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ENGENDERINGENGINEERINGSUCCESS-PROJECTREPORT
TheImpactofHumanResourcePolicies&PracticesontheRetention&AdvancementofFemale
Engineers
Dr.MichelleInness,NicoleWilson,Dr.ValerieDavidson,Dr.ToniSchmader,Dr.WilliamHall,Dr.ElizabethCroft
AbstractEngenderingEngineeringSuccess(EES)isajointresearchprojectbetweenthe
UniversityofAlberta,theUniversityofBritishColumbia,andtheUniversityofGuelph.EESaimedtoidentifywhichhumanresourcespracticesandaninclusiveandsupportive
workplaceculturethatmaximizescareeroutcomesforwomen.
TheImpactofHumanResourcePolicies&PracticesontheRetention&AdvancementofFemaleEngineers
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ProjectOverview
Thisreportexaminespracticesrelatingtowork-lifebalanceandhumanresourcepoliciesinCanadianorganizationsthatemployengineersandhowthesepracticesandpoliciescorrelatewithtenureandadvancementoffemaleengineers.
SampleandMethodsWesurveyedaHumanResourcesprofessionalineachof39companiesthatemployengineers.Theorganizationsrepresentsixengineeringsectors(ConsultingServices,Utilities,Communications,Transportation,Government,PrimaryandResourceIndustries,ConstructionandManufacturingandHighTechnology).
Weaskedthemtoreportonthefollowing(seeAppendixformoredetail):§ Humanresourcespoliciesandbenefits:
§ 11separatetypesof“work-lifebalance”benefitsrelatedtoflexibleworkarrangements,maternity/parentalleaveandon-goingfamilycare
§ 13HumanResourcepoliciesandprogramsrelatedtoemployeedevelopmentandtraining,mentorship,recruitment,promotionandotherareasofsupport
§ Careeroutcomes:§ Averagesalariesofmaleandfemaleengineersatdifferentlevelsintheorganization§ Percentageoffemaleengineersatdifferentlevels§ Tenureofmaleandfemaleengineersintheorganization
§ Theirperceptionofemployee’sattitudestowardwork-lifebalancebenefits,HRpoliciesfocusedonrecruitment,retentionandadvancementoffemaleengineersandpoliciesaimedatcreatinggenderinclusivity
§ Theirperceptionofthecompany’s‘diversityperformanceculture’(respondentsaskedtoindicatetheiragreementwith4statementsaboutthepriorityplacedongenderdiversityintheircompany)
TheImpactofHumanResourcePolicies&PracticesontheRetention&AdvancementofFemaleEngineers
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Findings
Finding1.Companiesofferarangeof“work-lifebalance”benefits–theaveragenumberofbenefitsreportedpercompanywas5andtherangewasbetween1and8.
THEMAJORITYOFCOMPANIESREPORTEDOFFERINGFLEXIBLEWORKARRANGEMENTS.AMINORITYOFCOMPANIESOFFEREDPAID
MATERNITYANDPARENTALLEAVES,THOUGHTHESENUMBERSAREABOVERECENTREPORTSONNATIONALAVERAGE(IN2008,APPROXIMATELY19.4%OFEMPLOYED,EMPLOYMENTINSURANCEELIGIBLENEWMOTHERSRECEIVEDEMPLOYERTOP-UPS).FEW
COMPANIESREPORTEDOFFERINGPAIDFAMILYCAREBENEFITS.
Finding2.Humanresourcespoliciesandpracticesvariedacrossorganizations.Theaveragenumberreportedpercompanywas4.6andtherangewasbetween1and10.
THEMAJORITYOFCOMPANIESREPORTEDOFFERINGTRAINING,CAREERPLANNINGANDMENTORSHIPTOBOTHMENANDWOMEN.AMINORITYOFCOMPANIESHADHRPROGRAMSFOCUSEDONRECRUITMENT,RETENTIONANDADVANCEMENTOFFEMALEENGINEERS.VERYFEWCOMPANIESREPORTEDHAVINGAPOLICYOFPROMOTINGWOMENTOSENIORPOSITIONS,ALLELSEEQUAL.
0
10
20
30
40
#ofco
mpa
nies
Work-lifebalancetypesofbenefits
(87%) (87%)
(64%)(51%) (46%)
(26%) (26%)
(10%) (7.7%) (2.6%)(0%)
FIGURE1SHOWSTHENUMBER(ANDPERCENTAGE)OFCOMPANIESINTHISSAMPLEWHOREPORTEDTHATTHEYDOOFFERTHEBENEFITLISTEDONTHEHORIZONTALAXIS.THEBARSARECOLORCODEDTOINDICATEWHETHERTHEBENEFITISAFLEXIBLEWORKARRANGEMENT(GREEN),APAIDLEAVE(ORANGE)ORAFAMILYCAREBENEFIT(BLUE).
TheImpactofHumanResourcePolicies&PracticesontheRetention&AdvancementofFemaleEngineers
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FIGURE2SHOWSTHENUMBER(ANDPERCENTAGE)OFCOMPANIESINTHISSAMPLEWHOREPORTEDTHATTHEYDOOFFERTHEPOLICY/PRACTICEINDICATEDONTHEHORIZONTALAXIS.THEBARSARECOLORCODEDTOINDICATEWHETHERTHEBENEFITISONEOFTRAINING/MENTORSHIP(ORANGE),RECRUITMENTSTRATEGIES(GREEN)WHICHINCLUDE‘BLINDJOBAPPLICATIONS’,APROMOTIONPOLICY(BLUE),ANDAMISCELLANEOUSCATEGORY(PURPLE).
Finding3:Womenareunderrepresentedatalllevels,butthepercentageofwomendecreasesmarkedlywithincreasinglevelsofseniority.
THEPERCENTAGEOFWOMENINMANAGERIALROLESWASRELATEDTOHAVINGFAVOURABLEPROMOTIONPOLICIESFORWOMEN(r=.49,p<.05).WEASKEDSPECIFICALLY,ALLELSEEQUAL,WOULDYOUPROMOTEAWOMANTOMANAGEMENT?THESEFINDINGSSUGGESTTHATSUCHPOLICIESMAYBEIMPORTANTTOENSURETHATMOREWOMENOCCUPYLEADERSHIPPOSITIONS.
THEPERCENTAGEOFWOMENINMANAGERIALROLESWASALSORELATEDTOTHEPERCENTAGEOFNON-MANAGERIALFEMALEENGINEERS
PRESENTINTHECOMPANY.COMPANIESWITHMOREFEMALEENGINEERSATTHENON-MANAGERIALLEVELWEREALSOLIKELYTOHAVEMORE
FEMALEENGINEERSINFRONT-LINEMANAGEMENT(r=.39,p<.05),MIDDLEMANAGEMENT(r=.54,p<.01),ANDBOARDOFDIRECTORS(r=.38,p<.05).
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10
20
30
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#ofcom
panies
HUMANRESOURCEPOLICIES&PRACTICES
(59%) (56%)
(41%) (41%) (38%)(25%) (25%) (25%)
(20%) (12%) (8%)(0%)
*M=Men;W=Women
TheImpactofHumanResourcePolicies&PracticesontheRetention&AdvancementofFemaleEngineers
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FIGURE3SHOWSTHEREPRESENTATIONOFWOMENATDIFFERENTLEVELSOFRESPONSIBILITY,INCLUDINGTHEBOARDOFDIRECTORS.THEPERCENTAGEVALUESARETHEAVERAGESACROSSALLCOMPANIES.
Finding4.Onaveragemenhadlongertenurewiththeircurrentcompanythanwomenandthisdifferenceisstatisticallysignificant(t(26)=3.81,p<.001).
THETENUREOFFEMALEENGINEERSWASRELATEDTOORGANIZATIONSOFFERINGSPECIFIC“WORK-LIFEBALANCE”BENEFITS:1.ON-SITECHILDCARE(r=.39,p<.05),2.PAIDMATERNITYLEAVE(r=.39,p<.05)AND3.PAIDPARENTALLEAVE(r=.49,p<.01).
THETENUREOFFEMALEENGINEERSWASALSORELATEDTOTHECOMPANY’S‘GENDERDIVERSITYPERFORMANCE’CULTURE(r=.40,p<.05).ACOMPANYWITHAHIGHGENDERDIVERSITYPERFORMANCECULTUREISONETHATCONDUCTSONGOINGMEASUREMENTOFDIVERSITY
INDICATORSANDHASASTRATEGICGOALTOIMPROVEGENDERDIVERSITY.
FIGURE4SHOWSAVERAGETENUREATCURRENTCOMPANYFORMENANDWOMENINYEARS.
NOTE:M*=MEAN;SD=STANDARDDEVIATION
020406080
100
Average%
Representationatdifferentorganizationallevels(%)
Women
Men
17.6 9.1 2.6 0.5
M*=8.4;SD=4.5
M=5.9;SD=3.6
0
5
10
Years
Averagetenureatcurrentcompany(inyears)
Men
Women
TheImpactofHumanResourcePolicies&PracticesontheRetention&AdvancementofFemaleEngineers
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Finding5:Men’spayatalllevelswashigherthanwomen’s,butthedifferencewasstatisticallysignificantatthelevelofseniormanagement(t(5)=-2.58,p<.05).
THESIMPLEAVERAGE*SALARYPERYEARFORMENWASAPPROXIMATELY$85KATTHENON-MANAGERIALLEVEL,$107ATTHEFRONT-LINESMANAGEMENTLEVEL,AND$151KATTHESENIORMANAGEMENTLEVEL.AVERAGESALARYPERYEARFORWOMENWASAPPROXIMATELY
$80KATTHENON-MANAGERIALLEVEL,$101ATTHEFRONT-LINESMANAGEMENTLEVEL,AND$137KATTHESENIORMANAGEMENTLEVEL.
THESALARYCOMPARISONFORMENANDWOMENINTHEBOARDOFDIRECTORSISPRESENTEDINTHISGRAPH,BUTTHEREARETOOFEW
CASESOFWOMENMEMBERSOFTHEBOARDFORMEANINGFULCOMPARISON.
THESALARYOFFEMALEENGINEERSATTHENON-MANAGERIALLEVELISRELATEDTOTHETENUREOFFEMALEENGINEERSINTHE
ORGANIZATION(r=.47,p<.05).
*THESIMPLEAVERAGEISTHEAVERAGEACROSSTHECOMPANIESREPORTING.ITISUNWEIGHTEDFORTHENUMBEROFENGINEERSINCLUDED
INEACHINDIVIDUALCOMPANY’SAVERAGES.
FIGURE5SHOWSAVERAGESALARIESFORMENANDWOMENATDIFFERENTLEVELSOFRESPONSIBILITY.
NOTE:ARELATEDEESREPORTOUTLINESFINDINGSABOUTTHERELATIONSHIPBETWEENGENDERINCLUSIVEWORKPLACEPOLICIESAND
PRACTICESANDKEYEMPLOYEEOUTCOMESSUCHASORGANIZATIONALCOMMITMENT(“ENGENDERINGENGINEERINGSUCCESS–THEBENEFITSOFGENDERINCLUSIVEPOLICIESANDPRACTICES”ATHTTP://WWEST.SITES.OLT.UBC.CA/EMPLOYEE-EXPERIENCES/)
Thankyouforreadingourreport!
Youcanfindotherreportsaboutthisandpastprojectsfromourteamat:http://wwest.mech.ubc.ca/ees/
$0$50,000
$100,000$150,000$200,000$250,000
AverageSalaries
Women
Men
Appendix
Work-lifebalancebenefits(Possibleresponses:“yes”,“no”,“Idon’tknow”)
Specificprograms #ofcompaniesreporting“yes”
Typeofbenefit
FlexibleHours(i.e.,workschedulingflexibilityaroundthestartandendtimesoftheworkday,thoughacertainnumberofhoursperdaymustbeworked) 34 Flexiblework
Telecommuting(i.e.,allowingemployeestoworkingfromhomeandcommunicatewiththeworkplacethroughtechnology,occasionallyorfulltime) 34 Flexiblework
Compressedworkweek(i.e.,full-timehoursareworkedinfewerthanfivedays) 25 FlexibleworkSchedulingmeetingsaroundfamily 20 FlexibleworkJobSharing 10 FlexibleworkPaidmaternityLeave(i.e.,overandabovebasicentitlements) 18 Maternity/
Parentalleave
Paidparentalleave(i.e.,overandabovebasicentitlements) 10 Maternity/Parentalleave
Transitionalprogramsforparentalleave
8
Maternity/Parentalleave
On-sitechildcare 4 FamilycareSubsidiesforchildcare 3 FamilycareChildcarefund 1 FamilycareSubsidiesforeldercare 0 Familycare
HumanResourcespoliciesandpractices(Possibleresponses:“yes”,“no”,“Idon’tknow”)
HRPolicyorpractice #ofcompaniesreporting“yes”
Typeofpolicyorpractice
Training-Men&Women 38 Training/MentorshipCareerplanning-Men&Women 23 Training/MentorshipEncouragetraining-Women 16 Training/MentorshipMentorship-Men&Women 22 Training/MentorshipWomen-to-Womenmentoring 10 Training/MentorshipResourcegroups-Women 10 Training/MentorshipBenchmarkingsurveysonpromotionfairness 10 PromotionpoliciesLeavetransitionprograms 8 PromotionpoliciesPromoteWomentoexecutive/boardlevels,allelseequal 5 PromotionpoliciesPromoteWomentomanagementlevel,allelseequal 3 PromotionpoliciesActivelyrecruitwomen 16 RecruitmentCompositionofinterviewpanels 15 RecruitmentBlindreviews-applications 0 Recruitment
Perceptionsofemployees’attitudesrelatedtovariousgenderdiversitypolicies
HRprofessionalswereaskedtoratetheattitudesofemployeestoeachofthefollowingona7-pointscale(1=Verynegative;7=Verypositive):
§ Work-lifebalancebenefits§ HRprogramsandpoliciesfocusedontheadvancementoffemaleengineers§ HRpoliciesaimedatcreatinggenderinclusivity
Climate–GenderDiversityPerformanceScale
HRprofessionalswereaskedtorateona4-itemscaletheextenttowhichtheircompanyprioritizesgenderdiversity(1=Stronglydisagree;5=Stronglyagree).
1. Improvinggenderdiversityindicators(GDI)areimportantprioritiesforyourcompanyatthepresenttime2. Managersacrossourcompanyrecognizethereisapositivevaluepropositionforincreasinggenderdiversity3. Ourcompanyhasadesignatedchampionwithauthorityandresourcestoleadthedevelopmentandexecutionof
strategiestoimproveourgenderdiversity4. Currentlyindividualmanagersareassessedfortheirperformanceinadvancingdiversityand/oraninclusive
culture