Gender Equality at Executive Level in the Northern Ireland Public Sector Local Government Staff Commission for N.I. Equality and Diversity Conference Tuesday

Gender Equality at Executive Gender Equality at Executive Level in the Northern Ireland Level in the Northern Ireland

Public SectorPublic Sector

Local Government Staff Commission for N.I.Local Government Staff Commission for N.I.

Equality and Diversity ConferenceEquality and Diversity Conference

Tuesday 11Tuesday 11thth November 2014 November 2014

Research TeamResearch Team

Professor Joan Ballantine (University of Ulster)Professor Joan Ballantine (University of Ulster)

Dr Graeme Banks (formerly University of Ulster) Dr Graeme Banks (formerly University of Ulster)

Tony Wall (University of Ulster) Tony Wall (University of Ulster)

Professor Kathryn Haynes (Newcastle University)Professor Kathryn Haynes (Newcastle University)

Dr Dr Melina Manochin (Aston University)Melina Manochin (Aston University)

Background to Research ProjectBackground to Research Project

Funded by OFMDFM Funded by OFMDFM

Research is set in the context of Section 75 of Research is set in the context of Section 75 of the Northern Ireland Act 1998the Northern Ireland Act 1998

Research team supported by an Advisory Research team supported by an Advisory GroupGroup

Objectives of the Research ProjectObjectives of the Research Project EstablEstablish a baseline for gender equality at executive level of ish a baseline for gender equality at executive level of

the Northern Ireland Public Sectorthe Northern Ireland Public Sector

Investigate barriers and enablers for achieving gender Investigate barriers and enablers for achieving gender equality at executive level of the Northern Ireland public equality at executive level of the Northern Ireland public sectorsector

Identify examples of best practice in the Northern Ireland Identify examples of best practice in the Northern Ireland public sectorpublic sector

Research Project: StagesResearch Project: Stages

Stage 1Stage 1 – collection and statistical analysis of secondary – collection and statistical analysis of secondary data (143 organisations)data (143 organisations)

Stage 2Stage 2 – survey of male and female executives/senior – survey of male and female executives/senior managers in public sector organisations (3,186 usable managers in public sector organisations (3,186 usable responses)responses)

Stage 3Stage 3 – interviews with a sample of current and aspiring – interviews with a sample of current and aspiring executives in public sector organisations (100+)executives in public sector organisations (100+)

Key Findings: Stage 1Key Findings: Stage 1

Northern Ireland Public Sector: Northern Ireland Public Sector: Gender Split by Employee typeGender Split by Employee type

Overall Gender Composition in the Northern Overall Gender Composition in the Northern Ireland Public Sector (n=2,308)Ireland Public Sector (n=2,308)

68.1%

31.9%

72%

28%

70.8%

29.2%

72%

28%

75%

25%

72%

28%

54.5%

45.5%

67%

33%

Gender Composition for all ExecutivesGender Composition for all Executivesby Organisational Type (n=2,308)by Organisational Type (n=2,308)

Stage 2 Stage 2 Survey consisted of 42 questionsSurvey consisted of 42 questions

Mainly closed questions, although opportunities for open Mainly closed questions, although opportunities for open responses alsoresponses also

Distributed via e-mail using Survey Monkey, May 20Distributed via e-mail using Survey Monkey, May 20thth 2013 2013

First and second reminders sent out (final deadline – First and second reminders sent out (final deadline – 55th th July 2013)July 2013)

Survey considered the following areas:Survey considered the following areas: DemographicsDemographics

Caring arrangementsCaring arrangements

Opting out of promotion processOpting out of promotion process

Facilitators to progression (e.g. networking, training)Facilitators to progression (e.g. networking, training)

Barriers to progression (e.g. long hours culture, caring responsibilities,)Barriers to progression (e.g. long hours culture, caring responsibilities,)

Policies and practices to improve gender equality (e.g. quotas)Policies and practices to improve gender equality (e.g. quotas)

General perceptions (e.g. women in management)General perceptions (e.g. women in management)

Overall Respondents: type of public sector organisation Frequency PercentageGovernment Department/Executive Agency 2367 74.3Non-Departmental Public Body 317 9.9

National Health Service 165 5.2

Local Government 163 5.1Further & Higher Education 155 4.9Other 19 0.6Total 3186 100.0

Overall Respondents: Gender

Frequency PercentageMale 1489 46.7Female 1697 53.3Total 3186 100.0

Local Government Respondents (n=163)Local Government Respondents (n=163)

Females – 99 (61%), 64 males – 64 (39%) Females – 99 (61%), 64 males – 64 (39%)

Range of ages from < 30 to > 60, largest group of respondents Range of ages from < 30 to > 60, largest group of respondents

(26%) aged 46 to 50(26%) aged 46 to 50

75% - married75% - married

48% - partner works in public sector (29% work in private 48% - partner works in public sector (29% work in private

sector/self employed)sector/self employed)

Caring responsibilities:Caring responsibilities:• Children Children 51%51%• Elderly relative Elderly relative 24%24%• Sick, infirm or disabled relative Sick, infirm or disabled relative 8% 8%

67% share caring responsibilities for children with their partner (13% have sole 67% share caring responsibilities for children with their partner (13% have sole responsibility)responsibility)

78% have a degree, professional qualification or master’s degree78% have a degree, professional qualification or master’s degree

Wide range of years of serviceWide range of years of service

Position Within OrganisationPosition Within Organisation

Opting out of Career Progression?

Long hours culture

Lack of flexible working

arrangements

Considering retirement

Caring responsibilities for dependant

children

Unsupportive work

environment

Working Pattern of RespondentsWorking Pattern of Respondents

22.7%

55.8%

9.2% 12.3%

Career Progression Opportunities Offered Career Progression Opportunities Offered for Aspiring Executivesfor Aspiring Executives

OpportunityOpportunity YesYes NoNo Don’t knowDon’t know

Acting up opportunities 70.6% 16% 12.3%

External leadership training 59.5% 19% 19.6%

In-house leadership training 43.6% 29.4% 21.5%

Informal mentoring 25.2% 39.3% 31.9%

Employee networks 22.7% 37.4% 33.1%

Advice regarding forthcoming vacancies

22.1% 41.1% 31.3%

Job rotation 10.4% 54% 26.4%

Formal mentoring 9.8% 54.6% 29.4%

Enablers/Facilitators of Gender Equality:Enablers/Facilitators of Gender Equality:Individual StrategiesIndividual Strategies

Top Five EnablersTop Five Enablers(5=strongly agree – 1=strongly disagree)(5=strongly agree – 1=strongly disagree)

Male Male MeanMean

Female Female MeanMean

Supportive spouse/partner 4.14 3.95

Consistently exceeding performance expectations

3.84 3.82

Upgrading educational credentials 3.68 3.55

Demonstrating loyalty/commitment to organisation

3.65 3.72

Seeking out difficult/highly visible assignments

3.37 3.39

Enablers/Facilitators: Individual StrategiesEnablers/Facilitators: Individual StrategiesSignificant Differences between Male and Significant Differences between Male and Female ResponsesFemale Responses

Male Male MeanMean


Obtaining an influential mentor/sponsor 3.15 3.58

Access to affordable childcare 3.04 3.70

Employing domestic help 2.41 3.00

Statistically significant differences

Enablers/Facilitators of Gender Equality:Enablers/Facilitators of Gender Equality:Organisational StrategiesOrganisational Strategies

Top Five EnablersTop Five Enablers(5=strongly agree – 1=strongly disagree)(5=strongly agree – 1=strongly disagree)

Male Male MeanMean


Access to external leadership training and development programmes

3.72 3.79

Access to acting up opportunities 3.68 3.89

In-house leadership training and development programmes

3.54 3.73

Identifying and developing high potential employees

3.45 3.50

Formal mentoring programmes 3.34 3.65


Enablers/Facilitators: Organisational Enablers/Facilitators: Organisational StrategiesStrategiesSignificant Differences between Male and Significant Differences between Male and Female ResponsesFemale Responses

MaleMaleMeanMean

FemaleFemaleMeanMean

Flexible work arrangements 3.26 3.75

Gender impact assessments 2.76 3.22


Barriers to Gender EqualityBarriers to Gender Equalityrelated to me as an Individualrelated to me as an Individual

Top Five BarriersTop Five Barriers(5=strongly agree – 1=strongly disagree)(5=strongly agree – 1=strongly disagree)

MaleMaleMeanMean


Lack of leadership or management experience

3.12 3.26

Lack of leadership or management skills 3.04 3.21

Lack of awareness of organisational politics 3.00 3.03

Using flexible work arrangements 2.57 2.90

Caring responsibilities (other than children) 2.53 2.83


Barriers: related to IndividualsBarriers: related to IndividualsSignificant Differences between Male and Significant Differences between Male and Female ResponsesFemale Responses

MaleMaleMeanMean


Using flexible work arrangements 2.57 2.90

Caring responsibilities (children) 2.52 3.00

Feeling marginalised due to gender 2.41 2.76

Reporting/complaining about inequality 2.49 2.73


Barriers to Gender EqualityBarriers to Gender Equalityat an Organisational Levelat an Organisational Level

Top Five BarriersTop Five Barriers(5=strongly agree – 1=strongly disagree)(5=strongly agree – 1=strongly disagree)

MaleMaleMeanMean


Limited advancement opportunities 3.34 3.80

Limited acting up opportunities 3.31 3.73

Lack of mentoring 2.87 3.47

Lack of opportunities to gain visibility 2.87 3.29

Lack of opportunities to work on challenging assignments

2.84 3.14


Other Barriers to Gender Equality at an Other Barriers to Gender Equality at an Organisational Level:Organisational Level:Significant Differences between Male and Significant Differences between Male and Female ResponsesFemale Responses

MaleMaleMeanMean


Colleagues’ negative reaction to flexible work arrangements

2.50 2.91

Exclusion from informal communication networks

2.76 3.18

Existing gender imbalance at executive level 2.53 3.20

Lack of role models of the same gender 2.46 3.10

Long hours culture 2.61 3.07

Supervisor’s negative reaction to flexible work arrangements

2.30 2.67

Unsupportive work environment 2.41 2.89

Policies and Practices to Improve Gender EqualityPolicies and Practices to Improve Gender Equality

Top Five Policies and PracticesTop Five Policies and Practices(5=strongly agree – 1=strongly disagree)(5=strongly agree – 1=strongly disagree)

MaleMaleMeanMean


Providing unsuccessful candidates with constructive feedback

4.08 4.08

Targeted external leadership training and development programmes

3.71 4.02

Targeted in-house leadership training and development programmes

3.70 4.00

Regular monitoring of executive/senior managerial level applicant data

3.68 3.78

Interview panel training to avoid gender bias 3.60 3.79


Other Policies and Practices with Significant Other Policies and Practices with Significant Differences between Male and Female Differences between Male and Female RespondentsRespondents

MaleMaleMeanMean


Positive action (shortlisting) 2.27 2.67

Formal mentoring programmes 3.54 3.83

High level development opportunities 3.11 3.78

Quotas for gender balance 2.50 3.24

General Statements about Gender EqualityGeneral Statements about Gender Equality

Top Five General StatementsTop Five General Statements(5=strongly agree – 1=strongly disagree)(5=strongly agree – 1=strongly disagree)

MaleMaleMeanMean


Valuing the contribution female executives/senior managers make is important

3.63 3.88

Recruitment practices that encourage female candidates to apply for executive/senior managerial positions are important

3.28 3.58

Holding senior management to account for the advancement of females is important

3.18 3.37

Women bring a unique perspective to decision-making and problem solving at executive/senior managerial levels

3.11 3.75

Few women want to do what it takes to get to executive/senior management level

2.43 2.74


Other General Statements: Significant Differences between Other General Statements: Significant Differences between Male and Female ResponsesMale and Female Responses

MaleMaleMeanMean


Female executives/senior managers face frequent put downs for being too soft

2.00 2.54

Female executives/senior managers face frequent put downs for being too hard

2.40 2.80

Women managers have their ideas challenged more than male managers

2.33 3.29

Women managers have to perform much better than male managers to succeed

2.40 3.54

Women managers must behave in a typically masculine way to be taken seriously

2.20 2.84

Compared to male managers females must continually prove themselves

2.30 3.43

Women managers have their work judged more critically than male managers

2.23 3.36

Women managers are often uncomfortable taking credit for their success

2.31 3.27

“Acting up opportunities are not allocated by

senior management on a fair and equitable basis.

There is a process in place but in my

experience it is not followed”

“Leadership is generally confused with

management ability. The two are not the same. The public sector is very poor

at leadership - and nervous about the

nurturing of high potential employees”

Open ended responses: enablers/facilitators

If your face doesn't fit, it won't matter what gender you are in this place.

Opportunities should be given to ALL staff with reasonable supportive structures in place (which should be openly communicated to all staff)- it is up to employees to make use of the opportunities / support services.

Some staff are given more opportunities than others.

Informal organisational culture which favours employees who "fit in" irrespective of capability.


“More opportunities/help should be available to working mothers who wish to progress their

career but feel they would not meet management requirements due to

childcare issues”

“I feel women are not considered "able" for

senior jobs despite good educational background

and ability. I find the voluntary sector much

more accepting of women as equal than local

government”


“Individuals tend to be pigeon holed and I suppose there is still the

conception that "its who you know not what you know”

“The culture in local government has not

been particularly good at supporting the advancement of women but this is

improving. Managers will choose who they feel most comfortable

work”

“Is still very male dominated. Very

aggressive behaviour seen as the only way to get things done”

Open ended responses: barriers

Open ended responses: barriers

“There is an urgent need to conduct

statistical analysis of recruitment

competitions. This is seldom done”

“Greater flexibility towards home

working”

“Be open and honest, transparent at all

times”

“Formal coaching and mentoring to develop

confidence and leadership skills”

General Comments“My impression is that gender

equality has largely ceased to be an issue in local government. There are

substantial numbers of females at senior levels and I do not see

discriminatory attitudes or behaviours. The need to identify potential high achievers and to mentor and develop talented

individuals applies equally to both sexes”

Conclusion Gender imbalances exist at the executive level of the Northern Ireland public sector,

including Local Government

Large numbers opting out of future career progression

Small take up to flexible work arrangements

Career progression opportunities not provided/fully understood

Enablers/facilitators (individual) – different perceptions (influential mentors, affordable childcare)

Enablers/facilitators (organisational) – different perceptions (formal mentoring, flexible working, gender impact assessments)

Barriers (organisational) – different perceptions (lack of mentoring, opportunities to gain visibility, exclusion from networks, existing imbalance, lack of role models, long hours culture)

Policies and practices – different perceptions (quotas)

General statements – different perceptions (women managers)

Clear signs that progress has been made in Local Government but more needs to be done

Documents

Gender Equality at Executive Level in the Northern Ireland Public Sector Local Government Staff Commission for N.I. Equality and Diversity Conference Tuesday