HR/Human Resources Development Officer Gender Equality Checklist
Retention: Increased retention of women
Create and support both formal and informal networks
As HR/staff development manager, I create the conditions for internal networks by encouraging, supporting and budgeting for members to influence much of the content and format themselves, and by establishing cooperation between the networks and management.
Prevent employees from having to get used to exclusionary behaviors
I, as HR/HR Development Manager, should communicate the company's culture, values and above all clarity about what behaviors are not acceptable.
As HR/Human Resources Development Manager, I have ensured that there is a function where employees who are subjected to differential treatment can report it, and which handles and follows up the case in a way that creates security and credibility.
As HR/staff development officer, I regularly organize trainings or other activities for managers and employees, with the aim of raising awareness of exclusionary behaviours and demonstrating more inclusive behaviours. Everyone should be encouraged to participate, not only the already saved.
I, as HR/staff development manager, ensure that exit interviews are conducted with women who leave to capture insights and potential for improvement.
Develop: Increasing the share of women in technology-related leadership roles
Make women in leadership positions visible
When I plan and create content for our internal communication channels as an HR/staff development manager or communication specialist, I make sure to regularly highlight people with technology-related leadership roles in the company, in equal parts from both genders representing the organization, who talk about their work, exciting projects and development.
When I develop a mentoring program as an HR/staff development manager, I make sure that women in leadership positions mentor men as well as women.
When planning and creating content for our social channels (e.g. LinkedIn, Instagram) as an HR/staff development manager or communication specialist, I make sure to continuously publish stories where leaders, in equal parts from both genders representing the organization, tell about what it is like to work with us.
Ensure that career planning becomes an active instrument that truly motivates the employee
When designing the talent review process as an HR/staff development manager, I use thoughtful feedback methods (such as gamification) to create engagement around its implementation and follow-up.
When I work with career paths for growers/talent as HR/staff development manager, I make the career paths visible and known to the whole organization, so that individual employees can see for themselves in a system what development efforts may be required to reach a certain position or specialist role.
When I, as HR/staff development manager, draw up an individual development plan, I must involve the employee's own ideas about development measures (e.g. type of assignment, skills, possible certification and conditions for salary development) in the plan.
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