"In 10 years, there will be no women's programs left in the industry - we are better at living our values"

Gender equality Womentor

This was one of the answers to the question "Where do you hope we will be on these issues in ten years?" that concluded a workshop on practical inclusion work for Diversity Managers the other week. The workshop had been planned for a long time, as one of two mandatory sessions during the year for management representatives of companies participating in Womentor, but the conversation inevitably revolved to a large extent around the many calls for action this fall, starting with #metoo.

The participants have different roles but the same mandate from their management to participate in two workshops on recruitment, training and development strategies linked to inclusion and diversity. They agreed that although all have zero tolerance policies on discrimination and harassment and equality and diversity plans, there is much that now needs to be improved. Both in society at large, in the industry and in their own companies. "We think we are so good, but clearly we are not. It helps if we all see how things really are!"

In addition to the initial example, participants would like their own businesses to be in business in ten years' time:

  • Focusing more on performance than person
  • To an even greater extent than now, talk about how we do things, not just about what
  • Are better at seeing opportunities and strengths in differences
  • No need for the role of "diversity leader"
  • Have less jargon and greater knowledge of its meaning
  • Seeing inclusion as a non-issue
  • Offers a working life that can be combined with family
  • Not only have bright middle-aged men in the highest positions
  • Reaching a critical mass of female managers
  • That the question of why career and study choices are gendered is a societal issue and not a question for women in technology to answer
  • Have moved from talk and written policies to action

Current situation: men feel more included than women - managers more than employees

As a basis for discussion at the workshop, the results of a small study were presented, in which a sample of 48 managers and 72 employees from 15 companies[1] (evenly divided between men and women) were asked to comment on six statements related to inclusion. What the study shows (which is supported by similar larger surveys at both national and international level) is that there is a clear difference between how inclusive men and women perceive their own workplace to be.

The fact that the difference is even greater between manager and employee shows that the degree of inclusion is strongly linked to power and that those who have not personally experienced discrimination, exclusion or unequal treatment also see it to a lesser extent; "If I have not experienced it, it has not happened".

How do we get better? "As soon as it gets quiet, turn the light on it!"

"Of course we shouldn't be satisfied with this, but haven't we come quite far?" "In comparison to what? How it used to be? Other industries? Other countries? No, the obvious benchmark should be that there are no differences!"

So how will we get to where we want to be in ten years' time? It is clear that corporate values and policies are not enough. The answers are of course neither simple nor clear-cut, but the workshop participants believe that it is inevitable for companies to find constructive ways forward, and that the #metoo movement will have a concrete impact. These are some of the examples of what can be done to increase the sense of inclusion of all employees that emerged from the discussions.

THIS CAN BE DONE, AT MANAGEMENT LEVEL:

  • Be very clear that misbehavior should be reported, how it is done and to whom. Consider whether an anonymous whistleblowing service is a good option.
  • Manage with pay and rewards, and with sanctions.
  • Work not only on an ad hoc basis, but also preventively.
  • Work actively on policies and guidance documents. What does 'zero tolerance' mean? What is 'harassment'? Do we all agree on it? Clarify and talk about!
  • Increase management and staff awareness of stereotypes and their consequences.
  • Raise awareness of what constitutes discrimination, for example through training materials with very detailed and concrete examples, as a mandatory and recurrent part of management and staff development.
  • Review your company's employee surveys: what questions are asked and how? How do you deal with the results?
  • Give leaders more time and space to be leaders, and better conditions to lead and harness diversity.
  • Take responsibility! Individuals have their own responsibilities yes - but leaders' responsibilities are always greater!

THIS IS WHAT YOU CAN DO AS AN INDIVIDUAL:

  • Reflect on and become aware of your own, and others' prejudices, and the consequences they have. What is this joke/jargon really about, what is it based on and what does it mean to someone else?
  • Have civil courage and don't be silent! Put your foot down straight away - whether you are a victim of discrimination or exclusion or you see others being discriminated against or excluded.
  • Are you part of a majority? Stand up for others. The majority must take responsibility for standing up for minorities - it cannot be put on them!

- One of the companies represented has already gone beyond pointing to their long-standing values and processes and implemented an actual change following #metoo and #technicalfailure. What they have done is to create a new procedure to ensure that the management team immediately starts a change process together with the management of the department in question, in the event that a certain defined percentage of employees there respond that they have been subjected to harassment.

- I think it is a good example, and believe that more concrete measures of this kind will be developed in more companies in the future," comments Karin Ahlström from Ardida, who prepared and conducted the workshop together with Jonas Stier, professor of intercultural studies at Dalarna University.

[1] Agero, Capgemini, Comhem, Dustin, DXC, Fujitsu, IBM, Microsoft, PA Consulting group, Sogeti, Telenor, Teleopti, Telia, Tieto, Tre