HRO Today December 2014 - 68

The Mercer Report
Disrupt the Gender Gap
It takes non-traditional solutions - and solid analytics - to
ensure that women thrive at work.
By Ken Haderer
Conventional thinking says that the past two decades
have seen signifi cant gains in gender diversity and
equality in the workplace, and that it won't be long
before gender goals are achieved at companies-all
thanks to the right organizational efforts. But let's take a
closer look at this.
Women remain underrepresented at most workforce
levels, and are not progressing in their careers as much as
they could, especially at senior levels, fi nds Mercer's latest
global research. When Women Thrive, Businesses Thrive,
which analyzed workforce data for more than 1.7 million
employees in 28 countries, including more than 680,000
women, identifi es what organizations can do to fully
By applying predictive
analytics to link
specifi c programs
and talent strategies
to the advancement,
engagement, and retention
of women, organizations
can make inroads.
[68]
HRO TODAY MAGAZINE
| DECEMBER 2014
engage women in the workplace, ensure diversity, and
achieve business success.
The research fi nds that if current approaches, such as
relying on fl exible work schedules and leave policies,
continue unchanged, only one-third of executive
positions globally will be held by women over the next
10 years. Currently, in the mature economies of the
United States and Canada, women will hold just onefourth
of executive positions by 2024. Despite making up
41 percent of the workforce globally, women's highest
representation among all career levels is in support staff
roles. Women make up 40 percent of the workforce at
the professional level and 36 percent at the managerial
level, but only 26 percent of senior managers and 19
percent of executives are women.
So, what can be done? The Mercer research shows
employers that are focused on holistic solutions to build
diversity are most successful. By applying predictive
analytics to link specifi c programs and talent strategies
to the advancement, engagement, and retention of
women, they can make inroads. This can take the form
of mapping internal labor markets to analyze the fl ow of
talent by career levels and to determine how successfully
fi rms are drawing from their female labor pools. This
data-driven approach shows how talent progresses
through organizations, mapping such factors as
promotions, job changes, and exits from the workforce.
In addition, the active involvement of senior leaders
in gender diversity leads to greater, accelerated
representation of women in executive roles. Just more
than half (56 percent) of organizations indicate that
their senior executives are actively involved in diversity
and inclusion programs, demanding action on diversity,
staying informed on diversity strategy, and pushing for
results.
Ultimately, it takes vision to move the needle on gender
diversity. Disruptive approaches, such as innovative
pay equity teams and gender-customized investment/
retirement training, can shake the cobwebs off

HRO Today December 2014

Table of Contents for the Digital Edition of HRO Today December 2014

HRO Today December 2014 - 1
HRO Today December 2014 - 2
HRO Today December 2014 - 3
HRO Today December 2014 - 4
HRO Today December 2014 - 5
HRO Today December 2014 - 6
HRO Today December 2014 - 7
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