Diversity & inclusion IE

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DR MARION PALMER Why

women are essential to STEM P4

EQUAL ACCESS SURVEY Read the results from the 2016 survey P6

SMALL BUSINESSES The role of diversity and inclusion in SMEs P10

Diversity & inclusion

“Justice, equality and fairness for all” – Dr Katherine Zappone, Minister for Children and Youth Affairs

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IN THIS ISSUE

Changing the message Gillian Keating, founder of iWish, on encouraging female students into STEM Careers P4

Expert Panel Hear from four experts on why diversity and inclusion makes good business sense

Marie O’Connor Ireland has made good progress, but there’s a way to go. Here’s what can be done to increase female representation at boardroom level

P8

PHOTO: IWISH

Diversity and inclusion in the workplace: the importance of inclusivity Over the last few decades Ireland has become a diverse, multicultural society, the first to legalise same-sex marriage and one that considers diversity important to how we do business

O

rganisations have worked hard to embrace diversity and create an environment where everyone, regardless of gender, sexual orientation, cultural background or disability, can flourish. Today diversity is a given - we know it is good for business, for solving complex problems, for helping us win the war on talent and being more responsive to our increasingly heterogenous customers.

However, while diversity has celebrated our differences in ability, sexual orientation, gender, cultural background and more, it has also distinguished the minority from

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the majority and celebrated their “otherness” without ensuring they experience the belonging that inclusion generates. People want to be part of a business that aligns to their values, where they feel they can contribute and have a say in decision-making while remaining their authentic selves at work. Belonging has the potential to be a competitive advantage for organisations as it fosters engagement, increases emotional wellbeing and ultimately impacts performance.

To achieve this means going back to the drawing board. We need to examine our systems and procedures to ensure we do not have prototypes of what success looks like

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Dr Kara McGann Senior labour market policy executive, Ibec

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that could be stifling the recruitment, promotion and development of the ‘potential’ within our labour market – making people feel like they have to “fit in”. This can occur due to unconscious bias or just through the norms of the majority swaying the organisational culture.

Leaders need to ask: How is it for you as a female executive? What is it like being the only LGBT manager in the office? and then listen to the answer and respond.

We also need to ensure that everyone is part of this conversation, not just the women or the people with disabilities or from different cultures, but also those who have traditionally held the

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leadership roles or have had the ‘typical’ experience in the organisation. Otherwise we risk unintended consequences whereby the need for change is not felt, people feel excluded or the diversity effort is seen as a “nice to have” rather than a strategic imperative that no leader can fail to consider. We have embraced the business case for diversity now we need to leverage the benefits by ensuring inclusion is part of our organisational culture if we are to truly enable people to contribute to the success of their organisations, be valued as individuals, derive value from differing perspectives and inspire talent to thrive.

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EXPERT TIPS

Dr Marion Palmer WITS Chair 2016

Why women are essential to STEM A mindset change is needed to encourage women into STEM roles, says Dr Marion Palmer, WITS (Women in Technology and Science) Chair 2016 and former Head of Department of Technology and Psychology, IADT.

Why is it important to have more women working in STEM? First, women make up 50 per cent of the world’s population and should be part of STEM. This is a field that has changed — and is changing — the way we live; and if women aren’t contributing to it, they’re not being active agents in society and affecting the way it might develop. Second, STEM provides extraordinary career opportunities for young women. And third, there’s a strong business case for ensuring that women are part of STEM organisations, because the more diverse your staff, the better your bottom line.

What challenges do women in STEM roles face?

I hate the phrase work/life balance; but in STEM careers — and particularly technology — there can be a gung-ho ‘work all hours’ culture that might not fit with their commitments. Many areas have long apprenticeship before a well-paid job is available, and there’s a pay gap. Also, there are a lack of women in senior roles — and particularly women with children. So more visible role models are needed. And it can be difficult to come back into a rapidly changing field if you are five years behind the curve. So retraining and mentoring support has to be provided.

How can more women be encouraged into STEM roles — and retained?

Organisations have to refine their language when it comes to recruitment. When women look at job adverts, they’ll say: ‘Hmm. I only fit 90 per cent of the criteria.

I best not apply.’ So if an organisation has too specific a list of demands, women won’t put themselves forward. When women have been recruited, they need mentors to help them identify their skills and encourage them to put themselves forward for promotion.

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Changing the message: encouraging female students into STEM careers Not enough girls of secondary school age are choosing subjects which could lead to fulfilling STEM careers. But there are ways to turn things around with better communication of a simple message

By Tony Greenway

S

TEM subjects (science, technology, engineering and maths) have the power to change the world, insists Gillian Keating. “When you think about it, everything we do now is influenced by technology,” she says.

“How we manage our cities, how we engage more efficient methods of transport, how we source our food, how we tackle climate change and become more sustainable — these kinds of challenges will be solved by technology. And technology is enabled through engineering.”

Unfortunately, says Keating, female secondary school students in Ireland are not getting the message that STEM careers could be a viable, fulfilling and exciting option for them. That’s why she co-founded the IWish

initiative, to inspire, encourage and motivate them to take STEM subjects seriously.

Opportunities Recent statistics from IWish — which surveyed 2000 female students — are certainly sobering. For example, 53 per cent said that they didn’t know enough about STEM. “Young women at school don’t appreciate what STEM involves,” says Keating. “But how could they?

It’s only through experiencing life and looking at career opportunities that you realise why honours maths is important — and that not studying it at school closes off a lot of STEM career opportunities.”

Interestingly, 75 per cent of the female students surveyed said they wanted a career that

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helped improve people’s lives; so Keating says that schools need to work harder to demonstrate that studying STEM can help them with that ambition. For example, she points out, someone designed and built drones which are now delivering aid to war-torn countries.

Communication And does the way we communicate with female students need to change, too? Keating remembers meeting one young woman who, while studying honours maths, was told by her teacher: ‘If you think this is difficult now, drop out, because

after Christmas it’s going to get even harder.’ “Her brothers, meanwhile, got a completely different message. They were told: ‘If you knuckle down, you’ll get it eventually.’ So we have to manage our message.”

And that includes parents, who have to be more supportive and encouraging of their high-achieving daughters and not simply point them in the direction of ‘default’ high-earning, secure professions, such as medicine or law. “I don’t think parents really appreciate STEM because, when they were younger, many of the STEM jobs that are available now hadn’t been created,” she says.

Gillian Keating Co-founder, iWish

IWish believes there are ways to turn the tide, however. Junior certificate science should be compulsory in all second level schools, for example; plus it should be stressed to female students that many STEM careers do support societal change and can help improve people’s lives.

“Better connections need to be made at school,” she says. “Girls need to be shown the pathway from their subject choices to STEM courses in higher education or a STEM career.” Giving students access to young female role models working in STEM is also important; as is strengthening collaborations

between industry, colleges and universities and local government.

“What’s certain is that, in Ireland, we really need to be competing in this area,” says Keating, “and a key part of that is ensuring we have a deep and developing talent pool. We won’t have this unless we harness the power of more young girls.”

To find out more about iWish events throughout February 2017 go to: www.iwish.ie

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INSPIRATION

FACTS

Equal Access Survey

The Equal Access Survey is a voluntary survey which collects information on the social, economic and ethnic background of new students who enter higher education for the first time.

Socio-Economic Group by Sector 2015/16 Employers and Managers 19.4% Higher Professional

14.7%

Lower Professional

10.1%

Non-Manual

9.7%

Manual Skilled

8.4%

Semi-Skilled

4.3%

Unskilled

3.6%

Own Account Workers

6.5%

Farmers

6.8%

Agricultural Workers

0.2%

All Others Gainfully Occupied, and Unknown

16.3%

Proportion of Respondents with a Disability 2015/16 % of Total New Entrants with a Disability

% of Total Respondents to Equal Access Survey with a Disability % of New Entrants Requiring Support

% of Respondents with a Disability Requiring Support

7.8% 11.1% 3.9% 49.8%

Justice, equality and fairness for all

By Dr Katherine Zappone

What are the main issues/ challenges facing LGBT people in the workplace?

As we end a year of commemoration and celebration it is important to reflect on our progress towards becoming a Republic with justice, equality and fairness for all. Most recently the memory of a sea of rainbow flags greeting Marriage Equality in the courtyard of Dublin Castle certainly springs to mind for many of us. In that moment Ireland became a beacon of tolerance, equality and fairness – the images were broadcasted, beamed and tweeted across the Globe.

In countries where people live in fear, isolation and in some cases in prison the sight of the Irish tricolour joyously aloft with the colours of the rainbow was a moment of hope.

It is a moment every Irish person should be justifiably proud of and should cherish forever.

However it is also true that for many who live in our communities Ireland is not a country which offers the protection, safety and hope envisioned by those who rallied to the call at the GPO a century ago.

Research) launched earlier this year shows that LGBT people continue to experience victimisation and harassment in their day-to-day lives. Levels may have fallen since similar research in 2009 but still 75 per cent of people have been verbally abused, over 30 per cent have been threatened with being outed while 20 per cent have been abused on social media. This is unacceptable.

How can these issues/challenges be overcome?

In Government I am continuing my work as a life-long social justice campaigner and am privileged to meet and engage with extraordinary people who for a variety of reasons feel excluded from the main-stream.

Whether through poverty, sexual orientation, place of birth or other circumstances people feel cut off and isolated.

Information and awareness in the workplace is key. People need to know that the workplace is a place

Dr Katherine Zappone Minister for Children and Youth Affairs

of respect where everyone no matter what their circumstance is treated equally and fair.

Awareness campaigns, information and training all have a role to play. In addition service industries must ensure that both their customers and staff are protected from any abuse.

The message from employers must go out loud and clear that there is no acceptable level of abuse – and incidents should be reported.

In Government we too have responsibilities. A new National Integration Strategy is currently being prepared which will seek to build on the momentum which has followed the referendum result.

Every part of Government will be involved in the development of the strategy which will focus on all aspects of Irish life. It is our hope that employers and worker representatives will take an active role in the formation and implementation of the plan.

Over the next 12-months experts and young people will work on preparing concrete proposals which will make a real difference in the lives of young people.

What would be the benefits of attracting young people from all backgrounds into the workplace?

Discrimination is unacceptable no matter where it happens and it must be ended. In the workplace taking such a pro-active approach is

not only the right thing to do it also makes business sense.

International research supports the view that having a varied workforce can improve the bottom line.

Advantages include higher job satisfaction, lower staff turnover, higher productivity and morale, as well as improved creativity and innovation.

Other business-related reasons to become more inclusive include the potential to tap into new markets by reaching out to new clients or audiences.

The IDA in its efforts to attract more business into Ireland has recognised the value of having an inclusive workforce. The job creation agency says Ireland’s reputation as an open and welcoming country for diverse employees from all over the globe is critical in creating employment and economic growth.

Top employers here pride themselves on offering support networks for LGBT employees.

What would be your recipe for making the workplace more inclusive and fair for all?

Partnership between employers, workers and the State.

Discrimination is legally described as treating one person in a less favourable way than another based on nine grounds including gender, sexual orientation, religion, disability, race and membership of the Traveller community.

There are no less than two Government bodies, the Irish Human Rights and Equality Commission and the Workplace Relations Commission charged with protecting and upholding these rights.

There are also non-profit agencies offering free support, information and legal advice for anyone who feels unfairly treated.

With laws and such supports much progress has been made in breaking down barriers in the workplace.

Everyday employers, worker representatives and our laws work in tandem to confront discrimination. It is important to acknowledge that.

COMMERCIAL FEATURE

Giving everyone access to the transformative power of education

By Tony Greenway

Education is vital for individuals, vital for society and vital for business, say academics at University College Dublin (UCD). So everyone needs to be able to access to it — whatever their background or experience.

Education can change lives and is an individual’s right, notes Anna Kelly, Director, Access & Lifelong Learning at University College Dublin (UCD). So it’s imperative that academic institutions and commercial organisations ensure that everyone — whatever their culture, gender, age, background, sexuality or ability — has access to learning.

“It’s the right thing to do,” says Kelly. “University must be representative of all strands of society, to ensure that society is fair and just.

That’s one reason why the Higher Education Authority has developed a National Access Plan which highlights under-represented student groups that need increased representation in higher education.”

This includes students with disabilities, mature students, students from disadvantaged backgrounds, and part-time students studying at undergraduate levels, particularly in universities. “Our approach has been to

put diversity and inclusion front and centre of our activity, and develop a series of entry pathways into the university, specifically for under-represented groups,” says Kelly.

Professor Grace Mulcahy, Chair of UCD’s Widening Participation Committee, also stresses the transformative power of education. “It opens doors to careers and career pathways,” she says. “It has a ripple effect across families and the wider community.

And that translates into real economic and societal difference.”

Attracting the best Access to education isn’t simply an issue for academia, however. It also affects organisations who want to create diverse and inclusive workforces. “To have the best universities, we know we have to have the best students and the best staff,” says Mulcahy. “But we can only do that if everyone has access to learning.

“In the same way, any organisation — whether it’s a small business or a Fortune 500 company — knows that to be the best it has to attract the best people. If its workforce all look the same, talk the same and have the same experiences, then their innovation is going to be diminished.”

Anna Kelly Director, Access & Lifelong Learning at University College Dublin (UCD) Professor Grace Mulcahy Chair, UCD Widening Participation Committee

Tel. 01 – 716 7500 all@ucd.ie, www.ucd.ie/all @UCDforALL facebook.com/UCDforALL

Nevertheless, Kelly and Mulcahy admit that access to education also presents certain challenges. “Perhaps the most obvious of these is financial,” says Kelly. “Higher education can be expensive and, in Ireland, the funding available for students has declined dramatically in recent years.”

Plus, Mulcahy points out that providing physical access and additional support for under-represented students can be costly. “Adjusting older buildings on campus to make them suitable for students with disabilities may be particularly expensive” she says. “And parents, family members and community leaders need to be equipped with the knowledge about the access to higher education schemes that are available in Ireland.”

For Kelly, however, any potential barriers must be overcome so that the pipeline for diverse talent can remain open. “More than 1 in 4 UCD under-graduate students is from under-represented groups” she says, “The students of today are tomorrow’s leaders, tomorrow’s managing directors and tomorrow employees,” she says. “So it’s essential that they are representative of our increasingly diverse society”, says Kelly.

COMMERCIAL FEATURE

I put in the work — and reaped the rewards

By Tony Greenway

M&S has a reputation as an inclusive employer that welcomes people from all backgrounds. People like Luke Donegan, 23, a Sales Advisor who got a job at the store despite personal difficulties which had derailed his education — but with bags of enthusiasm, determination and hard work...

I work in Dublin at the Grafton Street branch of M&S as a Sales Advisor – a role that’s really varied. I can be on the tills or stacking shelves or making sure that customers are looked after. In fact, it’s a real customer-facing role: I’m always talking to people in-store and answering their questions and I really enjoy that.

I’d always wanted to work for the company but in a way, I got here by chance. I’d completed my Junior Certificate examinations but, for personal reasons, had to leave school at 17 without taking my Leaving Certificate examinations. I had various jobs. I worked for an optician for just under a year, for instance; but then, after being unemployed for 12 months,

I joined the First Steps Youth Development Internship, which is the Department of Social Protection’s six-month work placement scheme for 18-24 year olds. I was delighted because, apart from experiencing on-the-job training, I would receive my unemployment benefit, and a bit extra.

I was even more delighted when I was told that my employer would be the Grafton Street branch of M&S. I’d applied for jobs here in the past, so I knew this would be an amazing opportunity. And that’s exactly what it turned out to be.

Supportive environment On that first day in May 2015 I was so nervous because I didn’t know what to expect, but it was great: I was on the shop floor, stacking shelves, and making sure that everything was presentable for customers. The team here have been supportive from day one. If I have a question – no matter what it is – there’s always someone who’s more than happy to help.

My placement was due to run out in December 2015; but, in September of that year, I

Luke Donegan Sales Advisor

www.marksandspencer.ie @mandsireland

was told that I was being taken on at the store on a Fixed Term contract. I was delighted. I really wanted the job and I guess that showed.

I’m very eager and passionate about what I do.

I was given barista training and started working in the restaurant. I was then given till training and, from April, I’ve been back in the Food Hall and that’s where I really like to be. I can see my future here.

There’s not a day when I think: ‘Oh no: I have to go to work.’ I’m always keen to come in and do extra hours. That’s partly down to the job I do; but it’s also the environment. The pay is good, the benefits are great, there’s a great work and social scene and the canteen is amazing. Small things like that make a big difference, and I’d recommend it hands down.

My advice to anyone going on a similar work placement would be: be prepared to put in the work and actually want to do it. It’s really worked out well for me.

Read more on businessnews.ie

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Diversity and inclusion: good business sense Growing numbers of Irish companies know that it makes sound business sense to implement diversity and inclusion policies, says Kara McGann, senior labour market policy executive at Ibec

C

ompanies in Ireland approach diversity and inclusion (D&I) in different ways. Some take one particular D&I issue as a starting point: for example, growing gender diversity within their business. They concentrate on that first but then branch out and begin to tackle other D&I issues, one at a time.

Others simply run full-tilt at the whole over-arching D&I concept, focussing on embedding cultural change into their structures and processes.

Both ways have their merits; and, of course, as long as they do it, it doesn’t really matter how they get there.

To implement D&I policies successfully, however, a company really needs ’buy in’ from its leadership. The best successes and outcomes around diversity and inclusion happen when senior management ’get it’, champion it within the business — and challenge behaviour that isn’t supportive of a D&I culture.

Take the multi-faceted issue of women returning to work after having children, for example. Savvy organisations realise that a woman can lose confidence when she’s been away from work for a while; plus they recognise that stereotypical assumptions might be made within the workplace about what she will or won’t want from her career going forward. So they’ll run workshops for managers on how to support pregnant employees and help them feel confident and equipped when they return to work. The bottom line is: a smart business recognises talent within its workforce and wants to retain it.

I’m happy to say that growing numbers of companies in Ireland have been taking this — and other D&I issues — very seriously in recent years. That’s not just because it’s ’the right thing to do’. It’s also because they’ve seen the business case for it.

Read the answers at businessnews.ie

Gas Networks Ireland celebrating women in STEM

Diversity is essential in today's complex security environment.

For career opportunities go to: www.military.ie

http://www.gasnetworks.ie/careers

Colonel Maureen O’Brien Infantry officer, Defence Forces

What can be done to attract more women into your industry?

We must continue to highlight the wide variety of opportunities that are available within the Defence Forces. It important that young men and women know that recruitment and promotion are based solely on merit.

We offer unique opportunities to our members that they could not get in any other organisation within the state. We must also ensure that potential recruits, both male and female, are aware of the Equality and Family Friendly Policies available to them, including specific family friendly overseas appointments. In addition, the equality policy along with the Defence Forces’ regulations are reviewed on an ongoing basis to ensure compliance with best practice.

Why is it beneficial for organisations to be more inclusive?

Employing a gender perspective is now an operational imperative for military commanders. Security assessments, plans and analysis must include thorough considerations of women’s contributions to community resilience, sustainable peace, and local security. Organisations that are more inclusive will become more diverse in the long term, providing different perspectives. Diversity leads to the Defence Forces being more resilient which results in creative decision making which is essential in today’s complex security environment. Inclusive leadership enhances trust, improves cohesion and maximizes team performance. Diverse teams can improve engagements with populations in complex security environments.

If an organisation wants to build or develop an inclusive ethos, where/how should it begin?

I feel an inclusive ethos must begin with a commitment at senior management level. Senior management must ensure effective policy is in place which in turn leads to a culture of inclusivity which then permeates through the organisation. This is achieved through the implementation of White Paper Initiatives that will ensure the Defence Forces continues to build an inclusive ethos. Everyone needs to feel included, part of the team.

It is very important that an organisation supports minority groups through support networks such as our LGBTA Network Defend With Pride.

How can employers ensure they implement a diversity and inclusion strategy that offers real change?

Our diversity and inclusion strategy is fully supported by senior management, and that is vital if it is to succeed. Our strategy includes clear actions, indictors, stakeholders and deadlines. It also includes a monitoring and assessment mechanism to ensure it is effective. Our Diversity and Inclusion and Strategy Statement also includes actions in relation to Leadership Commitment, Ethos and Values, Training, Communication and HR polices which work towards the organisation being reflective of a changing society.

It must be understood that these changes cannot be achieved overnight and realistic and achievable time frames must be laid out.

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Julie McGrath CNG commercial engineer, Gas Networks Ireland

Sarah Claxton Employee engagement, communications & diversity lead, ESB Group

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James MaGill HR director at Vodafone Ireland

What can be done to attract more women into your industry?

What can be done to attract more women into your industry?

What can be done to attract more women into your industry?

It’s important to communicate the broad range of opportunities a career in the gas industry can provide for women interested in engineering. As an industry we tend to go about our work of keeping our world class gas network operational, without sometimes stepping back and recognising our achievements. For those interested the industry can provide the opportunity to work on large scale capital projects within an industry that constantly challenges and is always evolving into new areas. In recent years we have seen huge change in my company and are currently moving into new areas, such as the development of infrastructure for natural gas in transport and the introduction of biogas into our network.

Research shows that young women are attracted to careers where they can make a difference. We need to start talking about engineering for what it is – a profession that provides solutions through the application of technology, making our lives better. From the electricity that powers up all the appliances that make your day work, to all the appliances themselves, to the electric powered car that takes you to work, engineers are behind all of these.

If more young women understood the role engineering plays in making the world a better place, then more will be attracted to careers in engineering.

Our approach is to reach out and attract future talent while at the same time creating a culture within our organisation where employees feel valued regardless of their gender. This begins with reaching out to younger generations in our graduate campaign, and as members of CWIT we actively encourage girls and young women to pursue careers in Science, Technology, Engineering and Mathematics. We offer a reconnect programme for women who have taken career breaks. We also, aim to retain our existing talent through attractive initiatives like flexible working, career development, proactive maternity leave programme, well-being and much more.

Why is it beneficial for organisations to be more inclusive?

Why is it beneficial for organisations to be more inclusive?

Organisations recognise that employees have a desire to work for companies where they believe they will be treated equally and where they feel there is a culture of diversity and inclusion.

This kind of organisational culture where there is an emphasis on the empowerment of employees is a very attractive prospective working environment, and has come to be expected by most young graduates. It is important that our industry keeps up with other industry benchmarks in this regard.

The energy industry has a major role to play in solving the single biggest issue facing humanity – climate change. Removing carbon from energy production is fast becoming the main strategic focus of utilities worldwide.

High levels of technical skill and innovation will drive this ambition forward and right across the industry this sparks the need for talent and diversity. We know inclusion is the foundation upon which a diverse workforce is built. Without inclusion diversity will not exist.

With that in mind the workplaces we create need to be highly inclusive not to just attract diverse talent but to retain it.

We seek to be a company whose global workforce reflects the customers we serve and the societies we operate within. We believe our commitment to diversity is a source of business strength, enabling us to better understand the needs of our customers and businesses that rely on our services. Diverse teams are proven to perform better and employees who work within an inclusive environment are more productive. If we are to be successful in this changing world, we need people who think differently, look different and act different; and we need to empower them to bring their whole selves to work.

If an organisation wants to build or develop an inclusive ethos, where/how should it begin?

If an organisation wants to build or develop an inclusive ethos, where/how should it begin?

If an organisation wants to build or develop an inclusive ethos, where/how should it begin?

Alongside equal opportunities for all, organisations can further develop an ethos of inclusivity by recognising and valuing some of the unique skills which women contribute to an organisation. While others may have a natural tendency to assert themselves and appear more confident in their abilities, women can sometimes lack the same confidence in their abilities and be more reluctant to put themselves forward. Employers should recognise that women possess many skills and characteristics which add huge value to an organisation and these unique skills should be rewarded through promotion. Having representation in places of power and influence is the only way women will achieve true equality in the workplace.

The organisations’ policies and processes need to very clearly state intent to make an inclusive culture possible. Once the right policies are in place, awareness of what we mean by inclusion is critical through initiatives focussed on raising awareness across the organisation. Getting people talking about why inclusion matters and connecting this back to values and purpose is critical. Hand in hand with raising awareness amongst the employee population is the need for development of managers. The lived experience of the individual must resonate with what the organisation is saying about inclusion in order to make the change happen.

If I were to summarise our journey towards creating a diverse and inclusive workplace I would say: Culture, Trust, Purpose and Empowerment.

Our goal is that everyone who works with us here feels they can ‘bring their whole self to work’ regardless of background, values, gender or any characteristic that make them different. This means embedding equality into all your people processes – actively managing fair and equal pay, ensuring a balanced pipeline of gender in all resourcing short-lists, ensuring diversity of interviewers to manage unconscious bias, driving and checking our talent stats to ensure we have balance and fair representation.

How can employers ensure they implement a diversity and inclusion strategy that offers real change?

How can employers ensure they implement a diversity and inclusion strategy that offers real change?

We need to ensure that our ambitions for inclusion and diversity are positioned within the business ambitions and strategy. For too they have been regarded as nice to do, sitting alongside the business and characterised by fluffy statements and is not associated with hard business targets. Let’s move on. Inclusion and diversity are business critical. The evidence is clear when we look at organisational performance and compare this to the inclusion and diversity stats for those businesses.

We need to have strategies that see inclusion and diversity belonging to the business and to the leadership to drive meaningful change.

We believe an inclusive ethos must be championed by leadership to encourage grassroots to develop in the organisation. We have empowered our selfformed Employee Resource Groups which include the Women’s network, LGBT and Friends network and our Diversity Champions.

In order to have a real impact it’s important to look externally and internally: our diversity and inclusion strategy incorporates the 4Cs -Colleagues, Customers, Communities and Communications. We recently partnered with the 30% club and hosted the first Men Advocating Real Change programme to be held in Ireland which meant we were able to communicate our values of gender equality beyond Vodafone.

Why is it beneficial for organisations to be more inclusive?

How can employers ensure they implement a diversity and inclusion strategy that offers real change?

A good starting point for organisations to implement a diversity strategy is to continue to be involved in schools programmes which promote engineering and science for all students. Gas Networks Ireland delivers a 6th class primary school science education programme called ‘Our Universe’ in partnership with Junior Achievement Ireland, and are also involved with the iWish programme. Through involvement in these programmes students are afforded the opportunity to interact with female role models working in the industry, and to understand that there are no barriers to working within the industry and being successful.

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Patricia Callan Director, SFA (Small Firms Association)

Small companies — big strategies Small firms that implement well thought out diversity and inclusion strategies can give themselves a key competitive advantage in the war for talent An effective diversity and inclusion (D&I) strategy is essential for any business, whatever its size. “Various studies show that in order to reach your target audience, your people need to understand them,” says Patricia Callan, Director of the SFA (Small Firms Association), the organisation representing the needs of small enterprises. “It stands to reason that if your workers are all single white males, they’re not going to understand the needs and wants of, say, women, or people with disabilities, or people from other ethnic backgrounds.”

But is diversity and inclusion particularly important for smaller organisations? Callan thinks it is.

“I would say that, in terms of being an employer of choice, D&I can give you a key competitive advantage,” she says. “Quite often, with regards to pay rates and conditions, a smaller company might not be able to compete with the really large ones. But offering a multi-faceted job within a close, diverse and inclusive team is attractive to potential employees. And in a war for talent, you have to stand out and be different.”

Positive and productive Because being diverse and inclusive is a big positive for your employees, it’s ultimately a big positive for your business, too. “I know of companies who have hired people with disabilities and so improved the culture of wellbeing in their organisation,” says Callan. “And if workers are happier, it makes them more productive.”

Still, there’s a temptation to assume that small firms don’t think about diversity and inclusion as much as large firms do, simply because they don’t have the resources to do so; but Callan says that assumption would be wrong. “In large organisations, there needs to be formalised structures that track, monitor and set targets around D&I,” she says.

“Whereas smaller businesses tend not to have an HR function, so they’re not necessarily able to formalise their D&I initiatives in that way. But the principles can be easier to implement in small companies, particularly if the owner or manager believes in it.”

Naturally, smaller firms may face various challenges and barriers when trying to implement D&I policies: for example, the financial cost of installing facilitative equipment for people with special needs (although your duties in that area are proportionate to the size of your firm). “But,” says Callan, “small firms who understand the proven logic around diversity and inclusion and plan for it effectively will lead by example — and be successful as a result.”

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Women in senior roles is ‘a business issue — not a gender issue’

By Tony Greenway

There’s a lack of women in senior leadership positions in Irish organisations — yet their inclusion in these roles makes sound business sense. So what can be done to improve the situation?

The conversation about how to get more women into business leadership roles has continues. And huge advances have undoubtedly been made. Yet, incredibly, in Ireland in 2016, it seems women are still under-represented at senior levels in many organisations.

Figures from a report called Women in Management 2015 show a steady decline in female participation in higher ranks of management. Of the businesses surveyed, women were found to comprise just over one-third (34%) of Managers Level 2; just 30% of Managers Level 1; with 23% at Executive Director/ Group Manager level. In total, just 14% of the companies surveyed had a female CEO/Head of Operations.

Gender balance The report was produced in conjunction with Dublin City University and 30% Club, a group of 150 Chair/s CEO’s in Irish business committed to achieveing better gender balance at all levels in their organisations through volunltary action — and therefore a more diverse pool of talent for all businesses. “Look at the population of women in the world,” says Marie O’Connor, Chair of 30% Club Ireland. “Women have very large purchasing power. Why wouldn’t you want to reflect in your company leadership the diversity of your customers?”

O’Connor also points out that various studies show the correlation between women’s involvement at board level with more company profitability and reduction of risk.

Marie O’Connor Chair, 30% Club Ireland

Women in leadership positions promote more inclusive discussion and greater innovation, too; and they improve company culture and lead to better corporate governance. Finally, if a company is trying to attract the best talent — “And what company isn’t?” she asks — it’s important for them to be able to access 100 per of the available talent pool, particularly when it comes to attracting millennial employees. From a moral standpoint, promoting women to senior roles is the right thing to do.

“But this isn’t just a ‘women’s issue’,” insists O’Connor. “It’s a business issue, a talent management imperative and a societal issue.”

It’s true that some sectors have better representation of women at senior levels than others. The Women in Management 2015 report underlines that “financial services, professional services and technology have reasonably good participation of women at Manager Level 2 (40-43%). However, female participation rates fall sharply at more senior ranks of management.”

Role models Yet, in Ireland, O’Connor believes that there has been a mindset shift among the business community in all sectors that things have to

change. “When I’ve met chairman and Chief Executives, everyone is on board, with very few exceptions,” she says. “Companies want help in understanding how they can be better at this, and most have begun to develop a diversity strategy. What’s interesting, though, is that there’s a generational shift, too: a lot of business leaders in Ireland have both sons and daughters who are trying to pursue a career. And that may not have been the case 25 years ago.”

Still, there are various barriers preventing women from securing leadership roles. “A major one is a lack of role models,” says O’Connor.

“Plus, business leaders will only be convinced by something if there is a business case for it; so every company needs to be able to articulate in its local market why diversity makes good business sense. When they do that, business leaders will come on board and be influenced to drive change.”

Promoting awareness Highlighting the problem at root level with girls (and boys) of secondary school age is vital; as is making sure that young women in organisations have mentors who can advise them and help them develop a career network. “Women who have succeeded have a special role to play in making sure they help other women do the same,” says O’Connor.

Awareness of unconscious bias is also key. “Colleagues need to recognise their unconscious bias, so that, when recruiting, they encourage women to apply for roles,” says O’Connor. But, she says, awareness of the issue generally is important. Fullstop. “Just talking about these topics within your company shares awareness of the issue with other people — and that can be tremendously helpful.”