employers to make equity for women within their workforce a key part of their employee value proposition.

This is especially important given the tougher market we are observing in 2023, since greater levels of diversity, equity and inclusion are associated with happier and more productive workforces. And against this backdrop, one concept has entered the limelight as never before: ‘psychological safety’ – the theme of Page Executive’s recent 2023 Women in Leadership Dinner.

The event gave attendees the opportunity to discuss common challenges with one another. It also featured a panel of female leaders at the top of their respective fields:

Alex Bishop, Head of Dispute Resolution and Litigation and Co-Head of Birmingham Office, Shoosmiths
Angela Seymour-Jackson, Chair, PageGroup
Debbie Robinson, Chief Executive Officer, Central England Co-op
Deborah Cadman OBE, Chief Executive, Birmingham City Council

Here, we’ll share some of the invaluable ideas to have come out of the event, as well as actionable insights for employers looking to create psychologically safe environments.

What is psychological safety?

In the workplace context, psychological safety refers to employees feeling they have the freedom to speak up, take risks, and express their opinions without fear of negative repercussions. A lack of psychological safety can hamper women’s career progression, lead to burnout, and exacerbate employee turnover.

Alex Bishop commented:

To me, psychological safety means creating an environment where everyone can be their true authentic selves in the workplace.

But what does this look like in practice? Deborah Cadman OBE, said:

Psychological safety means people feeling able to speak freely, to maybe challenge, to maybe put issues they are experiencing on the table without others then interpreting that as a lack of capability or as weakness.

Of course, this subject has particular relevance for women from other underrepresented backgrounds. Joanna McCrae, Diversity, Equity and Inclusion Client Solutions Director at PageGroup, highlighted the role that psychological safety plays in providing women of colour with an equal platform to succeed:

Everyone should feel comfortable bringing their authentic selves to work. Women of colour in particular need to be able to challenge, question, and thrive in their workplaces without fear of being perceived as aggressive or difficult. When we as women and women of colour can do that, we show how truly remarkable we are in our positions. This is why events like Women in Leadership are so exciting: they showcase inspirational women’s journeys and provide tips for the women who attend.

Why does psychological safety matter for gender equity?

Creating a psychologically safe working environment is, ethically speaking, the right thing to do. But the reasons to prioritise psychological safety are not only moral – they are also practical and commercial.

In a recent Harvard Business Review article, Maren Gube and Debra Sabatini Hennelly argue that psychological safety is central to ‘organisational resilience’ – an organisation’s ability to weather challenges and difficult conditions. Employees and leaders that feel psychologically safe show greater agility, innovation, and adaptability.

Angela Seymour-Jackson, Chair of PageGroup, outlined the high stakes of this discussion:

If we can’t create a culture where diverse voices are heard, then we will be stuck with groupthink. And groupthink, longer term, is going to lead to bad outcomes for all of our stakeholders.

It is also important that employers understand groupthink as something that can occur even in teams which have higher levels of diversity.

Angela continued:

It’s dangerous for organisations and boards to think ‘Well, we don’t have groupthink, because look how diverse we are!’ If there isn’t inclusivity and psychological safety, then there will be people in your team who are not making a full contribution.

How does psychological safety impact women’s careers?

Psychological safety can have a significant impact on women’s career progression and therefore the diversity of companies’ leadership teams.

When people don’t feel able to express their talents fully or are concerned that making a mistake will incur negative consequences, their performance can suffer due to risk aversion and pressure. Women often face distinct challenges in the workplace, such as bias and stereotyping, which are exacerbated for women of colour, disabled women, and women belonging to other under-represented groups. These experiences create feelings of isolation, which in turn make it difficult to speak up and take risks.

The result is that organisations which lack psychologically safe environments produce fewer female leaders, develop their female workers less effectively, and consequently experience worse outcomes.

The reverse is also true, however: psychologically safe workplaces produce better outcomes.

As Alex noted:

If people feel they can question authority, that they can check behaviours are as they should be, then the workplace is better and the organisation you work for is a much better place.

Debbie Robinson agreed, saying:

When you have a psychologically safe workplace, you get the best out of everyone and your people are able to perform at the best level.

How can employers create psychologically safe environments?

So, at a time when many employers need to keep their best people and become more diverse, psychological safety needs to be a key priority. But what practical steps can they take?

Here are some of the strategies and approaches that were discussed at the event:

Mentorship and sponsorship. Employers looking to improve psychological safety for women should give women the opportunity to connect with female sponsors and mentors. These figures will provide a safe space for women to voice their concerns, ask for help, and receive feedback.
Promote allyship. Truly psychologically safe workplaces don’t just allow women to speak out when they feel that there is an issue which needs to be discussed. They also encourage their colleagues, specifically men, to support and act on those conversations, acting as allies to their female co-workers.
Communication and connection. The way that people within an organisation communicate with one another can have a huge impact on its culture and the wellbeing of its people. Communication styles and habits which do not prioritise psychological safety can damage willingness to innovate and take risks. A focus on communication is even more effective when aided by initiatives which encourage colleagues to collaborate and connect with one another regularly. This is particularly important in the current era of hybrid working.
Provide feedback. A range of experts have highlighted regular feedback as an effective way to create more psychologically safe environments for women. Women on average receive less feedback than their male counterparts, something which can damage their career progression and confidence. The way that feedback is delivered matters too: it should be supportive, non-judgmental, and focused on development and growth.
Adjust for your style of working. Psychological safety in a physical office space may differ from a remote or hybrid working environment. When colleagues work from different locations, it becomes even more important for people to feel they can be open and honest about their personal situations and needs. Equally, the layout of an office and the facilities that are available can create a much greater sense of inclusivity.
Get input from employees. Mindfulness of how employees are feeling will allow employers to address concerns and challenges before they develop into serious problems. That’s why it’s so valuable to seek the opinions and feelings of workers across an organisation to understand where there is room for growth. And most importantly, employers need to listen and learn from mistakes.
Be proactive and measure success. As with any diversity or inclusivity related initiative, proactivity is essential. This means setting clear goals and metrics, implementing meaningful policies and practices, and encouraging contributions and ideas at all levels. It could also require training and education on topics such as unconscious bias, microaggressions, and inclusive communication.

How can you learn more about psychological safety?

This subject is only growing in importance, and one of the best ways to advance your own career is to connect with other professionals who value psychological safety and understand how it drives success for women in the workplace.

Deborah said:

It makes me so cross when I see all the wasted talent in women who don’t feel enabled and encouraged to take advantage of opportunities.

Reflecting on the career path that has led her to the Chief Executive role at Birmingham City Council, she continued:

It’s been a great journey, but there have been issues along the way that I have had to deal with. And if I can share the things that haven’t gone well, along with the things that have gone brilliantly, then I think it can be a great thing for other women to learn from.

At Page Executive’s annual Women in Leadership Dinner, we host female leaders and professionals from across various industries and sectors to discuss all these issues and more. These events are an invaluable opportunity to connect with other professionals, share ideas, and to ultimately move the world of work in a more positive, inclusive direction.

We are already planning our next dinner. To find out more, please get in touch on the details below:

Sarah Bradley, Partner, Page Executive

E: Sarahbradley@pageexecutive.com

Louise Shepherd, Associate Partner, Page Executive

E: Louiseshepherd@pageexecutive.com

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Webinar: How neurodiverse talent can boost your business in 2022 and beyond

Daniel Whitehead — Tue, 14 Mar 2023 11:03:49 +0000

Webinar: How neurodiverse talent can boost your business in 2022 and beyond Daniel Whitehead

In the challenging and fast-paced hiring landscape of 2022, businesses need to attract untapped talent pools in order to thrive. Diversity of all kinds contributes to creativity, innovation, and competitiveness. The greater the diversity of your staff, the more unique ideas and perspectives you'll be able to bring to any given problem, and that includes neurodiversity.

In our expert-led webinar, we explored workplace neurodiversity and reveal best practice for attracting neurodiverse candidates, and crucially, how to create a culture of inclusion in the workplace.

Our expert panel covered key topics including:

What is neurodiversity, and how does it affect employees
How the pandemic has affected neurodiverse talent and those looking for employment
Why companies need to broaden their talent pool by hiring in this area
The business benefits of hiring neurodiverse talent
What more employers can do to make a truly inclusive workplace

Watch Now!

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The Power of Multiple New Perspectives

Daniel Whitehead — Thu, 17 Mar 2022 15:50:11 +0000

The Power of Multiple New Perspectives Daniel Whitehead

By Katiuscia Cardinali, Senior Partner

Multinationals can and should be pioneering leaders in diversity, inclusion and sustainability

Multinationals should be diverse and inclusive by nature – given the broad spectrum of jobs, channels, countries and industries they cover. I had the pleasure of exploring the inner-workings of a progressive multinational during our talent mapping D&I and Non-Oil & Gas project with Gabriele Franceschini, Executive HR Director of Baker Hughes – one of the world's most prominent energy and technology organisations.

Baker Hughes has 55,000 employees and operates in 120 countries. According to Gabriele, diversity, equity and inclusion are the three pillars on which the organisation builds its culture, value and future.

“Everything we consider diversity is actually an aspect of uniqueness” – he told me.

Every day is diversity day

Guido Caleca – our Associate Partner here at Page Executive – and I worked hand in hand with Gabriele on this intensive talent mapping to create innovative, cross-fertilizing leadership for this multinational. At Baker Hughes, like at Page Executive, nurturing diversity and inclusion implies building and supporting community-based initiatives, as Gabriele explained:

“We’ve created Employee Resource Groups (ERGs) made up of employees who share interests, characteristics or life experiences. These groups provide connection, support our company purpose and generate opportunities for professional growth and development. Our Pride@Work ERG, for example, raises awareness around key issues affecting the LGBTQ+ community and gives our LGBTQ+ employees a voice.”

Each ERG has an ambassador and participating executives who co-develop inclusive practices and processes as part of their daily work. The organisation has a diversity equity and inclusion officer, but Gabriele’s aspirations went further than a one-person job. “I believe everyone who defines themselves as a leader at Baker Hughes is responsible for ensuring D&I: it’s the one thing we all have in common.” That’s where Page Executive came in.

Propelling a cultural (r)evolution through purposeful recruitment

D&I enables all professionals within the organisation to shine. Here at Page Executive, we are committed to breaking down stereotypes. We select professionals who will define and shape a more diverse and inclusive company culture, by supporting leaders in recognising talent, and by identifying how a professional can grow and add value within the organisation.

Like Gabriele, we’ve realised that diversity doesn’t come knocking: the professionals – especially leaders – must be found.

Where D&I meet ESG

Baker Hughes turned to Page Executive at a crucial moment in its evolution, as it moved from oil and gas to the renewable energies sector and needed to identify the talent with the right potential. “We can’t make new energy expertise a prerequisite because it doesn't exist (yet), but the goal is to structure a successful path in two to five years’ time, bringing in a spectrum of internal talents that develop in new areas, and cross-fertilising to drive new ideas and a new working approach.” He told us.

Guido fully supported Baker Hughes’ D&I and ESG agenda. With a forward-thinking, proactive approach to the organisation’s talent development needs. Through Guido’s expertise and proactivity, and our experience as a company that champions Diversity and Inclusion at its core, we accompanied the organisation through each step of the transition. We screened around 200 diverse candidates from the renewable and circular economy sectors, selected 24 for different leadership roles and successfully placed a Head of Hydrogen.

“There was an immediate alignment of ideas and values with Page Executive. We discussed market diversity, moving from oil & gas research to the renewable energy space, as well as gender diversity to balance our figures. They faithfully embodied our corporate values and put forward a fair mix of people from the renewable energy sector; half were male and half were female.” Gabrielle assured me.

The change has been lasting and palpable, as he concludes:

“Two years ago, I would deliver CVs without names or ages, and ask the team leader to choose candidates who they’d only see when they opened the door. Today I only provide the essential values, because they no longer even ask if it's a man or a woman.”

In multinationals, complexity and resistance are inevitable, but with the right partner, the right corporate culture and a strong focus on diverse talent, global organisations can build a self-sustaining, scalable business model and lead by example in these vitally important areas.

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5 ways to improve equity in the workplace: IWD 2021

Anonymous — Wed, 14 Apr 2021 06:00:10 +0000

5 ways to improve equity in the workplace: IWD 2021 Anonymous (not verified)

‘Diversity & Inclusion’ has quickly become more than just a hot-topic issue for businesses around the world — and for good reasons too. After all, discrimination of any kind has no place in our society, let alone the future workplace. However, beyond just the right thing to do, studies have also shown that diversity and inclusion is good for business, too.

In a recent analysis, Wall Street Journal revealed that the 20 most diverse companies in the S&P 500 performed better than the least diverse firms over five- to 10-year periods — 4 percentage points more in terms of average operating profit margin, to be exact. A separate study from Mckinsey reinforces this point, with the top 25% of companies studied for their gender diversity having a greater chance (21%) to experience above-average profitability.

Considering the hard figures, the business case for diversity and inclusion is hard to ignore. However, recognising the potential benefits does not necessarily equate to action and implementation, at least among S&P 500 companies. For example, less than a dozen companies in the S&P 500 have at least 50% female boards; less than 5% are run by a female CEO or equivalent; the number of female executives averages at just 18% in 2020. That is not to say that headways have not been made over the years. In 2020, S&P 500 boards appointed 413 new independent directors, with 59% of them being women and minority men, a small yet significant step in the right direction.

As part of International Women’s Day 2021, Page Executive recently hosted an exclusive webinar session that featured an esteemed list of female leaders from across APAC: Datin Yasmin Merican, President of Malaysian AEON Foundation & CEO, Trax Associates; Aliza Knox, Non-Executive Director of Healthway Medical Group and Grand Thornton International (London); H.E. Margriet Vonno, Ambassador of the Kingdom of Netherlands to Singapore & Brunei; as well as Noni S.A. Purnomo, President Director of PT Blue Bird. Representing Page Executive was Jon Goldstein, Regional Director of Southeast Asia at PageGroup.

Part of the conversation touched on practical actions that businesses can take to improve equity at the workplace. Here are some of the highlights:

1. Going beyond mentoring at the workplace

Mentorship at the workplace means giving advice and guidance to less experienced employees within the organisation. Sponsoring, on the other hand, goes beyond just giving friendly career advice. Knox explained that mentoring is about investing in an employee’s career and using your influence and network to connect them to high-profile assignments or decision-makers. “Many tech firms have these calibration sessions, where [there is] a limit on how many people we can promote at once. Sponsoring means that you are out there saying, ‘Listen, I understand that all four of these people are equally good, and we can only promote three, but I really believe that so and so is ahead’,” Knox said. “Sometimes, that person is a man or a woman, but I think as women, we can look to sponsor other talented people, and we bring them up.”

2. Be willing to challenge the status quo

Recruiters, too, are in an interesting position to improve a company’s equity. During the discussion, Goldstein said that it was a good idea for leaders to ‘get out of what’s in their heads’ when hiring. “A lot of clients come to us with [an] ideal based on what they know, and what they know generally refers to the male idea of what the ideal candidate is,” he explained. One way to deal with this mindset, then, is to challenge the status quo. “One of the most important things for me, my peers and all the different recruitment companies out there is to challenge back. We encourage our clients to consider a female candidate. It’s a risk, and we risk our clients pushing back, but that’s just the right thing to do.”

3. Becoming role models for the next generation

Fostering diversity and inclusion at the workplace goes beyond the current generation of workers, too. To Vonno, it is also about nurturing the next generation of leaders and inspiring them to become better, more equitable leaders. During the webinar, Vonno shared how, as a child, the person she looked up to was her father who gave her a lot of encouragement. Now that she’s an adult with a daughter of her own, she aims to become a role model as a way to pay it forward. “When my daughter was younger, she would tell me that she wanted to become a mother! She then clarified that she wanted to be a mother and then hop on an airplane to go to work. So she already knows that she can work and be a good mother at the same time, and I am very pleased with that,” Vonno said. “She also wants to drink lots of coffee, which is what she thinks I do all the time.”

Clockwise from top left: Jon Goldstein, Regional Director of Southeast Asia at PageGroup; H.E. Margriet Vonno, Ambassador of the Kingdom of Netherlands to Singapore & Brunei; James Chau, International Broadcaster and Host of The China Current; Aliza Knox, Non-Executive Director of Healthway Medical Group and Grand Thornton International (London); Noni S.A. Purnomo, President Director of PT Blue Bird; Datin Yasmin Merican, President of Malaysian AEON Foundation & CEO, Trax Associates.

4. Recruit those who share the same mindset about diversity and inclusion

It is one thing for female leaders to support women at the workplace — but what about the men? What if they don’t share the same ideas about diversity and inclusion? Purnomo believes that, on top of giving women the flexibility and confidence to make their own choices (that is, to be a mother, a full-time working professional or both), it is also about recruiting men who share the same mindset about workplace equality. “When I recruit new employees, especially male, the first question I ask is, ‘What are your views on having a wife who’s trying to climb the corporate ladder?’ Also, what happens if she earns more than you? It is important to know these things because, to make it sustainable, we need to change the culture. This means we have to recruit those with the same mindset. It is very important that their personal views align with the corporate view.”

5. Childcare-related policies or facilities

One question that piqued the interest of panellists is regarding the work culture in Japan. Specifically, an attendee shared that many of his female colleagues had to choose between becoming mothers and their careers. As the country with the highest rate of ageing globally, Japan’s working female leaders are thus in a real conundrum as many of them feel that choosing one means compromising the other.

On that front, Knox said that childcare at the office is an excellent step in the right direction. “That will maybe change after the Covid-19 pandemic because it’s unclear where employers could provide such a thing,” she said. “I mean, right now, if you want to be home with your kids, you have to make some trade-offs. You can’t do both at the same time. You can’t be baking with your child or playing with trucks and be on a work call. However, if you want to work but can’t because you can’t get childcare, I think that’s where both the government and companies could step up more in terms of practical action.”

The panellists also took a moment to recognise that progress has been made in markets in the Asia Pacific. “In Malaysia, we have achieved quite a lot when it comes to getting women in the workplace,” Merican shared. “In the latest report, Malaysians achieved 33% [when it comes to] getting women into senior positions. That’s compared to the global average of 29%. So to me, International Women’s Day is a chance for us to stop and think about what we can do to contribute.”

Ultimately, the panellists agreed that the most important way to improve diversity and inclusion is to look beyond just International Women’s Day. The other 364 days, too, are just as critical. “My concern is that it becomes something we do for one day a year,” Knox said. “We really should be thinking about gender parity all through the year, as well as other kinds of diversity. So what International Women’s Day means to me is [an opportunity] to challenge ourselves, to think about concrete things we can do, recognise the people who have come before us and pay it forward.”

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3 Key Recruiting Strategies to Improve Gender Diversity at the Workplace

Anonymous — Tue, 16 Mar 2021 05:07:24 +0000

3 Key Recruiting Strategies to Improve Gender Diversity at the Workplace Anonymous (not verified)

The world is full of female talent, and we are seeing more and more female talent filling senior executive roles across the globe. Ngozi Okonjo-Iweala became the first woman and first African to head the World Trade Organisation in March 2021. In the same month, Jane Fraser became the new CEO of Citigroup. Closer to home, we have Laura Cha, the first woman to chair the board of the Hong Kong Exchanges and Clearing in 127 years. Nicole Tan from Singapore became the first female regional president and CEO for Shiseido in the Asia Pacific.

Some researchers found that gender diversity leads to more innovative thinking. In contrast, others indicate that it does not directly improve company performance. Perhaps what is more important is the skills a candidate brings to an organisation. PwC’s 2017 Global CEO Survey found that CEOs rank problem-solving, collaboration, adaptability and emotional intelligence as important skills for their organisations. This is a shift away from traditionally masculine traits towards capabilities that more intuitively female. And it is not that male talent do not exhibit such skills, but it is pronounced in female talent. On top of that, Covid-19 has accelerated trends and attitudes on flexible working, innovation, transparent leadership, and the need for more empathetic management.

Despite all that, women are still underrepresented at every corporate hierarchy level, with the gap becoming more significant at senior executive levels. The good news is, there is progress. According to the 2021 Women in Business report by Grant Thornton, the proportion of leadership roles held by women worldwide stood at 19% in 2004, and the number has risen to 31% in 2021.

In Hong Kong, the financial and professional services sectors are at the forefront of hiring female talents, with mostly global executive boards driving diversity-hiring at MNC companies. However, that is not to say the non-MNC companies in Hong Kong are not as driven to hire women. As reflected in our Talent Trends 2021 survey report, 45% of senior executive job openings in Hong Kong were filled by women in 2020. We saw a 3.5% increase in the number of new female appointments for senior executive job openings last year, reflecting a slow but steady increase in senior leadership diversity across the Asia Pacific.

According to The Global Gender Gap study by the World Economic Forum, it is estimated that we will not see gender equality in the global workforce for another 170 years. The stats are alarming. The fact is that hiring female talent is not as simple as hiring female talent. There are significant barriers that hinder female hires. For instance, LinkedIn’s Gender Insights Report found that women feel that they need to meet 100% of job description criteria before applying for a job. In comparison, men usually apply after meeting about 60%. And with the Covid-19 pandemic, working mothers are more likely to consider leaving the workforce or downshifting their careers due to childcare responsibilities, reported in a study by McKinsey & Company.

To address diversity and inclusion in the workplace, many corporations in Hong Kong are creating D&I roles. Some of these include Sudesh T, who, after a long tenure in AXA, has taken the regional role in Manulife to oversee D&I; Nikki Davies, who worked at Credit Suisse, joined Prudential at the end of 2020; Florence Chan joined Lululemon from EY this year; Carolyn Lim is now in Hong Kong Exchanges and Clearing (as part of her TM role); and Amy Hanly at Morgan Stanley.

As hiring professionals, we know that companies want to hire more women. And while it looks like we still have a long way to achieve a gender-equal workplace, we need to look at ways to achieve the most significant impact for a gender-inclusive workforce. I believe it starts with the recruitment process. I propose we look at the following factors:

1) Diversity of the interview panel and interviewers

Having a diverse panel of interviewers is essential to nip interviewer bias right at the beginning. If your company works with external recruiting companies, it is necessary to vet its diverse hiring stance. At the hiring manager or talent acquisition manager level, the company could make a regulation that there should always be two hirers present at every interview. With two people accessing the interviewee, you will get different, or similar, professional opinions, leading to a fairer and more objective perspective on the candidate.

Some companies have started to include more assessment centre-type practices, too. Here’s an example: One of my clients had their Head of Legal and Head of Marketing assess a candidate for a Human Resources leadership position. Other companies are also exploring different ways to be diverse from that way as well. For instance, if a candidate is interviewing for a senior role, it would also be vital to have different ethnicities/races and both genders on the interview panel to create a more inclusive interview process. I want to highlight that there is nothing wrong with having one hiring manager conduct the interview. However, having gender-diversity would not only foster a gender-inclusive workplace; it can also project a diversity-positive outlook for the candidate on your company, whether or not the candidate gets the role.

2) Provide training on inclusive recruitment for hiring managers

The impact of stereotypes and unconscious biases exist, and it can come from a man or a woman. Therefore, it is vital to actively train recruiters, hiring managers and stakeholders who participate in hiring, from those responsible for writing job descriptions to interviewing and making hiring decisions. To aid interviewers, companies can create a defined job criteria checklist. Hiring decisions should be made against this list, with any additional notes added on a separate section.

3) Use inclusive language for job descriptions

While most job descriptions are generally inclusive, certain words used in job descriptions can affect the appeal of jobs for women in terms of personal skill and belongingness. Even one word can make the difference between attracting female talent and turning them away. For instance, words like “dominant”, “self-reliant”, and “analyse” are perceived as more masculine, while words like “serves”, “dependable”, “collaborate”, and “consider” are female trait words, according to this journal. Besides using universally attractive and inclusive language, recruiters may consider excluding non-essential criteria and reference broader capability requirements to avoid disproportionate focus on professional qualifications. Job descriptions should avoid jargons. Lastly, include a paragraph at the end of the JD about being an “equality opportunity employer”.

The road map to gender diversity at the workplace should be assessed and reassessed continuously for best practices. While it begins at the recruitment level, corporations need to develop awareness for D&I at different corporate hierarchy levels and decide how to deliver diversity targets at the workplace.

Richard Barber
Associate Partner
Hong Kong

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The Future of Banking: Diversity & Inclusion

Anonymous — Wed, 29 May 2019 11:14:09 +0000

The Future of Banking: Diversity & Inclusion Anonymous (not verified)

In March 2019, Page Executive organized a 2nd debate in Warsaw for Banking Shared Service Center Heads and HR leaders to discuss topics regarding this dynamically growing industry. The event was led by Mariusz Grendowicz, one of the most prominent bankers in Poland and hosted by Iwona Dudzińska, Citi Managing Director, at their premises. Agnieszka Kulikowska, Partner in Page Executive, facilitated the discussion.

Bring your Whole Self to Work

One of the best things about the Shared Services Centre (SSC) sector in Poland is the value placed on diversity and inclusion. Companies in the SSC sector are proud that employees can bring their whole self to work, regardless of their religion or sexuality and no matter who they are. Businesses want to benefit from each individual’s experience and firmly believe everyone should have an equal voice.

Leading the Way to Diversity

At a round-table organized by NatWest between CEOs and other executives in Warsaw in April 2019, inclusiveness towards LGBT people was discussed. Business leaders brainstormed ways they could campaign from the top down in relation to LGBT issues. The importance that everyone's voices are heard was very clear. As Neil Walker, Head of NatWest Poland, explains, there is also a real need to change the conversation around disability. Disabilities should never be seen as a stigma, but as a gift that helps people and companies learn and grow.

Change Starts with Every Employee

The round-table recognized that change begins with every employee, which is why many SSCs in Poland have set up employee-led networks. At NatWest Poland, they have nine themed networks, ranging from multicultural and LGBT to women in industry and the environment. Networks like these help employees bring fresh ideas that can change the way companies work and, eventually, contribute to making change in society as a whole. The SSC sector in Poland is leading the way forward in diversity and inclusion.

---

Agnieszka Kulikowska
Page Executive Partner
T: +48 22 319 3017
E: AgnieszkaKulikowska@pageexecutive.com

Agnieszka currently leads the Financial Services, Shared Services and Human Resources practices in Poland. She has successfully conducted over 110 executive search assignments on Regional (CEE, EMEA), local Board and Director levels among a total of over 260 recruitment projects since joining PageGroup in 2007.

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What does it really mean to be inclusive in recruitment?

Anonymous — Mon, 05 Nov 2018 10:14:38 +0000

What does it really mean to be inclusive in recruitment? Anonymous (not verified)

In light of the current focus around the Gender Recognition Act consultation, enabling individuals to be able to self-identify, it is quite apt timing to explore what it really means to be transgender and how that might affect you within a recruitment process.

Diversity is interpreted in so many different ways, and in terms of recruitment, gender has been at the top of many organisations’ agenda for a while. There has been a real drive in the UK to push for equality, to the point that employers are setting quotas around gender, BAME, and often disability. But what about LGBT? More specifically, how much do we really understand about what it means to be trans?

Increasing understanding to improve support

According to Stonewall, 1% of our population identify as trans, including those who identify as non-binary. When considering differences, particularly in the workplace, understanding is key. If we don’t understand the needs of the minority groups within our businesses, how can we really support them?

As part of our diversity and inclusion (D&I) strategy at PageGroup, we regularly run events to help raise awareness and improve understanding of the many aspects of D&I in the workplace. Two notable speakers we have been working with are Leng Montgomery, a diversity and inclusion executive and trans specialist from the UK, who actively engages and consults with private and public sector companies, and Joanne Lockwood, founder and CEO of SEE Change Happen, an equality, diversity, and inclusion practice specialising in improving transgender awareness and providing support to organisations.

Leng is a regular speaker within the LGBT field who has appeared on BBC radio, written policy, and delivered keynote speeches to many UK and Global organisations. Past talks that Leng has presented highlight that the voices of trans people have not been heard, and that we need to let them tell their own stories. Joanne points out in her talks that in life, people are expected to fit into boxes. At work, we expect people to fit into our cultures and ways of doing things. But the fact is, people work differently and have different needs. These differences should be celebrated and embraced, not act as barriers.

Diverse and inclusive businesses facilitate success

We want to help build workplaces where people feel comfortable to bring their whole selves to work, and can be open about who they really are. We believe employers need to be more intersectional when it comes to diversity and consider more than just gender when recruiting.

So what does inclusivity in recruitment really mean? It starts right at the beginning when looking at candidate attraction and it needs to be omnipresent throughout selection, induction, development and promotion. This means leadership, the culture, and the strategy - no area is exempt.

Diversity in isolation isn’t sustainable if you don’t have an inclusive environment. From the moment a candidate engages with an organisation, they need to feel that their differences are valued. From the wording in a job description, through to the way an interview is conducted, their induction, and right up to the day they leave the company. Leaders need to be inclusive in their approach. They need to seek diverse input from their people to ensure richness of thought and innovation. A business culture, therefore, needs to epitomise inclusion, so that each individual feels comfortable being themselves in the workplace, accepted without exception, and that their voice matters.

To build a truly diverse workforce, organisations must be prepared to evolve: listen to different perspectives, actively seek out a variety of opinions, and allow individuals to challenge the status quo. The key is to eliminate groupthink and encourage change, to drive business success. Organisations that do this well have been found to significantly outperform those that do not. So, while there are, of course, moral and ethical drivers for diversity and inclusion in the workplace, there is no denying that there is a clear commercial value for businesses too.

Sheri Hughes
UK Diversity and Inclusion Director
T: +44 121 230 9352
E: sherihughes@michaelpage.com

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How to drive success in a diverse team

Anonymous — Tue, 07 Aug 2018 10:25:40 +0000

How to drive success in a diverse team Anonymous (not verified)

Buzzword, tick-box exercise or compliance burden? Diversity and inclusion (D&I) in the workforce continues to grab the headlines. Do diversity initiatives help successful teams and how far do they drive organisational effectiveness? Melanie Manners, an experienced Executive, Non-Executive and Interim HR Director with experience working in blue chips, SMEs and the not for profit sector, gives her insight on how businesses can get the most out of their diverse teams.

We live in a time of unprecedented political, economic and social uncertainty. It’s having an impact on all business sectors, when competing for market share, differentiating products and services and even affecting sales and funding. However, a diverse workforce can help organisations maintain and develop a competitive edge. Some of the many benefits of a more diverse team include a better understanding of and access to markets, enhanced creativity, innovation, problem-solving abilities, access to larger talent pools and improved corporate reputation. So, how can you get the most out of your team?

Boosting employee performance

To get the best results from your diverse team, through collaboration and sharing ideas internally, first and foremost, you must be prepared to challenge some preconceptions about what constitutes an effective team. You will also need to invest time and energy in creating the right culture for your team. Well-established teams fall behind their competitors when team members have got into a rut and creative thinking is stifled. Diversity across dimensions, such as functional expertise, education, or personality, can increase performance by enhancing creativity or group problem-solving. However, for diverse teams to be effective, they need to be truly inclusive.

Creating and maintaining a high performing and inclusive team must always start with a clear commitment from the top. An inclusive culture should be incorporated in your organisational values and a diversity and inclusion policy that underpins all other internal policies. Many organisations specifically target diverse representation on works councils. Employee forums and focus groups promote diverse candidate slates in the hiring process and such initiatives isolate rather than integrate diverse team members.

To get the most out of a diverse team, diversity and inclusion need to be embedded into an organisation’s foundation. However, this is easier said than done. Developing awareness of the need for diversity and inclusive working environments, reviewing systems, policies and procedures to remove any direct or indirect barriers data is crucial. While many organisations make enterprise level commitments towards D&I, the impact can be eroded by a lack of buy-in and understanding at management level. A management team that is committed and consistent in its efforts, normally results in an organisational change that is quicker, deeper and more sustainable. Managers have a key role to play in creating an environment where everyone can participate This includes being open-minded, seeking, listening and responding to the views of others, drawing on the skills, knowledge and background of each person, knocking down barriers to diversity and participation and taking a zero-tolerance approach to harassment and discrimination. A good manager also needs to give their individual team members the chance to learn and grow by questioning the assumptions they make about others and evaluating how they approach conflict.

Managing conflicting work styles in a diverse team

In most organisations, there’s a perception that people who look alike and live similar lifestyles think the same, but research and experience show that this is not the case. Well-established, homogenous teams can seriously derail if a conflict emerges and they don’t invest in equipping themselves to handle it. With diverse teams, members are more likely to think carefully about presenting balanced arguments and invest the time and effort in forming the team, agreeing roles, responsibilities, and boundaries which include how to deal with conflict. The upside is a subsequent acceleration in team performance giving the team the bite it needs to innovate.

The tone that a manager sets from the very beginning in meetings around a group's mission and values can go a long way towards bridging diversity. One way to foster cooperation is to create an atmosphere in which dissenting views can be freely aired and debated by all, rather than being pushed to one side by the majority. Embrace difference and encourage an environment of trust and acceptance of differing opinions.

Diverse teams contribute to a more skilled and flexible workforce. This enables an organisation to appeal to a wider audience of potential customers and employees, differentiate its product or service offering, and improve its brand reputation. A diverse workforce also provides the opportunity for knowledge sharing, understanding and appreciation of different working styles and cultures. It also allows businesses to celebrate the power and impact of difference. You can get the most out of a diverse workforce by frequently stirring up the pot in terms of team composition and role responsibilities. That way, understanding and leveraging different perspectives become the norm rather than the exception and the organisation is constantly evolving.

Melanie Manners
People Services Director

If you would like some more discussion around this article or to find out how we can help with your recruitment needs, please contact your local Page Executive team and one of our expert consultants will be in touch.

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How attainable are boardroom gender targets?

Anonymous — Fri, 07 Apr 2017 09:41:57 +0000

How attainable are boardroom gender targets? Anonymous (not verified)

Gender diversity targets are nothing new for businesses and the debate about how women can be better represented at all levels in the workplace has been high on the agenda for a number of years.

However, there’s often been a gap to bridge between intentions and action – something that companies in the finance sector are now starting to address with hard targets for gender diversity. Companies within this sector have set themselves an average target of 35% in terms of the number of women at boardroom level by 2020, according to data released by think tank New Financial last year.

As part of our In Conversation video series, where we interview top influencers within the business world to get their views on pertinent topics, we spoke to Dame Denise Holt, Non-Executive Director at HSBC, and Danuta Grey, Independent Non-Executive Board Director at PageGroup, to get their expert opinions on these types of targets. Watch what they had to say in the video above.

Both Dame Denise and Danuta are well placed to offer their views in this area, with both serving in non-executive roles on their respective FTSE 250 boards, and they gave us their opinions after speaking at Page Executive’s Midlands Women in Business event in Birmingham in March 2017.

What’s behind the target?

The 35% goal, up from the current average of 27%, was generated by looking at targets from the 71 firms which signed up to the Treasury’s Women in Finance charter last year. A number of retail banks, asset managers and mutuals have signed up to the charter since it was unveiled by the government last year. “By signing the Charter, firms are committing to driving change at the senior levels of the male-dominated financial services industry,” MP Harriett Baldwin commented at the time. “Such widespread commitment to the Charter will make a genuine difference to gender diversity in financial services and I am delighted to celebrate this today.”

Why are these targets so important?

According to Danuta, the “levelling of the playfield” at boardroom level is long overdue. “It’s essential to set targets like this,” she said. “It’s a statement of intent to open doors and level the playing field, which hasn’t been levelled for far too long.” However, while some could argue that setting quotas or targets can lead to positive discrimination in some circumstances, Danuta suggests that actually the old adage that ‘what gets measured gets done’ is key. “Sometimes people fear targets or what they see as positive action. But it focuses attention.” Dame Denise agrees and says it can be particularly important when recruiting new staff. “Clearly you don’t want someone on a board who just meets a target, who isn’t competent to do it. However, it does force organisations to find a better shortlist.”

What will businesses need to do to hit the targets?

Whilst recognising that strides have been made around D&I within business, Danuta suggests that companies in the finance sector will need to overhaul a number of their business areas – and not just around attracting new talent. “You have to look at recruitment processes, appraisal processes, challenge your thoughts on the convention of what great leadership looks like - which isn’t always a male model,” she explained. “It’s absolutely essential that you have real genuine commitment by leaders.”

Meanwhile, Dame Denise is confident that ultimately the targets will be met. “Do I think we need a big effort to get from where we are now to 35%? Probably not actually,” she concludes. “But it does require sustained effort.”

At Page Executive we’re proud to welcome great speakers like Dame Denise and Danuta to our ever popular events. To find out more about our upcoming events and Page Executive’s operations in the Midlands, contact Helen Schwarz.

Helen Schwarz
T: 0121 634 6927
E: helenschwarz@pageexecutive.com

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What are ‘returnships’ and how can they benefit businesses?

Anonymous — Fri, 07 Apr 2017 09:06:39 +0000

What are ‘returnships’ and how can they benefit businesses? Anonymous (not verified)

It can be a daunting prospect returning to work after a long break for many reasons. Even if you possess a wealth of experience within your area of expertise, after a long break you may be asking yourself whether or not you can truly pick up where you left off. Are there now a different set of processes, or new software to learn in relation to your role? Will you require a flexible working pattern? Will you be able to fit in? Returnships – or returning professional internships – aim to address these issues and more.

The term has its origins in the US with Goldman Sachs widely acknowledged as piloting the scheme back in 2008. Years later it reached the UK, and now well-known companies, particularly in the finance sector, are replicating the scheme with their own versions.

To find out more about how returnships can be beneficial for both employer and employee, we interviewed Dame Denise Holt, Non-Executive Director at HSBC, Danuta Gray, Independent Non-Executive Board Director at PageGroup and Beverly Nicholas, Regional Talent Director at PageGroup, who gave us their views after speaking at Page Executive’s Midlands Women in Business event in Birmingham in March 2017. Watch what they had to say in the video above.

Returnships: Benefits to returnees

Although careful not to exclude anyone, returnships are not primarily aimed at Millennials. Middle-aged returnees, especially women who may have had a break to start a family or to care for a loved one and for whom technology, systems or processes, might have moved on since they were last in work, appear to be the main benefactors. They get a chance to start a new career or to pick up from where they left off, and have those all important questions answered so that they have a structured back-to-work plan of action to follow.

Those who are sceptical might ask: what do returnships really offer? Danuta addresses this question when she says: “It’s about staying in touch, it’s about having regular communication. It’s about having buddying and mentoring schemes.”

Meanwhile, Beverley sees returnships as having potential benefits in “…giving someone the opportunity to redevelop or re-find their confidence that they may have lost having been out of work for a while.”

She adds: “People can develop self-limiting beliefs in terms of their capabilities so where I see returnships have a potential benefit is giving somebody the opportunity to redevelop, or rediscover their confidence.”

Having someone acting as a mentor or a buddy provides the returnee with two key help points – someone to talk to about the initial hurdles of returning to the workplace, and that person being a confidence builder for the returnee should they need it.

Returnships: Benefits to business

The benefits of returnships from a business perspective are numerous, especially when hiring at more senior levels. Although an individual may have been out of work for a number of years, the experience and skills they gained before their sabbatical can often be hugely valuable. For example, someone who worked as an accountant, sales professional or marketer five years ago is unlikely to have forgotten the key elements of operating successfully in these types of roles; they may just need to learn how to use a new software package or brush up on a new approach.

“Companies should be very mindful of the skills the person has developed over their career and potentially, when they’ve been out of their career as well,” Dame Denise notes. As she points out, the skills needed for domestic life can be very similar to those in the workplace – multi-tasking, organising and time-management. Many parents, for example, get involved in their local schools and communities, serving on committees or organising events – experiences that can be transferred back to the workplace.

Danuta also suggests that there is a benefit to business in terms of the time and money they’ve already invested in staff who return to the business after a break. “Businesses invest a lot in finding great people – particularly in training and developing them,” she explains. “If those really good people leave, for whatever reason, why would you not want to maximise the return on your initial investment by not encouraging them to come back when they feel ready to return?”

Ultimately, well-executed returnships can be a win-win for both businesses and their staff. It all comes back to what drives great recruitment in the first place: finding the best talent for the right roles. To discuss how Page Executive can do this for your business - and find out more about our operations in the Midlands – get in touch with Helen Schwarz.

Helen Schwarz
T: 0121 634 6927
E: helenschwarz@pageexecutive.com

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Diversity & Inclusion Checklist Generator

Anonymous — Sun, 10 Jul 2016 12:26:24 +0000

Diversity & Inclusion Checklist Generator Anonymous (not verified)

Ensuring diversity and inclusion (D&I) is part of your organisation is no longer optional. Not only does it guarantee a varied and equal workforce, diversity has also been proven to improve creativity, innovation and business performance.

But whilst this all sounds good in theory, how many businesses actually know where to begin? At what stage is your organisation embedding D&I? Have you taken all the steps you can? Use our Diversity & Inclusion Checklist Generator to find out.

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