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Welcome to Strike Out the Gap Gender Pay Gap Learning and Development, Networking, and Baseball Tuesday, June 12, 2018 Safeco Field
Welcome to Strike Out the GapGender Pay Gap Learning and Development, Networking, and Baseball
Tuesday, June 12, 2018Safeco Field
Thank you, Sponsors
#StrikeOutTheGap
Senior Vice President, SalesSeattle Mariners
Welcome Remarks
Frances Traisman
#StrikeOutTheGap
President & Chief Executive OfficerWomen's Funding Alliance
Opening Remarks
Liz Vivian
#StrikeOutTheGap
Women’s Funding Alliance
#StrikeOutTheGap
A FORCE FOR CHANGE FOR WOMEN AND GIRLS
Our focus. Our future.
$1068771
invested annually
in women and girls
57888
women and girls
reached each year
6347
supporters
statewide
June 2015: new initiative launched
#StrikeOutTheGap
June 2018: 100% Talent growing
#StrikeOutTheGap
Director,100% TalentWomen's Funding Alliance
Opening Remarks
Dani Carbary
#StrikeOutTheGap
State of the Gender Pay Gap & What Your OrganizationCan Do
Lydia Frank
#StrikeOutTheGap
Vice President,Content StrategyPayScale
State of the Gender Pay Gap &
What Employers Can Do to Eliminate ItLydia Frank, VP Content Strategy, PayScale
@Lydia_West
We help organizations
understand the right pay for
every position and
effectively communicate
compensation to employees.
PayScale helps employees and employers talk about pay.
What We BelieveWe believe data-informed discussions
about compensation benefit both
employers and employees and that greater
pay transparency promotes equity,
engagement and employee retention.
So Much of Your Employer Brand Comes Down to Pay Brand
Attracting and retaining talent is about reputation.
What you pay, how you pay and why you pay the
way you do, as well as how you communicate that,
is critical to engaging employees.
Employers Who Demonstrate a Commitment to Gender Equity
Hold On To Their Talent
Source: PayScale
Diversity Linked to Greater Employee Loyalty
Source: 2018 Deloitte Millennial Survey – more than 10K millennials and almost 2K Gen Z workers surveyed
66% of employers have no plans to
conduct a race or gender pay equity
analysis in 2018
Source: PayScale Compensation Best Practices Report 2018
Creative Commons No Derivatives License http://theconversation.com/quotas-on-the-nose-thats-the-view-from-male-australian-ceos-35910, https://creativecommons.org/licenses/by-nd/4.0/
The Gender Pay Gap In the U.S.
Source: “The State of the Gender Pay Gap 2018” PayScale, April 2018
Pay Gap Increases As Women Advance
Source: “The State of the Gender Pay Gap 2018” PayScale, April 2018
People of Color Less Likely to Receive a Raise When They Ask for One Than White
Men
Source: “The State of the Gender Pay Gap 2018” PayScale, April 2018
The Gender Pay Gap In the U.S.
Women are underrepresented in the
best-paying jobs in the U.S. workforce.
Don’t women choose to work in lower-paying fields?
-54
-43
-34
-21
-18
-60
-50
-40
-30
-20
-10
0
Recreation Jobs Ticket Agent Designer Housekeeper Biologist
Pay Drop in Percentage Points As Field Becomes More Dominated By Women (1950-2000)
Drop in Percentage Points
Source: “As Women Take Over a Male-Dominated Field, the Pay Drops,” The New York Times, March 2016
As Women Take Over a Male-Dominated Field, the Pay Drops
Women are underrepresented in the
best-paying jobs in our society.
Women aren’t as ambitious.
Source: “Dispelling the Myths of the Gender ‘Ambition Gap,’” Boston Consulting Group, April 2017
Source: “The Perception Gap,” PayScale, March 2016
Men Mostly Believe Women Have Equal Opportunities
Source: “Women in the Workplace 2017,” LeanIn.Org and McKinsey & Company
Women of color have it the
worst in terms of advancing
into leadership.
Men are 70% more likely to be
in an exec role than women by
mid-career.
By late career, that jumps to 142%.
Measure the Right Things & Lean on Data/Process
Photo: Public Domain
Take a Look at Gender Representation By Job Level,
Promotion Velocity, Talent Retention
Employer Strategy:
Ensure Your Organization’s Leadership Is Committed
Photo: K2 Space, Creative Commons Attribution License
Audit Pay Practices: Equal Pay for Equal Work
Fair Doesn’t Necessarily Mean Equal
EqualFair
Reasons to pay differently:
• Performance
• Results
• Experience
• Skills
• Education
• Market
Employer Strategy:
Embrace Transparency
Photo by Brett Jordan, Creative Commons Attribution License
Most Employees Think They’re Underpaid, Even When They’re Not
Source: “Most People (Still) Have No Idea Whether They’re Paid Fairly,” December 2017
Pay Transparency Isn’t All or Nothing
Pay Transparency Case Study
Employer Strategy:
Be an Early Adopter
Photo by Brett Jordan, Creative Commons Attribution License
Key Takeaways
1. If seen as an opportunity rather than a burden, tackling gender equity can have a positive ripple effect through your organization.
2. Equal pay for equal work is the first step, not the end game.
3. You have a “pay brand” whether you’re aware of what it is or not. Is yours helping attract/retain a diverse workforce?
4. Early adoption of initiatives that could have a significant positive impact on gender equity in your org could differentiate you from talent competitors and ensure you’re retaining your best talent.
Appendix
Stop Asking About
Salary History
• 15K+ workers evaluating a job
offer were asked if they
revealed salary history during
interview process.
• Women penalized for
withholding salary history,
men rewarded.
Source: “Is Asking for Salary History…History?” PayScale, July 2017
Rizo v. Fresno County Office of Education
Pricing Position
vs. Person
• Pay range should be about
the role.
• Place applicant into a
predetermined range based
on skillset/qualifications.
Because People Have Bias, Compensation Offers May Also
Be Affected Bias
PayScale - Confidential
-25%
-19%
-30% -25% -20% -15% -10% -5% 0%
Men of Color
Women of Color
Likelihood of Receiving a Raise After AskingRelative to White Men
There is weak evidence that white women are also less likely to receive a raise, but these results are not statistically significant.
$50,000 $48,900 $49,900
$62,000
$53,000
0%
5%
10%
15%
20%
25%
30%
35%
Employee referral Career site Knew about the company andsearched for jobs
Recruiter School's career center, alumninetwork, etc.
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000A
pp
lica
tio
n M
eth
od
Me
dia
n P
ay
How did you hear about job opportunities at your organization?
Application Method Median PaySource: “The Impact of Job Referrals,” PayScale
Employee Referrals Disproportionately Benefit White Men
Source: “The Impact of Job Referrals,” PayScale
Source: “The State of the Gender Pay Gap 2018” PayScale, April 2018
-7.3%
Source: “The State of the Gender Pay Gap 2018” PayScale, April 2018
Chief Executive OfficerHired
Increase Diversity & Remove Bias from Your Hiring Process
Mehul Patel
#StrikeOutTheGap
Uncover Bias and Increase Diversity in your Hiring Process
June 12th, 2018
Mehul PatelCEO at Hired
Hired is a career marketplace that
intelligently matches tech talent with the
world’s most innovative companies. We combine cutting-edge technology with
unbiased career coaching so both talent
and employers can find the right fit, faster.
We are on a mission to find everyone a job
they love.
Employer BrandingBy a quick show of hands…Where are you focusing your diversity efforts?
Company Alignment
Sourcing
Partnerships
Why ThisMattersMany companies state diversity as a priority, but struggle to address it.
Solution needs to go far beyond sourcing.
Unconscious bias will sabotage diversity efforts.
Proven impact of a diverse team.
Unconscious Bias Awareness
What You Need to Get Started
5 Actionable Strategies for Your Diversity Playbook
Breakout Roundtables with Your Peers
Today’s Agenda
Unconscious Bias AwarenessUncover unconscious bias in the hiring process
Gender
Bias
School
Bias
Racial
Bias
Affinity
Bias
00 What You Need Before You Begin
Time
Budget
Teamwork
Definition of Diversity
What You Need Before You Begin
5 Strategies to Turn Your Diversity Mission into an Action Plan
01 Set Actionable Goals
Set targets for hiring outcomes, but not quotas.
Set goals for hiring managers, e.g. education, attending community events.
Make goals public.
Setting Actionable Goals
Does your company have a definition of diversity? How did you come to that definition as an organization?
Are you using market data to advise how you’re setting diversity goals? Where are you getting this data?
Discussion Break
Are you setting specific goals for hiring managers? What are they?
Are you making your diversity data and goals public? Internally? Externally?
Setting Actionable Goals
02 Identify Partnerships
Consider 3 different kinds of partnerships
● Transactional (pay to post on a job board)
● Transformational (transform the conversation)
● Transitional (consultative)
Identifying Partnerships
Has your company leveraged diversity partnerships? Which types?
● Transactional
● Transformational
● Transitional
What have been some of your most successful partnerships?
How do you find new communities to engage with? How do you assess if it’s good fit?
Discussion Break Identifying Partnerships
03 Rethink the “Experience” Myth
Test interventions to mitigate unconscious bias.
Establish strength requirements for the role not tied to years of experience or education.
Revamp job description formatting and tone.
Rethink the “Experience” Myth
How long is a typical job description? Where can you trim down role requirements?
How can you reposition requirements tobe more skill-based and achievement-oriented rather than hinged on education and years of experiences?
How would you revamp your company description to appeal to a broader set of candidates?
Discussion Break Rethink the “Experience” Myth
04 Stop Interviewing for “Culture Fit”
Interview for specific behaviors that embody your company values, not culture.
Evaluate interview questions for potential biases (i.e. whiteboarding).
Standardize interview questions.
Have a diverse panel of interviewers (think beyond gender).
Stop the “Culture Fit” Interview
Does your company have defined values? Does everyone at the company know what they stand for?
Any interview questions you’re unsure if they’re biased or not? What’s a better way to position that question?
Good examples of questions that suss out alignment with company values rather than culture fit?
Discussion Break Stop Interviewing for “Culture Fit”
05Establish an Inclusive Employer Brand
Offer benefits for candidates at different life stages and experiences.
Consider your voice in your outreach messaging.
Make sure employer brand is reflected in your company pages.
Establish and Inclusive Employer Brand
What are some ways you lead with an inclusive brand voice?
What are some of the key benefits you promote as part of your employer brand? Where can candidates see these brands?
Are you watchful for language that may be biased? Any words you’ve learned to avoid?
Discussion Break Employer Brand
Looking for more resources on
diversity hiring?
Visit hired.com/resoures
Join Us
Impact the GapTomorrow, 6:00–8:30 PM
Sole Repair Shop, Seattle
Senior Manager, Diversity & InclusionT-Mobile
The Evolution of D&I at T-Mobile
Anneke Blair
#StrikeOutTheGap
DIVERSITY & INCLUSION
@T-Mobile
EMPLOYEE NETWORKS &
CHAPTERSEvolution &
Growth
79
2013
CONSENSUS
Stakeholder Engagement,
D&I Networks
2014
GROWTHD&I Structure,
Networks, Establish Field Chapters
2015
STABILITYEducation, Resources,
Frontline Focus, Strategic Impact
2016
IMPACT
Policies, D&I initiatives, D&I
Storytelling
2017
INTEGRATION
Internal Engagement &
External Outreach
T-Mobile D & I Journey
Guiding Principles Trends
•D&I is a corporate competitive advantage
•Business needs drive our initiatives and metrics
• Inclusion is how we engage and leverage our diversity
•We examine our work through a frontline employee lens
•Rapidly changing wireless industry
• Increasing demand for corporate D&I story
•Continued focus on recruitment and retention
• Increasing diversity of employees and their needs
EMPLOYEE NETWORK GROUPS
81
12021365
20411887 1776
3301
22562496
3436
2976 3013
4706
38414115
5535
44884862
69886835
7231
9980
8045
8518
10947
0
2000
4000
6000
8000
10000
12000
ADN VAN MCN MGN PAN WLN
34% of Overall TMUS Workforce
2015 2016 2017 2018
2018 Employee Network Group Membership
Augusta
Mountain
WestMeridian
Bellingham
Southern
California
Pacific
Northwest
HQ –Bellevue
The
Bay
Inland
California
Salem
Los
Angeles
Hawaii
Colorado
SpringsGreat
Plains
Rocky
Mountain
Illinois
North/Wiscons
in
Illinois South
IN/M
I
Ohio/Western
PA
Wichita
Sun
West
Arizona
Albuquerque
Jefferson
Albuquerque
MenaulNorth
Texas
Central
TexasMission
West
Florida
HQ –Richardson
Houston
Springfield
South
FloridaPuerto
Rico
North
Florida
Tampa
Georgia/KY/T
N
Birmingham
Gulf
Coast
Heartland
Richmond
Chattanooga
Nashville
Carolinas/Georgia
East Charleston
Oakland
New
England
Greater
Philly
DC/Virgini
a
MD, DE,
Central
PA
NJ/Upstate
NY
Manhattan/Bro
nx
Brooklyn/Queens/Long
Island
HQ Chapters (2)
Call Center Chapters
(17) Retail/Field
Chapters (34)
53 D&I CHAPTERS
Central
Pacific
2014 4603
2015 5441
2016 7938
2017 11,000
EXPLODING GROWTH!
10MON SOCIAL
2017
400EVENTS
32CHAPTERS
2018
500EVENTS
53CHAPTERS
EMPLOYEES in D&I Networks &
Chapters
15,700+
D & I MEMBERS LOWER ATTRITION
PARTNERSHIP PATH
NETWORKS
▪ STRATEGIC FOCUS
& PLAN
▪ DRIVE EMPLOYEE
EXPERIENCE
▪ PROVIDE
PROFESSIONAL
DEVELOPMENT
D & I
▪ STRATEGY &
EXECUTION
▪ COACHING &
FEEDBACK
▪ SUBJECT MATTER
EXPERTISE
CHAPTERS
▪ ALIGN TO
STRATEGIC FOCUS
ON LOCAL LEVEL
▪ DRIVE EMPLOYEE
EXPERIENCE
▪ PROVIDE
PROFESSIONAL
DEVELOPMENT
D & I
NETWORK
SUPPORT
TEAM
D & I
CHAPTER
SUPPORT
TEAM
2018THE BEST
EMPLOYERS for
DIVERSITY
CULTURE OF
INCLUSION
EMPLOYEE
CENTRIC
T-MOBILE RECOGNIZED
COMMITMENT TO
DIVERSITY &
INCLUSION
REVAMPEDMENTORING
NEOINTEGRATION
30% EMPLOYEEENG
MEMBERSHIP UNCONSCIOUSBIAS TRAINING
SUCCESS MEASURES
WOMENMINORITIESDIRECTOR+
T-Mobile ConfidentialQuestions
?
Vice President, Human ResourcesMoz
Organizational Culture and Workplace Flexibility
Rebecca Clements
#StrikeOutTheGap
Mozzy Culture: values, flexibility and
the whole person approach
A little bit about Moz
Our mission is to simplify SEO for everyone through software, education &
community.
Moz Facts:
Over 37,000 customers$50 million in revenue150 employeesGrowing and profitable
World’s cutest
mascot!
We know SEO
94
Topics
TAGFEE (our values)
The Whole Person Approach
Results, not face-time
95
Living our Values
#TAGFEEalways
Transparent
Be Open and Honest
AuthenticRespect Others and be True to Yourself
Lunch&
Learns
Generous
Serve
Others
Community Involvement
Fun | Cultivate Positivity
Pay it Forward
Empathetic
Assume Best Intent
Growing Empathy and Inclusion
Implicit Bias
Allyship
Beyond the Pipeline
Power and Rank series
How to be TAGFEE when you
disagree
106
Exceptional | Be the Exception | Deliver Awesome
Whole Person Approach
Coaching for All
I really mean everyone!
Custom
Greater ownership over
career and professional development
Communication
Ability to influence and give/receive
feedback
TAGFEE Urgency
Time and energy
management and focus on
results
Collaboration
Productive conflict and
effective meetings
Leadership
Delegating
and creating
accountability
Growth Tracks -- Common Themes
What?!
Paid Paid Vacation?
Gotta Share Pics
What?!
Paid Paid Vacation?
And introducing . . .
DOUBLEPaid Paid.
4 months
paid leave“I will also be forever grateful for Moz's generosity and support of
new parents. … The the time I got to spend at home with my daughter Charlotte feels like one of the most important periods of my entire life. For so many reasons. I am so lucky to work in this place that
thinks it’s important too.”
Results Over Facetime
Engage Managers
Driving results, building flexibility
No Meeting Fridays
Quarterly Planning
and Check-ins
“We can't be afraid of change. You may feel very secure in the pond that you are in, but if you never venture out of it, you will never know that there is such a thing as an ocean, a sea. Holding onto something that is good for you now, may be the very reason why you don't have something better.”
― C. JoyBell C.
Thanks!Any questions?
You can find me at:
@RebeccaDeLoClem
Closing Remarks
Thank you
for attending
Strike Out the Gap!
Please join us in the Group Suites
for an evening of networking and baseball!
#StrikeOutTheGap
