Structure and Processes for Gender Equality – a Survey

Having a fair and equal chance for rewards and recognition is very important to us as human beings and strongly correlates with our level of engagement and motivation to perform, as well as having a strong impact on the ability of your organization to attract talented people.

Regarding rewards, in addition to being compliant with pay equality laws, it makes a lot of sense for organizations to structure their compensation and reward processes and monitor their workforce in the pursuit of achieving pay parity.

However, it is a lot of work to define and implement career models with aligned job levels, determining salary bands/ranges, etc., and therefore even if organizations are pursuing equal pay across gender and ethnicity, this is often attempted without creating robust structures defining similar jobs or levels in the organization.

Promotion into senior leadership roles is the visible recognition of talent, where the leader will participate in formulating and enacting the strategic vision and strategy of the organization. In addition, the promotion into senior leadership roles of both women and diverse talent is a great inspiration for employees in more junior roles, observing that engagement and performance is properly recognized.

This brief survey seeks to clarify the extent to which organizations are using, or planning to use, career and job level structures, salary bands/ranges, as well as problems for promoting and recognizing senior talent.  

Draft Survey:

  1. Has your organization defined a Career Model with aligned Job Levels for individual contributors and managerial paths?
    (Yes, No, In progress, Not sure)
  1. Has your organization implemented Salary Bands/Salary Ranges for each Job Level in the markets, where you operate?
    (Yes, No, In progress, Not sure)
  1. Are your Salary Bands/Salary Ranges available for review by employees via your Intranet or other communication?
    (Yes, No, In progress, Not sure)
  1. Do you have a published strategy to get people paid above or below their Salary Band thresholds to be adjusted to get within the limits or transfer to another position?
    (Yes, No, In progress, Not sure)
  1. Do you have a regular merit/compensation review process for all or most of your employees?
    (Yes, No, No – most employees are unionized, Not sure)
  1. Does your merit/compensation review process include a review of performance/achievement?
    (Yes, No, No – most employees are unionized, Not sure)
  1. Does your organization perform a pay equity (Equal pay for equal work) analysis at least annually?
    (Yes, No, In progress, Not sure)
  1. Does your organization calculate average or mean raw gender pay gap at least annually?
    (Yes, No, In progress, Not sure)
  1. Does your organization calculate gender distribution at least annually for (Multiple choice):
    • Entire company
    • Each Job Level
    • Revenue generating roles
    • Each Job Function (E.g. Sales, Marketing, Finance, IT)
    • Other – please explain
    • No
    • Not sure
  1. Size of your global organization:  
    • 1 – 50 employees
    • 51 – 500 employees
    • 501 – 5,000 employees
    • 5,001 – 50,000 employees
    • > 50,000 employees
  1. Location of the headquarter of your organization:
    • Asia/Pacific
    • EU
    • Latin America
    • Other Europe and UK
    • Middle East/Africa
    • US or Canada
  1. Type of Organization:
    • Private Company
    • Public Organization
    • NGO/Other

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