WOMEN IN CLEANTECH GENDER DIVERSITY RECRUITMENT AND RETENTION GUIDANCE - March 2021 - gender diversity recruitment and ...
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WOMEN IN CLEANTECH GENDER DIVERSITY RECRUITMENT AND RETENTION GUIDANCE March 2021
INTRODUCTION Women’s Budget Group it was highlighted that
women were more likely to work in sectors hit
hardest by COVID, are more likely to live in
In 2018 the London Sustainable Development
poverty and are more likely to be in low paid
Commission undertook research to
and insecure employment.3 The COVID crisis
understand the participation of women
is exacerbating inequality and could lead to an
within London’s low carbon, environmental
increase in the gender pay gap, which at 17.5%
goods and services sector, the “cleantech”
in pre-pandemic London was already too high.
sector1. The evidence collected as part of that
In addition, during lockdown working mothers
research indicates a low participation rate
have seen a bigger proportional reduction in
of women in cleantech in terms of founders,
their hours of work and are spending more
holding senior positions and retention in the
time caring for children while trying to work.4
sector. This is a problem for the growth of the
wider cleantech ecosystem in London. Our work seeks to encourage and support
women to enter the cleantech sector and
Evidence is there to support the diversity
to provide guidance for employers to help
dividend argument with the latest McKinsey
increase diversity in the workforce. The low
“Delivering through diversity” report2 finding that
carbon goods and services sector is growing,
companies in the top quartile for gender diversity
doubling in size over the last decade and
on executive teams being 21% more likely to
provides many opportunities both for innovators
have above average financial profitability, up
and entrepreneurs but also for those wanting
from 15% in 2015. Gender diversity is good for
a career with development potential within
business, but women are still underrepresented
larger organisations. London’s low carbon and
in senior roles and this lack of representation is
environmental goods and services sector (its
even more apparent in the tech sector.
‘green economy’), was worth about £48 billion
In addition to this the COVID 19 pandemic in 2019/20, employing around 317,000 people
has highlighted the deep inequality within across approximately 14,000 businesses. The
London and the economic and social impact sector has grown from £24 billion in 2010/11
of that inequality. Insecure livelihoods and the when it employed around 164,000 people
resultant lack of secure incomes have led to across around 9,000 companies.
extreme hardship and people employed in
Whilst our focus is on the cleantech sector
lower wage frontline work have been more at
this guidance could be applicable to any
risk of infection. The epidemic has particularly
employer seeking to improve the gender
impacted women – in a recent report from the
diversity of their workforce.
1
https://www.london.gov.uk/sites/default/files/lsdc_-_women_in_cleantech_2018_report.pdf
2
https://www.mckinsey.com/business-functions/organization/our-insights/delivering-through-diversity
3
https://wbg.org.uk/wp-content/uploads/2020/04/FINAL.pdf
4
Gender differences in the impact of the Covid-19 lockdown on unpaid care work and psychological distress in the UK |
Understanding Society 2
5
https://www.london.gov.uk/sites/default/files/london_low_carbon_market_snapshot_-_2019.pdfABOUT THIS GUIDANCE HOW TO USE THIS
As part of our work to help more women GUIDANCE
enter the cleantech world we are creating
a range of guidance materials. This guide This guidance is not intended to replace
is focused on the recruitment and retention the need to adhere to workplace practices
of women in the workplace and is aimed at governed by national government regulations
employers both large and small. Its purpose around worker rights, discrimination
is to highlight good practice in the recruitment regulations or other legal or statutory
of female staff, to help increase both the frameworks governing work in the UK.
pool of available candidates and ensure the It is instead additional guidance designed
process is fair, transparent and inclusive. to highlight good practice and challenge
In addition, the guidance includes help for unconscious biases as part of recruiting
employers to understand some of the factors and developing staff and can be used by
that can influence decisions to stay or to employers on a voluntary basis as required.
leave an organization that may be as a result
of conscious or unconscious discriminatory
1 - Making a commitment
behaviours or working conditions.
Create a formal statement or commitment
Other guidance materials in this series
to Equality, Diversity & Inclusion and
include Event Diversity Guidance - https://
identify the responsible parties for
www.london.gov.uk/sites/default/files/wic_
overseeing a programme to deliver on this
event_diversity_guidance_final.pdf
committment. In this way your organisation
N.B. The WiCT work focusses on gender sends a clear message to future and
disparity within Cleantech but it should also present employees about their commitment
be noted that other disparities exist based on to equality, diversity and inclusion in
the 9 protected characteristics - https://www. the workplace. Build the business case
equalityhumanrights.com/en/equality-act/ into this statement to ensure senior
protected-characteristics - which sit outside management buy in.
of the scope of this guidance but which
This commitment should be available for,
should also be taken into consideration when
at minimum, employees but consider
recruiting and developing staff.
making it publicly available for jobseekers,
clients and the general public. The
commitment should be backed up by a
plan and clear actionable items and include
values that the organisation commits to
following to support their statement.
3Commitment Example: 2 - Recruitment
In order to ensure our offer to our customers Job advertisements:
is internationally relevant we must create and
nurture a company culture that mirrors the Where possible avoid listing particular
world we serve. We are committed through educational requirements or years of
every area of our company, whether internally experience on a job posting unless
or externally, to build a team that values and absolutely necessary. (Example,
reflects the unique opinions and backgrounds a specialised certification for lawyer
the people of this world have to offer. and/or accountant).
The example below is the commitment from Instead specifically list the skill set and
Salesforce, ranked by Glassdoor as the UK’s knowledge needed to accomplish the
no1 employer in 2021.6 Glassdoor is one of job duties. Consider using a competency
the world’s largest jobs and recruitment sites. framework as a basis for explaining the
skills attributes needed for a role.
Salesforce Equality Commitment –
Notes: Various studies demonstrate that
We’re greater when we’re equal
women and minorities are less likely to
Equality is a core value at Salesforce. We apply for a job posting if they do not meet
believe that businesses can be powerful all of the qualifications of the postings.
platforms for social change and that our
higher purpose is to drive Equality for all. Do not assume that 3-5 years of
Creating a culture of Equality isn’t just the experience or an MBA automatically
right thing to do, it’s also the smart thing. qualify an individual. They may have all
Diverse companies are more innovative the skills needed, but may not hold the
and better positioned to succeed in the advanced degree listed and therefore miss
Fourth Industrial Revolution. an opportunity for a more diverse applicant
We strive to create workplaces that pool.
reflect the communities we serve and Avoid the use of jargon and overly
where everyone feels empowered to technical language within job
bring their full, authentic selves to work. advertisements, using plain language
There is more work to be done, but with where possible.
the help of our entire Ohana (Hawaiian
word for family) — our employees, Ensure that opportunities for flexible
customers, partners, and community — working including part time, flexi time, job
we can achieve #EqualityForAll. share or working from home are clearly
stated within the advertisement. If flexible
To enable delivery of the ED&I working is not included as an option
commitment, organisations should develop consider how or if this could be.
a clear ED&I policy and action plan.
4
6
https://www.glassdoor.co.uk/blog/best-places-to-work-2021-uk/Consider removing the need to demonstrate Ensure if using recruitment or search
evidence of years of experience in and selection organisations that they are
specific technical capabilities in favour fully briefed on the need to put forward a
of incorporating a test element within the diverse candidate selection.
interview process to asses competence.
Applicants may choose to visit your website
Prior to posting, scan all job postings prior to application. Ensure that images of
through “Gender Decoder” or similar, a workers and individuals associated with
service that identifies words within the your organisation are diverse and inclusive.
posting that may attract or deter candidates
from applying based on gender. Notes: The Mayor of London’s Inclusive
Employers Toolkit7 aimed at supporting
Notes: Every person has unconscious bias, young black men into the construction
by using technology we can attempt to limit industry cites research from the
the unconscious bias that comes through Runnymede Trust showing that young
from the job posting creator in addition to black men recognise where imagery
the unconscious bias held by the job seeker. does not match the reality of workplaces
– this is likely to be the same for women
so openness and transparency about
Consider where jobs are advertised
challenges around diversity is advisable.
and how they could reach a more
diverse audience through channels
targeting specific societal groupings. In Ensure that any programmes that support
addition to standard job boards, seek to efforts to change under-representation
post job openings with Gov.UK which within your organisation are advertised and
provides resources to the unemployed. promoted so that prospective candidates are
Organisations can register to advertise aware of your commitment e.g. the Greater
their job posting with the following link: London Authorities ‘Our Time’ programme.8
https://www.gov.uk/advertise-job. Build
relationships with organisations or
initiatives that provide support aimed
at specific sectors of society to help
communicate opportunities in a more
targeted and diverse way.
7
https://www.london.gov.uk/what-we-do/workforce-integration-network-win/inclusive-employers-toolkit/engagement-and-
recruitment 5
8
Our Time - Supporting Future Leaders | London City HallCV screenings: Use panels where possible for interviews
and ensure panels are balanced and
Consider ‘blind’ CV screening, where
diverse across a range of protected
items such as candidates names and
characteristics. Where panels are not
locations are removed from the document
possible ensure an equal number of both
being screened. The aim is to remove the
male and female interviewers are involved
possibility of unconscious bias based on
in the process with additional focus on
gender, ethnicity or age of a candidate.
overall diversity where possible. Relax
requirements for panel members around
Notes: Many public sector organisations hierarchy to ensure that panel diversity is
such as the civil service and large prioritised over panel seniority.
corporates are adopting this approach
to recruitment and were involved in a In-person interviews should have at least
drive by central government to encourage 2 members of the organisation meeting
organisations to pledge to adopt this with the job seeker at all times. This will
approach in 20159. In addition, the Social help counteract and combat individual
Mobility Campaign also encourages unconscious bias as part of the interview
employers to pledge to adopt a name blind process.
approach alongside a number of additional
Require specific reasons related to the
measures to application screening. The
job function in order to advance or reject
pledge has now been signed by 500
the candidate. Do not allow “culture fit”
organisations globally.10
solely as a reason to advance or reject a
candidate.
Interview process: Use consistent evaluation methods across
all interviews to ensure evaluation of
Define a transparent interview process for
performance is transparent and fair. Scoring
all candidates/job seekers and ensure that
mechanisms with clear guidance around
it is clearly detailed on the job application.
scoring criteria can be a useful way to
Make no exceptions to the process maintain a balanced approach and limit bias.
for referrals and avoid “fast-tracking”
Understand the ‘positive action’ element of
candidates.
the Equalities Act and whether it is necessary
The interview process should clearly state to take appropriate actions to address
the number of interviews and their format recruitment imbalances (see box below).
(phone or in-person). This will also assist
Provide feedback to unsuccessful job
in setting the proper expectations with the
applicants when requested and where
jobseeker.
possible.
9
https://www.gov.uk/government/news/pm-time-to-end-discrimination-and-finish-the-fight-for-real-equality 6
10
https://www.socialmobilitypledge.org/Positive Action recruitment measures action can be taken only where the
under the Equalities Act candidates are “as qualified as” each
other. For example, if two candidates for
‘Positive action means treating one group
the same job are equally well qualified
more favourably where this helps them
for the role, and one of those candidates
overcome a disadvantage or participate
is from a demographic which is under-
more fully. It also means acting to meet
represented in the company, e.g. a young
needs they have that are different from
Black man, a company may use Section
the wider population.’
159 of the Equality Act to offer the
Positive actions are lawful under the position to the candidate from the under-
following sections of the Equality Act represented group.
2010:
Section 158
Interview training:
Actions might include training to enable
All employees/managers responsible for
individuals to gain employment, or health
interviewing candidates should go through
services to address their needs. For
formal training on the organisation’s
example, if a company is seeking to
interview process. Training should include
recruit diverse candidates for a specific,
compliance requirements, company
technical role but has been unable to
process and education on the presence of
find any potential employees from groups
unconscious bias in the interview process
which are under-represented in that role
and how to identify and minimise its
e.g. young Black men, the company may
effects.
use Section 158 of the Equality Act to
develop and promote a training course Training should be offered at minimum,
for young Black men to develop the quarterly, and be available to all staff
technical skills required for the role. should they so desire.
Section 159 All interviewers should complete the
training before they are permitted to
Permits an employer to take a protected
interview job seekers.
characteristic into consideration when
deciding whom to recruit or promote,
where people having the protected
characteristic are at a disadvantage or
are under-represented - this positive
73 - Monitoring and reporting Placement goals should never be used as
a “quota” that can be obtained or a sole
Placement goals: tool in hiring individuals from a diverse
Collect and analyse demographic background.
information from job seekers and
employees to help understand and Timing:
evaluate diversity within the workforce.11 At minimum, analyse the available
Collect and analyse demographic demographic data within the organisations
information of panels shortlisting and applicants and employees to track
interviewing to ensure representation is initiatives and identify continued areas of
achieved. improvement.
Achieving diversity will require an Organisational hierarchy/structure:
understanding of the intersectional nature
Targets should be in place to ensure
of the challenge – applicants may well
representation and diversity at each level
be facing multiple diversity challenges
of the organisation.
and may not therefore fit into single
demographic diversity profiles. Ensure this
is reflected in how demographic data is 4 - Retention
collected.
Training:
Strive to reach demographic representation
within the organisations job applicants and At minimum, bi-annually, provide formal,
employees that proportionally represent organisational wide training that defines
the geographic regions from which you and provides appropriate guidance on the
recruit. topics of unconscious bias, racism, gender
awareness, active bystander, diversity,
equality, and inclusion.
Notes: Diversity Placement Goals should
be used to analyse trends and measure Training should allow for small groups (no
failure or successes of the various more than 10) break out sessions that can
initiatives taken by an organisation to facilitate individuals through thoughtful
expand a candidate pool and provide an discussion on such topics. Consider using
inclusive interview process that attracts cards such as Lean-In’s Cards to prompt
diverse employees. discussion.
8
11
https://www.london.gov.uk/what-we-do/workforce-integration-network-win/workforce-data-equality-guideTransparency/inclusion:
Notes: Demographic details should have
At minimum, bi-annually, provide the no bearing on compensation if accurate
organisation with insight into the trends of salary bands are used and followed
the organisations diversity, equality and correctly. For further transparency and
inclusion efforts and openly ask for input. messages of wage fairness, organisations
should consider various levels of providing
Working conditions: transparency around the salary bands to
If possible, provide employees with flexible their employees.
working hours, flexible or part time options
including job shares for full time posts and Data is recorded about gender and
remote work capability. in the workforce and pay gaps are
reported where data allows for statistical
Notes: Individuals face various needs significance.
whether medical, family, travel or others
and by allowing employees to work flexible The organisation voluntarily reports and
hours you may be able to retain those publishes its gender pay gap, even if there
employees that are forced to make a are under 250 employees, unless doing
choice between their individual needs and so would lead to the disclosure of pay
the strict working hours of the organisation. information on individuals.
Take action to tackle gender pay gaps
where they exist. There are multiple
Compensation: resources available to help organisations
Research various data points and define take action to do this.12
positional salary bands based on the
job duties required within each role. The Performance management:
organisation should be able to clearly Employees should have clear and
describe each employee’s compensation documented goals and key performance
based on their duties and skill level as indicators (KPI’s) to be met through their
relates to the defined salary band for fair job performance. Performance reviews
comparison to the markets. and management should be tied directly to
the ability to perform as they relate to the
clearly defined objectives. Compensation
should directly relate to their skill level and
ability to perform their job duties.
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/731288/Gender-Pay-
12
9
Gap-actions_.pdfConsider creating diversity targets as part Meetings:
of KPI’s for managers responsible for hiring
Consider a “Round Robin” technique for
where practicable.
meetings in which each member is invited
to speak and/or pass to ensure adequate
Communication:
opportunity for discussion.
Organisations should consider employee
Be aware of and invite individuals to
led groups, Slack groups and/or activities
participate where they have the opportunity
such as employee networks that allow for
to discuss and contribute to meetings
the expression and celebration of diversity.
two levels above them in the hierarchical
These groups should be supported
structure of the organisation.
through the provision of additional time and
resources.
Community:
CEOs and executive leaders should
Partner with community programmes and/
regularly discuss the organisations
or non-profits that support the Diversity &
commitment and progress on equality,
Inclusion values of your organisations and
diversity and inclusion with staff so that
encourage your employees to participate in
there is no question as to an organisations
the volunteering opportunities.
values and what is and is not acceptable
behaviour.
Returning to the workforce:
Zero tolerance policies: Organisations report on their retention
rates for pregnant women a year after they
The organisation should define intolerable
return to work following maternity leave.
behaviour as it relates to harassment,
discrimination and workplace bullying. Organisation should actively support those
The policy should be publicly available to returning to work after career breaks to
employees with clear directions as to who fulfil caring responsibilities.
an employee can report such an incident
to alongside disciplinary measures that
would be taken should the behaviour be
identified.
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