Professional Documents
Culture Documents
Recruitment Strategies Practices-eBook
Recruitment Strategies Practices-eBook
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Effective Recruitment
Strategies and Practices
Addressing Skills Needs & Gender Diversity
Challenges in ITEC and Related Sectors
equal
equ
al itec
A D V A N C I N G
W O M E N
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Project Director:
Professor Judith Glover
School of Business and Social Sciences
Roehampton University
80 Roehampton Lane
London SW15 5SL
Tel 0208 392 3477
Email j.glover@roehampton.ac.uk
June 2007
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Table of Contents
Acknowledgements
Executive Summary
1. Aims of the project
2. Methodology
3. Women and the Changing Knowledge Economy
Womens representation in IT occupations
The gender pay-gap in ITEC
4. Effective Recruitment and Selection
Best practices drawn from the literature
Growing Emphasis on soft skills in the recruitment process
Choices in the recruitment process
Recruitment channels
Internet recruitment
Employee referral schemes
Selection processes
5. Recruitment practices adopted by participating organisations
Training hiring managers
Outreach and increasing the number of applications from women
A competency based approach
Job descriptions, specications and advertisements
Placing ads
Interviewing
The role of recruitment agencies
6. Organisational cultures
Reputation as a recruitment tool
Female role models and mentoring
A culture of exible working
Reduced hours working
Flexibility: long term consequences?
Organisational cultures supporting mothers return to the workplace
7. Underutilised pools of labour
Internal recruitment
Returners
Organisational returners
Occupational returners
8. Monitoring of outcomes: the importance of data
9. The case for diversity
10. Recommendations
For organisations
Recommendations for FE and HE institutions
Recommendations for individuals
Improving the chances of returners
Recommendations for occupational returners
11. Useful contacts
Appendices
I. List of interviewees and their positions
II. List of participating organisations
III. SOC job titles used in this research
IV. Interview schedule
V. Acronyms
Bibliography
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Acknowledgements
With thanks to all our interviewees; to the advisory board (Maggie Berry and
Stewart Taylor from Women in Technology; Sue Davis, from Sopra Newell and
Budge; Carrie Hartnell and Nick Kalisperas from Intellect; Joan May and Steve
Saward from the DTI); and to the following individuals who also contributed to
the project; Judith Bates; Bill Hallahan from the DTI Small Business Service
Womens Enterprise Policy Team; Terry Hook from the Sector Skills council for IT
and Telecoms; Bernadette OShea, Assistant Chief Executive, at the London
Borough of Hounslow; Graham Steel, Senior National Ofcer, Public and
Commercial Services Union; Roger Tweedy, Director of Research at REC; Di
Millen, Head of Professional Development and Support within the NHS Connecting
for Health Programme; and to the following from Roehampton University:
Chris Bond, Dr Robert Buseld, Dr Stephen Driver, Mike Hall, Director of Information
Technology Systems, and Jo Sibthorpe, Research Ofcer.
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Executive summary
Fewer than one in ve Information Technology, Electronics and Computing
(ITEC) professionals and managers are women and female representation in
ITEC is decreasing. Yet, there is a strong business case for increasing the proportion of
women employed in this sector. By not making use of all available human capital
resources, employers are narrowing the pool of talent they can choose from.
Underutilising a valuable section of the labour market is ineffective, especially
when jobs are hard to ll or during times of skills shortages. The implications
of this are wider if women are working in lower skilled roles and in occupations
that do not fully use their actual or potential skills. The effect is that the economy
is operating below its productive potential, thus slowing its rate of growth.
Furthermore, it is easier to understand and meet customer and client
expectations if the people creating the products and services are as diverse as
the people who buy or use the products and services. And, of course,
most managers are now committed, from an ethical standpoint, to ensuring
that women and men have the same opportunities to develop their careers.
But how can organisations attract and recruit more women into ITEC roles? Even
with the best of intentions, this is not easy. IT can still be seen as a role for geeks
and anoraks and many women are not attracted to training for ITEC careers.
When managers are under pressure to recruit someone who can t in and deliver
immediately, it can be tempting to pick someone who is similar to the existing
team and if the team is already mainly male this probably means another man.
And in the fast moving environment of IT where skills may be out of date within
months and where people work long hours to complete a project, attracting and
recruiting women with domestic commitments is especially challenging for
managers. Maximising the use of women returners (especially those who are
not returning to an organisation that they have a track record with) is similarly a
challenge.
This report is based on case studies in 20 organisations that are attempting to
address this problem. The organisations range from household names including
Microsoft, Google and Unilever to public sector organisations such as the
London Borough (LB) of Barking and Dagenham and West Lothian Community
Health Care Partnership (CHCP), to Small and Medium sized Enterprises (SMEs),
Chameleon Net and TradingScreen. We report on their examples of best practice
in recruiting women.
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Aims of
the project
Past research (DTI 2003) has recommended that employers should review their
recruitment practices and selection criteria, as well as their cultures of
employment to remove any potential for discrimination against women. In
accordance with this, the project sought to identify:
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Methodology
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3 Women and
the changing
knowledge
economy
One of the most fundamental social changes of the last 30 or 40 years in industrialized
societies has been the increase in womens employment, especially mothers of
young children. In the UK just over half of women (52 per cent) with children
under the age of 5 are in paid work, while 70 per cent of women with children
aged 510 are employed (Equal Opportunities Commission (EOC) 2005). Between
1020 per cent of all couples in Britain, (and the USA and Canada) are dual career
households in which both partners, often highly qualied, are pursuing fulltime
employment (Hardill and Watson 2004). Women now perform a broader range of
jobs than 30 or 40 years ago and in particular the proportion of women in
professional and managerial work has increased signicantly, although they are
still under-represented at higher levels.
Social and economic conditions are changing in much of the industrialized world.
The decline of the manufacturing base and growth of the service sector has fundamentally
altered the business and employment context, with different skill sets required
compared to a generation ago. Partly caused by the decline in the birth rate over
the last couple of decades, labour and skill shortages have occurred in many
areas, particularly the knowledge economy. ITEC is no exception. Added to
this, globalization has made the business environment more competitive and the
workforce more mobile. Customer expectations have intensied and there is
now a strong demand for access to goods and services 24 hours a day. Again ITEC
is no exception. As a consequence of the emergence of this new economy, it is argued
that employers in industrialized countries are now competing with each other for
the best (meaning most talented, skilled and qualied) workers (Kandola and Fullerton
1994). They can no longer afford to ignore underutilized pools of labour such as
women.
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Occupational category
Womens/mens representation
IT operations technicians
24% / 76%
IT user support technicians
25% / 75%
IT strategy and planning professionals
14% / 86%
Software professionals
15% / 85%
ICT managers
20% / 80%
Total
18% / 82%
Source: authors calculations from the Annual Survey of Hours and Earnings (ASHE) 2006,
published tabulations 1
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4 Effective
Recruitment
and Selection
Best practices drawn from the literature
The effective recruitment and selection of employees is a fundamental HRM
activity, one that if managed well can have a signicant impact on organisational
performance as well as lead to a more positive organisational image (Pilbeam
and Corbridge, 2006). Ineffective recruitment has a number of cost implications
for employers: low morale which can affect employee performance; lost business
opportunities, as well as higher levels of labour turmover. Findings from the
Chartered Institute of Personnel and Development Recruitment and Retention
survey puts the cost of staff turnover at around 12,500 for managerial and
professional staff (CIPD, 2006a).
Given the relationship between effective recruitment and organisational performance,
organisations need to adopt a more strategic approach to HR planning before
moving on to the actual recruitment and selection process (Pilbeam and Corbridge,
2006; Bratton and Gold, 2007). HR planning involves dening job roles and the
associated competencies, as well as developing an understanding of the labour
market, both internal and external, in order to match the availability of potential
labour to organisational needs.
Various sources indicate ongoing issues with hard-to-ll vacancies in certain
business sectors (Labour Force Survey; WERS, 2004; CIPD, 2006). Survey ndings
from CIPD (2006a), which draws on the quarterly CIPD/KPMG Labour Market Outlook,
indicate that 82% of organisations are experiencing difculties in lling certain
vacancies. A lack of specialist skills was cited as the primary cause of skills shortages
reported by two thirds of organisations.
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Selection processes
Predicting future job performance is a complex process given that successful
performance in any given job role is affected by individual and organisational
variables. This has led some writers to argue that it is important not to isolate
selection decisions from other Human Resource Management (HRM) practices
that take place before and after the selection process, such as providing
adequate information in advertisements and recruitment literature about job
roles. This is thought to ensure a favourable employer image, as well as attending to
the initial socialisation of new recruits (Redman and Wilkinson, 2006). Research
by Ng and Burke (2005) suggests that diversity management practices are also an
important factor in the decision making criteria applied by highly educated
female and ethnic minority applicants.
The Best practice/high commitment approach to HRM suggests that organisations
should use a sophisticated set of selection processes, rather than relying on a
single source of information on which to base decisions about an applicants
suitability for a specic job role. The selection approaches that organisations
could draw on include: unstructured interviews, either face-to-face or
conducted over the telephone; structured behavioural or situational
interviews; competency-based interviews; psychometric testing and selection
through assessment/development centres.
However there has been much debate and research into how to enhance the validity
and reliability of selection processes. In addition, debates ensue about how to ensure
a fair selection process, one that addresses concerns about procedural justice (i.e.
fairness in the processes used) and distributive justice (i.e. fairness in the outcomes).
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5 Recruitment practices
adopted by participating
organisations
Training hiring managers
The organisations in this study were approached because of their good reputation
in the employment of IT professional women. Nevertheless, even in such organisations,
there is an acceptance of the need for widespread cultural change if good practice
in recruitment, retention and career development is not to be dependent on the
outlook of individual hiring or line managers.
Education of hiring managers, particularly in the harder to recruit areas, is seen as
a crucial part of this process.The form of this training varies between the organisations but
the importance is summed up by recruitment consultancy managing director,
Laurie Boyall:
training is so important because hiring organisations are most at risk in interviews
what could be said by mistake, what could have been thought to have been said or
reported to have been said. Thats where the loss of control can become dangerous
unless the education programme is very, very strong.
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Some also commented that the more senior the role, the more important the soft
skills, as people move into increasingly managerial roles.
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BUSINESS
Prot through
impeccable service
TEAM FUJITSU
Enhancing our collective
capability to grow the business
INDIVIDUAL
Making a personal difference
to improve the business
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Desirable Criteria
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Placing ads
There are mixed views on the effect of placement on the number of female
applicants. Some target websites such as www.womenintechnology.co.uk and
www.wherewomenwanttowork.com. However several raised questions about
whether or not, when looking for work, women think of themselves as women
rst or professionals rst. Several female interviewees commented that they
would not have thought of looking at such websites rather concentrating on
those relevant to the job they had in mind.
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Interviewing
Whether to deliberately include women on the interview panel was discussed
by many interviewees. At Thoughtworks a conscious effort is made to ensure
that female recruits have their nal interview with a senior technical woman
while other organisations have a formal policy about the mix of interviewers on
a panel. In West Dunbartonshire for example, interview panels must have a
gender balance with a man and a woman on each panel. All male or all female
panels are not permitted.
Some companies conduct a competency based or behavioural interview before
testing a candidates technical abilities, for others the technical testing happens
rst.
At Microsoft, the technical testing takes place rst, followed by two or more
other interviews, with score cards for each candidate. It is felt that the thorough
approach to interviewing, which is a costly process, is very fair. Eileen Brown
explained the process of narrowing the candidates down to one offer.
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6 Organisational
Cultures
Doug Fraley from Google, explains the importance of planning for diversity
from the start:
If you nd yourself with 15 engineers, none of whom are women, youre suddenly
in a bad position for trying to hire your rst woman. As you build up from zero,
youve actually got to be especially careful in the early days. Theres something
there about thinking early on, when were working in a eld that by its nature is
male heavy, to think quite carefully about those early hires.
In this section we cover a range of diversity issues that impact upon organisational
culture. Whilst some emphasis is put on organisational cultures that support
women returning to paid work after a break, we also cover other issues such as
the role of organisational reputation as a recruitment tool, female role
models/mentoring and exible working.
The following case example indicates how bringing about a culture change in
the IT function, to enhance the overall professionalism of the service offered to
users, has had a positive experience for women and their careers.
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Although some organisations mentioned that men are taking up exible working
opportunities (but generally not reduced hours), national gures show that exible
working is largely taken up by women (Glover and Kirton, 2006). Nevertheless,
the need to offer exible working to both women and men was stressed by
many of our HR interviewees. Policies specically aimed at women may have
created some backlash from male employees and also from women without
children; making exible working open to women and men is one clear way of
dealing with this. Microsoft offers a Flexi Policy: every year employees can
decide which elements they want to include in their exible package. This can
include a wide range of vouchers - such as gym, bicycle, wine, shopping, medical,
dental and childcare.
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Reduced hours
We noted above that the most common form of exible working is part-time working
and that the great majority of part-time workers are women. From an equality
perspective the problem is that most parttime jobs are low skill, low paid and offer
few prospects (Bleijenbergh et al 2004). Epstein et als (1998) study of women in
professional occupations casts similar doubt on exible working in the form of
reduced hours.
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7 Underutilised
pools of labour
In this section we look at three identiable pools of labour that could be used
more extensively in terms of potential pools of labour: internal recruitment and
returners (where we make a distinction between organisational and occupational).
Another source of possibly underutilised labour is women without IT
qualications - which we discussed in Section 4 (competency based approaches
to recruitment).
Internal Recruitment
Where organisations nd it difcult to attract external people to come and work
in their IT function, one solution that some organisations are adopting is to
make more use of the internal labour market. As we saw in Section 4 there are
many benets of drawing on the internal labour market. Indeed this practice is
one of the key HRM practices that fall within the Best Practice/High Commitment model of HRM (Pfeffer, 1998; Marchington and Wilkinson, 2005).
The Head of IT at LB Hillingdon pointed out local government has undergone a
major transition in recent years shifting from an internally-facing to externally
facing operation. This seems to have opened up career paths, providing opportunities
for individuals from non-IT backgrounds to gain entry into the sector, as well as
progress into more senior roles. With a changing emphasis on customer service,
individuals from a service delivery background are able to bring these transferable
skills into the IT function at different levels.
The following case examples illustrate specic practices that public sector
organisations are adopting to make more use of the internal labour market, as a
way of addressing some of the skills shortages.
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Organisational returners
Organisational returners were seen as largely unproblematic. They are typically
away from the workplace for up to a year and employers see this as a manageable
period in terms of employees nding their feet when they return. Many
organisations have ways of keeping women on maternity leave in touch
with the business. The public sector organisations have a long history of catering
for women in on maternity leave. Fujitsu Services leaves individuals connected
to internal networks so that they can access e-mails; they have the opportunity
of doing small-scale projects whilst on maternity leave; they can come back on
reduced hours and then build back to full-time. Some organisations have
enhanced maternity leave and pay conditions and provide help with childcare
costs. Having a track record with an organisation gives returners a distinct edge.
Even those who have been absent for a long time (and ve years was almost
always mentioned as the limit) are seen by some as a potential pool of labour.
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Occupational returners
Occupational returners were largely seen as a more thorny issue. The recruitment
agencies that we interviewed suggested that organisations in the private sector
know that the pipeline needs occupational returners, but specic recruitment
practice remains undeveloped for this pool of labour. However, they believe that
change is inevitable because of the scarcity of skills in the area. As Lisa Jobson at
Harvey Nash PLC said:
We have seen a marked change over the past few years because of the scarcity of
skill sets in the IT arena. Organisations have had to be more open-minded, and are
more likely to consider a returner who perhaps does not have the right level of
experience but denitely the core competencies and the ability to learn and actually
train into a role. So I think our clients have had to be open to perhaps not the best
t but the next best t.
The main issue, particularly for the private sector, is of course the business
imperative. This is summarised by Lisa Jobson:
Technology is such a cut and thrust business, it's the nature of it that candidates
need to be continually that one step ahead. So actually bringing people on that
perhaps have 80% of the skill set and need additional training to get that 100%
requirement might not t the business requirements at that point in time.
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Effective
EffectiveRecruitment
RecruitmentStrategies
Strategies
8 Monitoring
of outcomes:
the importance
of data
Human Resources departments routinely keep data on the 'recruitment journey'
ie the number of women and men at application stage, interview and appointment.
An interesting theme emerged from several organisations: women are less likely
than men to apply for posts or to send in CVs speculatively, but those that do this
have a high chance of being called for interview and of being appointed. Suzie
Edwards at Thoughtworks was able to put a gure on this: 75% of the women who
apply get an interview, whereas only 30 to 40% of men do. Wendy Papworth at IBM
explained this phenomenon as follows:
I think a lot of women will deselect themselves before they even submit their CV.
They will almost say, well, does my CV really meet the job description? It might be
that women are a bit more cautious, so with the CVs we see for women they've
actually selected themselves into the role, and a lot of other women may have
deselected themselves.
However, very few organisations appeared to be carrying out research that evaluates
the long-term effect of particular interventions such as the outcome of a
particular policy to encourage exible working or a policy to attract returners.
Effective evaluation requires a particular strategic approach, possibly involving
signicant resources. Baseline data are required before the intervention takes
place, and then longitudinal data where one group is followed over a sustained
period of some years need to be gathered. The closest that we came to this
model in our interviews was Citi, where they evaluated the long term career
outcomes of women who had undertaken Citis Coaching for Success scheme.
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9 The case
for diversity
There are a number of reasons why managers may want to develop policy
initiatives to attract and retain women. Some managers identify a business case
for equality; others are worried about legal claims of discrimination; others are
genuinely committed to social justice (Cockburn, 1989).
Most of our interviewees underlined the business case. This can be seen in
various ways. Firstly, there is a need to widen the pool of talented employees. In
the US, the now widely discussed Workforce 2000 report projected that by 2000 85
per cent of new entrants to the workplace would be women and people from ethnic
minorities (Johnston and Packer 1987). The report served as a warning to companies
in the US and beyond that that they needed to develop policies to recruit and
retain a more diverse workforce. Additionally, it is an increasingly commonplace
idea that a diverse workforce can be benecial to organisations seeking to
reach new markets and appeal to broader customer bases. Women may also
bring to the workplace a range of skills that would supplement and complement
the fundamental technical skills.
A further aspect of the business case is the view that the demographics of the
client base should be mirrored as much as possible by those of the workforce. In
the private sector, there is a self-evident view that productivity is likely to be
enhanced. As Doug Fraley from Google said:
Everything is driven by the end user. Our end users are of both genders, all ethnicities,
all these things. So, to take it to an extreme, we cant have a bunch of white
Protestant men designing the products that are going to be used the world over,
by people of a much more diverse range than those white Protestant men.
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10 Recommendations
For organisations
Consider how the role they want to ll is dened. What level of technical skills is
really required? Is an IT or computing degree really necessary? Are soft
skills desirable or essential? Could the role be done exibly?
Consider how and where to advertise the role. Consider whether the tone and style
of the advert encourages women to apply or puts them off.
Consider how they can offer reduced hours contracts from the outset, rather than
seeing reduced hours as something that established employees move into. But it is
important that they follow the quality part-time working model, if they are not to
continue with the pattern of part-time working being low skill, low paid and offering
few prospects.
Ensure that policies put in place primarily to retain staff are made clear to
applicants and in outreach work.
Share practice amongst themselves about managing a exible workforce.
Consider how they make best use of potential pools of labour, such as returners
(both occupational and organisational), internal recruits and people without IT
qualications.
Consider whether a competency based approach to recruitment may attract more
women.
Womens soft skills: we recommend that companies make sure that an emphasis on
womens (apparent or real) propensity for these skills does not pigeon-hole them in
jobs that are either lower paid or have few promotion prospects. In order to keep
tabs on this, we emphasise the importance of monitoring employee proles
through collecting longitudinal data.
Gather appropriate long-term data to monitor the effects of interventions
and policies.
Carry out pay audits, both to detect any male/female differences in pay within
particular grades, but also to examine the average pay of women and men within
the organisation as a whole. This will reveal any tendency towards vertical
occupational segregation (discussed in Section 3).
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11 Useful Contacts
www.equalitec.org.uk Equalitec offers training and career advice for women
seeking to re-establish their professional lives after a career break or wanting to
advance in digital technology areas. Services include guidance and support
through Mentoring CirclesTM and awareness raising/networking events promoting emerging technology sectors and job roles.
www.targetchances.co.uk TARGET Chances events are tailored to female, ethnic
minority and lesbian, gay, bisexual and transgender (LGBT) students interested in
careers in a wide range of business sectors including investment banking, professional services, City law, technology, civil service, the public sector and real estate.
www.sapphirepartners.co.uk Sapphire Partners offer opportunities for project,
interim roles, non executive directors, permanent part time and job sharing. They
provides opportunities to try a new function, sector or company, and to 'test drive'
a new employer.
www.womenlikeus.org.uk Women Like Us is an established service that helps
women with children nd part time, exible work in north and central London.
www.digitaleve.org DigitalEve is a global, non-prot organisation for women in
new media and digital technology.
www.workingmums.co.uk A database of jobs, employers and business opportunities
that offers alternatives to traditional 9-5, Monday to Friday roles
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Below
10%
11
25%
26
50%
51% 75%
76% 100%
What are your observations about the proportion of women working in these
different categories at ?
How do you think these have changed over the past ve to ten years?
Record keeping?
Do men and women tend to take different roles within these categories?
Client facing/development(software or products)/operational(e.g. applications
support)
With these differences between men and women, is there evidence of a pay-gap
within the organisation?
Are there differences between temporary and permanent staff?
Thinking about the recruitment of graduates into your workforce, how do you
make attractive to women?
Younger graduates/Returners who previously worked for
you/who are returning to the workforce generally
Other
Do you do anything, when dening job roles, job specications and competencies,
specically to attract women? If so, what?
Younger graduates/Returners who previously worked for
you/who are returning to the workforce generally
Job spec gender neutral
Skills required essential/desirable technical/soft
Mention of salary in ad
Mention exible benets in ad
Other
59
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60
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61
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62
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be 1.3
million new jobs are likely to
created over the next decade,
BACKCOVER.pdf
12/6/07
4:39:08 pm
THIS RESEARCH WAS FUNDED BY THE DEPARTMENT OF TRADE AND INDUSTRY (DTI). IT WAS
UNDERTAKEN BY CHRISTINA EVANS, JUDITH GLOVER, YVONNE GUERRIER AND CORNELIA
WILSON OF THE SCHOOL OF BUSINESS AND SOCIAL SCIENCES AT ROEHAMPTON UNIVERSITY
AS PART OF EQUALITEC PROJECT
Report produced by: PORTIA
During 2004-2007, Equalitec received funding from the European Social Fund under the Equal
Programme to promote employment and career opportunites in Information Technology, Electronics
and Communications, in particular to women, and to develop a range of support and intervention
tools to help individuals and organisations make progress in ITEC.
Partner organisations involved in the development activities include:
ATHENA
BRITISH COMPUTER SOCIETY (BCS)
DAPHNE JACKSON TRUST (DJT)
DEPARTMENT OF TRADE AND INDUSTRY (DTI)
EUROPEAN ASSOCIATION FOR WOMEN IN SET (WiTEC)
FUJITSU SERVICES
GLOBAL WOMEN INVENTORS AND INNOVATORS (GWIIN)
IMPERIAL COLLEGE (DEPARTMENT OF COMPUTING)
INSTITUTION OF ENGINEERING AND TECHNOLOGY (IET)
INTELLECT
INVOLVEMENT AND PARTICIPATION ASSOCIATION (IPA)
IT SYNERGY
PORTIA (Lead Partner)
QUEEN MARY UNIVERSITY OF LONDON (DEPARTMENT OF COMPUTER SCIENCE)
ROEHAMPTON UNIVERSITY (SCHOOL OF BUSINESS AND SOCIAL SCIENCE)
ROYAL ACADEMY OF ENGINEERING (RAEng)
SOPRA NEWELL AND BUDGE
UK RESOURCE CENTRE FOR WOMEN IN SET (UKRC)
UNILEVER
UNIVERSITY OF BATH (BUSINESS SCHOOL)
UNIVERSITY OF CENTRAL LANCASHIRE (SCHOOL OF HEALTH & POST-GRAD MEDICINE)
UNIVERSITY OF LIVERPOOL (DEPARTMENT OF ENGINEERING)
UNIVERSITY OF SOUTHAMPTON (SCHOOL OF ELECTRONICS AND COMPUTER SCIENCE)
WOMEN IN TECHNOLOGY
Many other organisations and individuals contributed valuable time and expertise to help Equalitec
achieve the objectives it signed up to under the Equal Programme. They include: BBC News Interactive,
BP, CitiGroup, Connect Internet Solutions, e2v, EEF, EPSRC, GCHQ, Gnosis, Google, HP, IBM, IoP,
Kaspersky Labs, Kodak, Maven Training, Metropolitan Police, Microsoft, an NHS Trust, Pfizer, Prospect, REC,
Richard Rogers Partnership, Seren Partners, Skills Fair, Sony, Symantec, UK CEED, University of Cambridge
Judge Business School, West Dunbartonshire Council, and others.
EQUALITEC
Portia
14 King Street
London
EC2V 8EA
Tel: 020 7367 5348
www.equalitec.com
info@equalitec.org.uk
PORTIA 2007