TGE Module 3: Measuring Progress

Target Gender Equality

Only by breaking gender bias and adopting robust gender inclusive policies we can create a snowball of sustainable growth and prosperous change.

On Tuesday April 26th, Global Compact Network Lebanon and Global Compact Network Kenya joined forces and collectively organized the 3rd module of the Target Gender Equality Programme focused on Measuring Progress for Diversity, Equity and Inclusion (DEI) Strategies.

This dynamic module was facilitated by Nadine Al Achy; Managing Director at Out of the Box and Maria Kidney Country Director at Out of the Box Kenya. Nadine and Maria have kicked off the session with the golden rule: What gets measured, gets done!

It has been proven that immense benefits are associated with adequate progress measurement. Evidence based research has proven that it:

  • Improves accountability
  • Measures progress over time
  • Maintains momentum for change

Throughout this interactive session TGE signatories were given the opportunity to drill deeper into measuring change metrics in the workforce as an efficient tool to assess which DEI efforts are working – and which are not.

Measuring workforce data:

Hiring (% by gender of total hires, by level)

Key performance indicators (KPIs):

  • Recruitment Methods: Range of recruitment sources, number of women applicants compared to number of women applicants in final round.
  • Diversity of new hires vs. market hires: External benchmark comparison and assessing whether women and men are being hired at different rates.
  • Diversity of new hires by role: Assessing whether certain departments/functions are seeing greater/lower numbers of women hires? Addressing patterns in the types of roles with greater diversity.

Promotion and Career Advancement (% by gender of total promotions, by level)

Key performance indicators (KPIs):

  • Promotions by gender: Comparing number of men promoted vs women promoted.
  • Development: Assessing whether men and women being developed and upskilled at equal rates.
  • Succession Planning: Measuring the extent of transparency with respect to the advancement criteria.

Turnover Data (% of each gender leaving – voluntary turnover and involuntary turnover, by level)

Key performance indicators (KPIs):

  • Turnover by gender: Are women and men leaving at the same rate? Are there certain business units or managers that have higher turnover?
  • Development: Are men and women receiving development opportunities at equal rates?
  • Engagement: Do employees have the flexibility they need to manage their personal and professional lives? Are there differences in how women and men experience the workplace?
  • Exit Interviews: Are exit interviews being conducted with each and every leaving employee?

The dynamic mix of interventions and interdisciplinary insights represented the core essence of this engaging workshop through which company representatives where asked to exchange their knowledge, insights, approaches and tools in relation to gender inclusive Human Resources policies and practices.

During the second segment of the workshop, the facilitators highlighted the fact that information could be enhanced by measuring direct impact of specific programmes relating to diversity, equality and inclusion. Such programmes could revolve around:

Mentoring Programs

Key performance indicators (KPIs):

  • Number of participants
  • Advancement rates of participants
  • Retention of participants
  • Mentees becoming mentors

Employee Resourced Groups

Key performance indicators (KPIs):

  • Number of ERG members
  • Advancement rates of ERG leaders
  • Retention of participants
  • Employee engagement

Flexibility Policies and Facilities

Key performance indicators (KPIs):

  • Relative uptake rates between men and women
  • Retention of employees

Additionally, our esteemed facilitators emphasized on the advantages associated with proper communication on progress (COP).  Real world business case studies of leading and pioneering companies demonstrated that transparent communication of DEI progress is highly associated with enhanced accountability. Additionally, external communication has proven to capture good market reputation and inspire the appetite of other leaders and companies to champion the cause and adopt it within their corporate cultures.

Finally, the module was wrapped up with an engaging activity through which participants were asked “What is the goal you’re leaving this session with?”  Answers came as follows:

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