HRO Today December 2014 - 70
The Mercer Report
Fewer than 15 percent
of organizations monitor
savings and offer retirement
programs customized to
different genders, which
can have a positive impact
on retention.
conventional strategies. The new research shows, for
example, that dedicated teams responsible for pay equity
lead to more women in senior roles, while common
policies such as flexible work schedules and leave
programs are, in the absence of aggressive management,
associated with slower improvement in the number of
women in leadership positions.
If anything, it's the non-traditional solutions to
gender diversity that can have a positive impact on an
organization's long-term ability to engage and retain
female talent. This means more diverse retirement
programs, including monitoring savings by gender,
providing investment training customized to different
gender realities, and gender-specific health education
campaigns.
[70]
HRO TODAY MAGAZINE
| DECEMBER 2014
All of these correlate with greater representation of
women at senior level, yet fewer than 15 percent of
the organizations we surveyed monitor savings and
offer retirement programs customized to different
genders. Benefits administrators must design programs
and education to ensure full female engagement and
participation.
Companies can do better, and so can their service
providers, in order to enable the business growth cited by
companies with larger concentration of female workers.
Considering the size of the untapped female workforce,
greater participation of women has major implications
for the economic and social development of communities
and nations as well as for business outcomes.
Organization should rethink how they approach gender
diversity programs. Gender strategies should be based
on robust workforce analytics, aligned with overall talent
management strategy. From there, they must implement
new, gender-specific health, wealth, and career programs
in the context of a truly enabling environment. This way
diverse employees can contribute in diverse ways while
aligning their different cultural/gender perspectives,
experiences, and skills. This is an active management
culture that supports career development.
Overall, firms must broaden their understanding of what
it takes to support women, looking beyond traditional
programs to the gender-specific ones. And it's vital to
collaborate with other stakeholders, taking a macrosystem
approach to the female talent pipeline by working
with schools, governments, public health organizations,
industry groups, and NGOs.
We're at in inflection point, after all - a moment to
be seized by all of us who embrace the goal of gender
equality and can provide data-driven solutions to help
achieve that goal. Together, we can bridge gender's
enduring gap.
Ken Haderer is the chief operating officer of Mercer, based in New
York.
HRO Today December 2014
Table of Contents for the Digital Edition of HRO Today December 2014
HRO Today December 2014 - 1
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