25 th April 2017 Chair: Professor Abigail Gregory #FemaleWorkplace Women in Leadership Conference Closing the gender gap We warmly welcome you to:
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25th April 2017
Chair: Professor Abigail Gregory#FemaleWorkplace
Women in Leadership Conference
Closing the gender gap
We warmly welcome you to:
Professor Abigail Gregory
Director of Athena Swan
and
Associate Dean International, Salford University
Chair
Rebecca Moore
Councillor for Withington Ward
Manchester City Council
The Women in Leadership Conference:Closing the Gender Gap
University of Salford24th April 2017
Cllr Rebecca MooreLabour member for Withington WardManchester City Council
About me
Grew up in Derby
Joined the Labour Party aged 17
Moved to Manchester in 2010 for university
Elected to Manchester City Council in May 2014
Policy interests: housing, supporting local businessjobs and growth, safeguarding public services
Currently working in Social Sciences at the University of Manchester
Women in British Politics: a short history
1903: Emmeline Pankhurst founds the Women's Social and Political Union (WSPU)
1918: Representation of the people bill, doubles the electorate, giving the parliamentary vote to about six million women
1919: Nancy Astor becomes the first woman to take her seat in the House of Commons
1928: Women given the vote at the age of 21 - the same as men
1929: Margaret Bondfield becomes the first women cabinet minister
1945: Ellen Wilkinson became Minister for Education
1967: Abortion Act introduced
1970: The first British conference of the Women's Liberation Movement in Oxford resolved to press for employment legislation.
1975: The Equal Pay Act and Sex Discrimination Act come into effect and equal opportunities commission established
1979: Margaret Thatcher elected Prime Minister
1983: Equal Pay for Work of Equal Value Amendment for the Equal Pay Act
1994: Trade Union reform and Employment Rights Act guarantees every working woman the right to maternity leave for the first time
1993: Labour Party Conference introduces All-Women Shortlists (AWS)
1997: 120 new women MPs elected- 18.2% of parliament now women
2001: Government introduces bill to improve women's political representation
2015: record number of women elected from all parties: 29% of parliament now women
Women in British Politics: a short history
2017 – the fight continues…
Women still get paid less than men. The currentoverall gap for full-time workers is 13.9%
Only 7 of FTSE 100 bosses are women
Women make up under a third of MPs and under 24% of House of Lords
Public attitudes towards women in politics and public life
Media representation of women in politics
Devolution, constitutional change and women's political participation
Intersectional issues: women of colour, LBT women, disabled women,young women, working class women in politics
Women in Local Government
Women make up over 75% of the local government workforce
Women are only 33% of local councillors, 19% of elected mayors and 13% of council leaders. Manchester City Council has the highest proportion of female councillors, achieving 50% gender balance
North East Lincolnshire has the lowest proportion of female councillors at just 27%
*Statistics from The Fawcett Society Local Government Commission with thanks
Women make up just 21% of council leaders and directly elected mayors in the Northern Powerhouse region
Only 1 of the 7 chairs of the established and proposed combined authorities in the northern powerhouse region are women
Of 134 senior leadership roles in the Northern Powerhouse, 96 (or 72%) of these are occupied by men
The City deals underpinning devolution come with a commitment to regional directly elected mayors – but so far only 4 of the 16 existing directly elected mayors in England and Wales are women
Only one woman is standing for GM Mayor
Women in Local Government: the ‘Northern Powerhouse’
Some challenges…
Sexism
Harassment
Stereotyping
Fewer role models
Double standards
Caring responsibilities
What can we do to improve?
More role models at all levels in politics
Encourage women to stand
Make politics more accessible to women
Make political parties commit to equal representation
Treat female politicians as you would treat their male counterparts
Changing how we perceive effective leadership
All-Women Shortlists
Political parties have used various strategies to increase female representation, including encouraging women to stand and constituency associations to select them, and providing special training for potential women candidates
All-women shortlists make the selection of women candidates in some constituencies compulsory. The Labour Party is the only political party in the UK that use AWS as part of their selection processes
AWS has been criticised as undemocratic, as “bypassing competitive principles and hence as ignoring the merit principle”, and as “a form of discrimination against men”
Some feminists have criticised AWS saying women should have equal opportunities not special privileges, that AWS doesn’t help women from minority groups, and/ or that they don’t go far enough
Why do we need equal representation in politics anyway?
It should be a given that half the population has equal representation in the corridors of power
It is essential to get a range of perspectives and experiences in government where decisions are made
Women are hit harder as a result of austerity and recession, losing jobs at a faster rate than men, suffering stagnant wages and taking the hit from welfare cuts
More women MPs has given priority to issues such as women's health, domestic violence, childcare etc.
Our Town Halls and the Houses of Parliament should be reflective of our population as a whole!
Thank you
Any questions?
Ann Rimmer
Director of Brand
Upp B2B
Click
Coffee and Networking Break
Sam Smethers
Chief Executive
The Fawcett Society
Women in Work• Best educated female labour force. More women (& more mothers) in work than
ever before
• 2.3m women not working who want to work and 1.4m women who want to increase their hours (Women’s Business Council 2013)
• Equalising Labour force rates between men and women would see a 10% increase in GDP (Women’s Business Council 2013)
• More women work part time than men (42% vs 11%)
• 90% of the gap between male and female employment rates is caused by low employment rates of mothers (& older women) (IPPR 2014)
Gender Pay Gap • 2017 – median gender pay gap of 18.1%. 35% in Finance sector. • Mean vs median measure
• For every pound a man earns in the UK women earns 82p
• Gap is bigger for older women, disabled women and Black Asian and minority ethnic groups. 26% for Pakistani/Bangladeshi women. 24% for Black African women.
• At this rate, it will take around 62 years to close the gap
• Women are earning around £250K less over their lifetime than men• Pensions gap is 40%
Discrimination • 54,000 women a year have to leave their job early as the result of poor
treatment, or threat of redundancy after having a baby
• 1 in 10 women in low paid jobs are given a more junior role when they return back to work from maternity leave
• 35% of the pay gap is “unexplained”. Equal work + equal value.
Different Job Roles • Caring & Leisure – 82% women
• Secretarial & administrative – 77% women
• Only 1/3 of senior managers and officials are women
• Skilled trades industry – 10% women
• Women make up over 60% of those earning less than the living wage
• Apprenticeships in 2013• Engineering apprenticeships 13,000 men and 400 women • Beauty therapy apprenticeships – 1,600 women and 10 men
Cost of Caring • Women with children under 16 are 4 times as likely to be economically inactive
compared to men with children under 16.
• Women do 2 hours more domestic work per day than men
• Women are more likely to work flexibly and part-time. However, part-time work meets the largest pay gap.
• Shared parental leave welcome – but take up very low
• c 40% of women working part time do so because of caring responsibilities
• 61% of beneficiaries of national living wage are women.
Flexible working
• 70% of businesses say flexible working improves retention (women’s Business Council 2013)
• BUT attitudes to parents remain v traditional. When people become parents - he is regarded as more committed to his job, she becomes less committed. (Fawcett, Striking the Balance 2016)
• All employees have the right to request flexible working hours (after 26 weeks)
• 80% of requests either partially or fully instated (IPPR 2014)
• BUT – 44% of fathers and 38% of mothers have lied to their employer about family responsibilities (Working Families Modern Families Index 2017)
Barriers - attitudes
26
Structural barriersLack of quality part-time work & flexible working, lack of childcare infrastructure
• Impact over time – 33% gap for mothers 12 years after 1st child (IFS, 2016)• Young fathers now considering trading down (Working families)• Parents can’t afford childcare/have unreliable, inflexible, poor quality provision.
Heavily segregated labour market & lack of diversity -• women working below potential
• Sectors with skills shortages (STEM, Technology) not using women’s skills
• Business and org under-performance
Barrier bosses
28
Boys at the Top
• Women are only c10% of executive positions on boards
• Women are less likely to be paid a bonus than their male colleagues & get less money when they do.
• 53% of low paid women said they felt they wouldn’t progress as they worked part time
• 6 in 10 people believe that men in top jobs won’t make room for women unless they have to (Fawcett)
• 1 in 4 recruitment decision makers believe that a more equal society would not be better for the economy (compared to 9% of those not in recruitment) (Fawcett, 2016)
What can we do next? • Great news on requirement to publish the pay gap – but just a
first step. Need action plans & penalties for non-compliance
• Quotas – Public life, business, training and education• A more generous period of paid leave allocated to fathers
• Address harmful occupational segregation, default girls intonon- traditional roles
• Care work rewarded and valued
• Advertise all roles as available on a flexible basis by default except where there is a clear business case
• design flexible and quality part time jobs and job shares
• Scrap employment tribunal fees
Griselda Tobogo
Owner and Managing Director
Forward Ladies
Fiona Mackey
Managing Director
Lightbulb Leadership
Manchester +44 (0) 161 905 1219
London +44 (0) 203 813 1749
Email: [email protected]
www.lightbulbleaders.com
Keynote Speaker:
Fiona McKay, Managing Director
© Lightbulb Leadership Solutions, 2017
Flixton & Feedback
We help:
My journey
• None of this was what I envisaged
• No Michelle Mone or Alan Sugar
• Tough time - struggled to find my voice
© Lightbulb Leadership Solutions, January 2017
My career journey
• Trafford Borough Council
• Lord Chancellor’s Department
• Young Street Chambers
• Peninsula
• Citation
• Lightbulb Leadership Solutions
• Fiona-McKay.Com
• CEO’s, Leadership Teams, Winning Women & UHNWI(F)
© Lightbulb Leadership Solutions, January 2017
My career journey
• Honorary Graduate MMU
• Innospace Award for Entrepreneurship
• Advisor, Influencer, Speaker
• Wife, Daughter, Aunt, Friend, Carer
• Northern Power Woman
• Equal Pay Ambassador
© Lightbulb Leadership Solutions, January 2017
Switching on Networks
•Trust
•Advice
•Information
•Socialising
•Reciprocal
•Beliefs & behaviours
•Does that need to be adjusted to advance you?
© Lightbulb Leadership Solutions, April 2017
What is a feedback?
• Feedback every day and everywhere
• Your best, worst and most painful feedback
• Joint contribution system that encourages learning & change
• Data, decisions & a metric that really matters
© Lightbulb Leadership Solutions, April 2017
Switching on feedback solutions
•The entry to exit experience
•My three “C”’s : consistency, communication & collaboration
•The mirrors & the movies
•Honest & supportive mirrors
•Beliefs & behaviours
© Lightbulb Leadership Solutions, January 2017
Switching on feedback solutions
• Women need regular and structured feedback
• The effect on gender stereotypical feedback
• Honest & supportive mirrors
• Improving feedback and its role in your future success
© Lightbulb Leadership Solutions, April 2017
Fiona McKay
07922 070236
www.lightbulbleaders.com
www.fiona-mckay.com
Lunch and Networking Break
Kirsty Styles
Head of Talent and Skills
TechNorth
Theresa Grant
Chief Executive
Trafford Council
Women in Leadership
Women in Leadership
Theresa Grant
Chief Executive
Trafford Council
25th April 2017
1
Women in Leadership Yesterday – 1980s!
Women in Leadership
Experience
3
Women in Leadership
o Motivating others
o Fostering good communications at all levels
o Producing high quality work
o Good at listening to others
o Equal to men on strategic planning and issue analysis
Women are Better at
4
Women in Leadership
o With over 11,000 businesses worth £6.9bn GVA
o HR payroll and shared service centre with Greater Manchester Police
o S75 strategic partnership agreement with Pennine Care, for Integrated
All Age Community Health and Social Care Services, the 1st in GM
o New adult’s social care policy
o Great results in our OFSTED Inspections for Children's Services
o Youth Service was hailed as one of the country’s highest ranking
services
o Investing over £24m in our leisure services
o Attracting new investment, businesses and homes
Trafford, a Prosperous Borough
5
Women in Leadership
Trafford Female Leadership Team
Helen Jones, Deputy Chief Executive
Joanne Hyde, Corporate Director
Transformation and ResourcesTheresa Grant, Chief Executive
Nikki Bishop, Chief Finance Officer Jill Colbert, Corporate Director,
Children, Families and Wellbeing
6
Women in Leadership
o Women account for less than 10% of Executive Director jobs at FTSE
100 Companies
o 7 women are CEOs of FTSE 100 companies
o 25% of women are on boards (doubled since 2012)
o 40% of women make up MBAs
However, the World Economic Forum prediction is that the gender gap
won’t close entirely until 2186!
Key Statistics
7
Women in Leadership
Northern Powerhouse
8
Women in Leadership
Greater Manchester Devolution
9
Women in Leadership
Greater Manchester Devolution Deal
10
Women in Leadership
Magna Carta
11
Women in Leadership
GM Chief Executives and Interims
12
Women in Leadership
Portfolios cover:
o Health and Social Care
o Mental Health
o Waste and Environment
o Investment and Finance
o Children’s Services
o Police
o Transport
o Culture
o Criminal Justice and
o Skills, Employment and Worklessness
GM Skills and Employment - Portfolios
13
Women in Leadership
Vision 2035 - Greater Manchester city region will be one of the world’s
leading regions, driving sustainable growth across a thriving North of
England. We are delivering this by:
o Working more closely with employers to understand more about the
skills they need for their business
o Working to increase the role that employers can play in developing their
own workforce – through apprenticeships and on-the-job training
o Working to bring organisations together at a local level to help people
overcome the problems preventing them from finding a job
o Working with schools to encourage all of our young people to have high
aspirations
o Working with local colleges and universities to help more people get
good-quality vocational and technical qualifications
GM Skills and Employment
14
Women in Leadership
Thursday 4th May 2017 we will vote for our first ever Mayor of Greater Manchester.
Use Your Vote!
15
Women in Leadership
What can we do to help?
Organisations can:
o Change the culture of the
organisation to promote
women
o Provide better guidance and
mentoring
o Provide high quality training
o Proactively put women into
positions of where the action is
o Give women high visibility
experience early in their career
to build confidence and skills
o Introduce new flexible career
strategies
o Focus on work-life integration
o Develop networks and
connections
Women must
o Demonstrate critical skills for
effective job performance – we must
continue to work very hard
o Display entrepreneurial initiative
o Take on risky and challenging
assignments to get noticed
o Accurately identify company values
and work within these
o Bring your whole self to the job
o Use other women and those around
you to bring about change
o Follow their aspirations and dreams
o Be resilient to any knock backs
o Always celebrate their differences
16
Women in Leadership
Inspiring Women
MP Lucy Powell
Baroness Susan Williams
Former Trafford Council Leader
Minister of State for the Home Office
Marketing Manchester Managing Director
Various Entrepreneurs Chief Executives in GM
17
Women in Leadership
Actress - Maxine Peake
More Inspiring Women
Bishop - Libby Lane
Olympic Gold Medallist – Diane Modahl
18
Women in Leadership
?Questions
??
??
19
Women in Leadership 2017 Conference
Participation of Women in
Engineering: Aids and Hurdles
Professor Haifa Takruri MBE
Gender Segregation in
Engineering
0
10
20
30
40
50
60
1 2 3 4 5
% o
f G
en
de
r R
es
po
nd
en
ts
Female
Male
Gender segregation in engineering as a whole is an important problem
that needs to be addressed
N=22 (9 female 13 male) Managers/directors. Respondents were asked to rate the statement on a Likert
scale where 1=strongly disagree and 5= strongly agree, 6=not applicable
% o
f R
esp
on
de
nts
by G
en
de
r
Women and men are accepted in
positions of leadership in my company
0
10
20
30
40
50
60
1 2 3 4 5 6
% o
f G
en
der
Resp
on
den
ts
Female
Male
Notes: 164 responses (78 female, 86 male). Respondents were asked to rate the statement on a Likert scale
where 1= strongly disagree and 5= strongly agree, 6= Not applicable
0
10
20
30
40
50
60
1 2 3 4 5 6
% o
f G
en
der
Resp
on
den
ts
Female
Male
Notes: 166 responses (78 female, 88 male). Respondents were asked to rate the statement on a Likert scale
where 1=strongly disagree and 5= strongly agree, 6=not applicable
People in relatively senior positions
tend to be men
Barriers
Working practices
“They’re not very family friendly. The hours, for instance,
we work a 42-hour week, and that 42 hours is defined as
you clock in and out… if you persisted in leaving early
then you’d get slated”
(Male, Chemical Engineer, 31-45 yrs)
“I never did any more hours than I had to…Well I wasn’t
really committed as such…That’s partly why I didn’t
progress. I think if you gave more hours and more
determination and stuff…”
(Female, Former Civil Engineer, 31-45 yrs)
Barriers
Organisational Cultures
“I’ve had lots of incidents where I’ve gone home in
tears…but… you don’t want to fail… you feel almost like
you’re letting… all females down if you go and complain to
the bosses.. that you’re being bullied”
(Female, Mechanical Engineer, 31-45 yrs)
Gender Discrimination/ Gender Pay gap?
“What I can say some of my male colleagues…just as experienced as I was were promoted months ahead of the time that I was…
I don’t know whether that was down to gender or to departmental budgets…”
(Female engineer, 31-45yrs)
You get your pay review every…it’s supposed to be every winter but they’ve
already decided how much you’re getting before you have your review so
there’s not much point …but I know when I was a contractor before, I got
paid about £3 an hour less than the men…doing exactly the same
thing…the same agency as everybody else”.
(Female engineer 26-30 yrs)
Barriers
Self Confidence
“I had to go on site… and I wasn’t comfortable….because
you know you’re the mate on one hand, but have to go in and
snag the work they’ve done; on the other hand, it was a bit
awkward. I think if I’d been a stronger person, it would
probably have been easier, but that’s partly why I gave it up,
because I just couldn’t cope with all of it really.”
(Female, Former Civil Engineer, 31-45 yrs)
Barriers
Need for Diversity
“…because we all work in different ways and I think women
bring a lot to the role and a lot to the offices as well”.
(Female, Highways Engineer, 26-30 yrs)
“I find it unbelievable that there’s no women… no ethnic
minorities…or people from different sort of groups…I feel
frustrated sometimes at this company.”
(Male, Manufacturing, 31 -45 yrs)
“I was in the water industry to start and that was… there were
more female engineers on site and therefore it wasn’t too
bad”
(Female, Aeronautical Engineer, 26-30 yrs)
Good Practice
Flexible Working
“I work flexible hours….pretty much you can work the hours you want, so long as they are not ridiculous. Lots of people come in at seven and leave at three or four, things like that”.(Male engineer, 26-30 yrs)
“…It depends on who your boss is as to how well you can fit your family life in…”
(Female engineer, +45 yrs)
Good Practice
Good Practice
“What I would have liked at the time was a bit more support over planning a career break and the ability to have gone back perhaps later on to the same company… I might well have done that instead of having a career break of 10 years where I didn’t do any engineering work for 10 years.”
(Female, Former Electrical Engineer, 31-45 yrs)
Need for returners scheme
Mentoring
“I had a… mentor who was quite a high level female engineer in the company who I looked up to and respected because she’d worked her way from being a chemical engineer all the way up the ranks and was in a position where I admired and I would like to get to one day in my career, …I think it’s so valuable for people to have guidance out of their line-management, somebody who is totally independent who they can go and talk to; who understands how to get the best out of people, how to question them, how to make them question decisions they’ve made personally…she helped me be able to do that; built my confidence and built my self-esteem and that I then took forward into the position that I’m in at the moment.
Without that guidance, I don’t think I’d have got to the position I am in today.”
(Female, Training Manager)
Good Practice
“I’m now…approaching…middle age and I’ve never
considered having children. If I had considered
having children, I think it would have been very
difficult. I think what I accepted early on in life is that
if I wanted to go into a man’s world, as it certainly
was then, I needed to be more of a man than a
woman”
(Female, Managing Director, Industrial Engineering Firm, 31-45 yrs)
Leadership!
“I must admit, I have found it quite difficult working for a woman boss… I didn’t know how to handle it. I’ve gone through university which is completely male dominated. I’ve come into a working environment which is completely male dominated and when I had a woman boss it completely threw me”
(Male, Engineer, 31-45 yrs)
Leadership!
Leadership!
“…You will need to be better than your men and
you also, I think one of the pieces that I suggest
should be incorporated which goes back to my
assertiveness, is that women are reluctant in that
environment where the fact is you will need to excel
the other part of that is you need to tell people that
you’re better, right?....one piece of advice is that
women need to be shown that it is okay to blow
your own trumpet which is what men would do”.
(Female, Managing Director, 45+ yrs)
Leadership!
“There are quite a few lady Directors… and they’re Directors
because they’re better than the other guys in what they’re
doing; it’s as simple as that”
(Male, Managing Director, Construction Firm, 45+ yrs)
“I bring this feminine side to it and I don’t feel the need to try and act like one of the blokes, so I feel I’ve got quite a good balance going on that has actually been commented on by somebody else..”
(Female, Director, Engineering Design Consultancy, 31-45 yrs)
Conclusion
Review the organisational culture and working practices – remove the
barriers
Adapt working environment and employment practices
Flexible working / well being and work-life balance / Career development
programmes / Gender pay gap
Leadership training
Employee surveys
Exit interviews
Coffee and Networking Break
Panel Discussion
Professor Abigail Gregory
Director of Athena Swan
and
Associate Dean International, Salford University
Chair
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