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The Female FTSE Board Report 2016
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5.2 WHY TARGETS WORK AND WHAT ARE
THE PRINCIPLES OF TARGET SETTING?
Based on the UK’s journey since 2011, the experience of other countries trying to introduce voluntary
change,
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and best practice in the field,
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we identify mechanisms that make target setting effective:
––
Targets provide
clarity in goals and a disciplined approach to change
. Targets should be set in the
context of a clear action plan with a specific timeline, to make diversity commitments tangible and
create a sense of urgency.
“Targets are good because they put data on
the table that has to be measured […] this
just makes the conversation happen at the
senior table and if the conversation happens,
actions follow.”
– (Female FTSE Director)
For example, in 2011 executive search firms were encouraged to create a Voluntary Code of Practice.
One of the most effective provisions of the Code was the requirement to provide 30% women
on a shortlist.
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Targets for Gender Balance
Yes we are seeing a genuine commitment from business
for greater equality – but actions are often slower to
catch up with words. Women are underrepresented
in the higher paying, higher status jobs and industries,
yet traditionally ‘feminised’ work is almost always
undervalued. There are two things that I believe can
deliver better gender balance, faster. First, I anticipate
that compulsory gender pay gap reporting will create
accountability for change – the causes behind the gender
pay gap are amongst the biggest factors in women’s
inequality in UK workplaces, and creating transparency
and understanding should encourage action. Second,
we need businesses to rethink existing approaches and recognise that the barriers to women’s
progression are structural – women don’t need to change. Only by moving away from a ‘fix’ the
women approach towards true organizational and cultural change, will we make any real progress
in achieving true equality.
Kathryn Nawrockyi
Gender Equality Director at Business in the Community