P R O V I D I N G I N S I G H T W O R L D W I D E

© 2005 by ISR (a trade name of International Survey Research LLC)

Gender Equality SeminarGender Equality Seminar

From Concept to RealityFrom Concept to Reality

Friday, Jan 19, 2007Friday, Jan 19, 2007

HKHKEddie Ng

Chairman of International Committee, HKIHRMResearch Data provided by ISR

eddiehk@netvigator.com

2© 2005 by ISR

Perception and RealityMajor Heading GHPN HK SNP

Work Life Balance 69 50 60

Equal Opportunity 86 64 78

Job Satisfaction 74 60 66

•War for talent•Opportunity cost of not address the subject•Competitiveness•Human Capital Management

3© 2005 by ISR

Gap

3*

2

8*

8*

-1

5*

5*

5*

8*

13*65

54

67

83

78

74

68

58

64

62

71

62

76

84

81

82

66

74

75

87

0 20 40 60 80 100

Gap

12*

11*

8*

14*

7*

6*

3*

8*

8*

6*

Global Sr. Mgmt Norm

Understanding Strategic Plans & Direction

Leadership

Empowerment to Take Action

Accomplishing Goals Efficiently

64

53

72

82

80

83

79

66

81

73

76

61

78

82

74

82

76

87

85

87

0 20 40 60 80 100

Mgmt provides clear sense of direction

Sufficiently informed about company plans

Top management states objectives clearly

Decisions mgmt makes are fair

Management trusts the judgment of people at my level

I understand the goals & objectives of company as a whole

My department operates efficiently

Most of the time it is safe to speak up in the company

Innovative ideas can fail without penalty

I have the opportunity for input before changes are made

Global HP Sr. Mgmt Norm

* Indicates statistically significant gap ( p ≤ .05)** Note: Positive gaps indicate more favorable response for sr. male managers and negative gaps indicate more favorable response for female sr. managers.

Male

Female

Gaps Favor Male Senior Managers: Strategic Direction, Leadership, Empowerment

4© 2005 by ISR

37

58

74

83

59

53

40

53

68

54

49

65

80

57

54

46

61

80

63

92

0 20 40 60 80 100

Sufficient staff in my department to handle workload

Work is distributed fairly in my department

Compared with others working here, I am paid fairly

Company is doing well matching pay to performance

Pay is as good or better than other companies

For the work I do, I am very much underpaid

Work environment is accepting of gender differences

Management supports diversity in the workplace

Compared with competitors, better on quality of products

Compared with competitors, better at responding to changes in the market

Gap

Distribution of Responsibility

Compensation for Performance

Competitiveness of Company

Accepting of Diversity

38

54

84

68

61

50

68

49

48

59

69

60

51

80

62

9089

93

0 20 40 60 80 100

Gap

Male

Female

9*

12*

9*

6*

1

-2

10*

6*

7*

12*

13*

12*

n/a

1

-2

1

3*

5*

5*

10** Indicates statistically significant gap ( p ≤ .05)

** Note: Positive gaps indicate more favorable response for sr. male managers and negative gaps indicate more favorable response for female sr. managers.

Global Sr. Mgmt NormGlobal HP Sr. Mgmt

Norm

Gaps Favor Male Senior Managers: Compensation, Diversity, Competitiveness

5© 2005 by ISR

61

83

64

84

76

82

71

64

61

54

66

82

73

83

79

83

68

75

71

88

0 20 40 60 80 100

Top management states objectives clearly

Mgmt provides clear sense of direction

Sufficiently informed about company plans

Decisions management make are fair

Management trusts the judgment of people at my level

I understand the goals and objectives of the company as a whole

My department operates efficiently

Most of the time it is safe to speak up in the company

I have sufficient authority to do my job well

I have the opportunity for input before changes are made

16*

13*

4

12*

-3

7*

4*

10*

-1

5*

Global Financial Services Sr. Mgmt Norm

Understanding Strategic Plans & Direction

Leadership

Empowerment to Take Action

Accomplishing Goals Efficiently

80

77

69

80

70

85

66

67

73

85

86

77

86

80

80

75

81

7787

87

0 20 40 60 80 100

Global Manufacturing Sr. Mgmt Norm

8*

8*

14*

2

10*

11*

6*

8*

9*

5

Male

Female

* Indicates statistically significant gap ( p ≤ .05)** Note: Positive gaps indicate more favorable response for sr. male managers and negative gaps indicate more favorable response for female sr. managers.

GapGap

Gaps Favor Male Senior Managers: General Consistency across Sectors

6© 2005 by ISR

Top Predictors of Employee Commitment: Gender Differences among Junior Managers

Category Female Junior Managers Male Junior Managers

Empowerment 23.8% 17.5%

Supervision 19.0% 5.0%

Career Pathing 9.5% 0.0%

Stress, Balance, Workload 9.5% 2.5%

Leadership 4.8% 27.5%

Working Relationships 4.8% 0.0%

Customer Quality Focus 4.8% 0.0%

Strategic Direction 4.8% 0.0%

Reward 4.8% 17.5%

Image 0.0% 15.0%

7© 2005 by ISR

Top Predictors of Employee Commitment: Gender Differences among Senior Managers

Category Female Senior Managers Male Senior Managers

Leadership 23.8% 26.0%

Working Relationships 14.3% 3.2%

Empowerment 9.5% 6.5%

Career Pathing 9.5% 19.4%

Supervision 9.5% 12.9%

Customer Quality Focus 9.5% 3.2%

Communication 9.5% 3.2%

Strategic Direction 4.8% 6.5%

Reward 0.0% 9.7%

Stress, Balance, & Workload 0.0% 6.5%

8© 2005 by ISR

• Understanding Company Strategic Plans & DirectionUnderstanding Company Strategic Plans & Direction

• LeadershipLeadership

• Accomplishing Goals EfficientlyAccomplishing Goals Efficiently

• Empowerment To Take ActionEmpowerment To Take Action

• Distribution Of ResponsibilityDistribution Of Responsibility

• Compensation For PerformanceCompensation For Performance

• Acceptance Of DiversityAcceptance Of Diversity

• Competitiveness Of CompanyCompetitiveness Of Company

Female and Male Senior Executives Report Different Perceptions Regarding Key Workplace Operating Factors

9© 2005 by ISR

• Understanding Company Strategic Plans Understanding Company Strategic Plans & Direction& Direction

• LeadershipLeadership

• Accomplishing Goals EfficientlyAccomplishing Goals Efficiently

• Empowerment To Take ActionEmpowerment To Take Action

• Distribution Of ResponsibilityDistribution Of Responsibility

• Compensation For PerformanceCompensation For Performance

• Acceptance Of DiversityAcceptance Of Diversity

• Competitiveness Of CompanyCompetitiveness Of Company

Female and Male Senior Executives Report Different Perceptions Regarding Key Workplace Operating Factors

Live Corporate initiativesCorporate values

Recruitment policiesAWPB training for all

Hiring managersMentoring

Diversity CouncilIn-house EOO officer

10© 2005 by ISR

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