When will 33% be 51%? Women in The Senior Civil Service Senior Women’s Network

1. When will 33% be 51%? Women in The Senior Civil ServiceSenior Women’s Network Sue Owen Director General, Strategy Group, DWP 8th March 2012 UNCLASSIFIED International Women's Day 2012

2. Percentage of women in SCS has doubled since 1996 and still rising ……………numbers falling, as size Civil Service falls UNCLASSIFIED Women in the SCS

3. Women in SCS by grade, 2003-11; a good news story UNCLASSIFIED Women in the Senior Civil Service by grade, 2003 to 2011

4. UNCLASSIFIED Public sector compare well with private sector Percentage women leaders across various sectors Sources: Sex and Power: who runs Britain 2011, EOC e.g. GMC, Law Society; The Female FTSE Index 2010; and House of Commons weekly information bulletin June 2010 SCS Database, Cabinet Office

5. ……….3 years ago

6. Why should we care? Gender diversity is a corporate performance driver Companies where women are most strongly represented at Board/top management level are companies that perform best Innovation is optimised in teams where the gender balance is even (or close to even) Lord Davies of Abersoch said: “While it is essential that the boards of UK companies are meritocratic, the fact that there are only 131 female directors in FTSE 100 companies (12.2%) means that we cannot be using all the skills and talents that make our workforce so competitive.” UNCLASSIFIED

7. Analysis of stocks & flows, 2007-11; need to look at internal promotions & external hires UNCLASSIFIED

8. Women in the SCS: Two key issues Building the pipeline of internal women for SCS roles in medium and longer term Progression of internal women to Director & DG UNCLASSIFIED

9. Female entry to Deputy Director – an improving picture; and women doing very well in internal promotions UNCLASSIFIED Promotions from G6/7 to DD (% female) Movements into Deputy Director by gender and source, based on average numbers over last six years

10. But the shortfall starts further back in the pipeline 2011 2006 But it’s improving – both lines a tad flatter in 2011 compared with 2006

11. Internal Female Promotions to Director Grade; no clear pattern UNCLASSIFIED Female stock of Deputy Directors and promotions to Director

12. Internal Female Promotions to Director General; an improving story (guess when we first showed this chart) UNCLASSIFIED Female stock of Directors and promotions to Director General

13. UNCLASSIFIED Average flows in SCS grades, 2006-11 Flows across the SCS Grades, by type and gender

14. …..An improvement on 2003-8

15. …what about exits? Women SCS are less likely to leave than men

16. Functional distribution varies between Director.. UNCLASSIFIED Directors – Profession of Post by Gender (% of total profession) No. of SCS in each profession

17. … and DG levels UNCLASSIFIED Director General – Profession of Post by Gender (% of total profession) No. of SCS in each profession

18. Women moving more into policy DG roles

19. So, the overall story in 2012 • Women are progressing in the SCS , via • doing well in internal promotions from Grade 6/7 • being less likely to leave than men • and, in some year, doing well in promotions to Director and DG • they are also making inroads in senior Ministerial facing jobs • and there are significantly more women Permanent Secretaries than 5 years ago. But Permanent Secretary status non departmental roles remain essentially male. Even so, 45% of every SCS grade are internally promoted men And at Director and DG externally hired men are more prevalent than promoted women Around 8% of all SCS grades are external women; 15% of Deputy Directors and 25% of Directors & DGs are external men. Below the SCS there is slow progress in maintaining the female proportions seen in lower grades

20. What we thought 4 years ago about underlying causes … Shape of senior roles Preference for men in policy jobs? Internal candidates not systematically identified and prepared Confidence issues Over reliance on formal panel interview approach Work life balance issues ……………………….Some of these have improved. UNCLASSIFIED

21. Research by LBS, Praesta & McKinsey: a consistent prescription for success includes Measurement & indicators crucial Encourage USE of work/life balance options Support networks & mentoring Active leadership development including stretch assignments and other ‘leadership critical’ events UNCLASSIFIED

22. Action: combination of self-help and holding to account Senior Women’s network Developing junior women Programmes like HPDS, ADP and women’s leadership courses Getting senior experience other ways, eg NED roles, “Shadow Board” membership, “stretch” roles Assembling the field; encouragement to apply Analysis what works at interview; eg staff member Interview practice Confidential feedback from women unsuccessful at interview Holding Perm Secs to account on succession plans UNCLASSIFIED

23. But the shortfall starts much further behind in the pipeline… by Department Percentage of women in the Civil Service by responsibility level Sources: Civil Service Statistics 2011, ONS SCS Database, Cabinet Office UNCLASSIFIED

24. But the shortfall starts much further behind in the pipeline… Percentage of women in the Civil Service by responsibility level – Departmental breakdown FCO Defence UNCLASSIFIED

25. But the shortfall starts much further behind in the pipeline… Percentage of women in the Civil Service by responsibility level – Departmental breakdown DfE DWP UNCLASSIFIED

26. But the shortfall starts much further behind in the pipeline… Percentage of women in the Civil Service by responsibility level – Departmental breakdown BIS CLG UNCLASSIFIED

27. But the shortfall starts much further behind in the pipeline… Percentage of women in the Civil Service by responsibility level – Departmental breakdown DfT DFID UNCLASSIFIED

28. But the shortfall starts much further behind in the pipeline… Percentage of women in the Civil Service by responsibility level – Departmental breakdown HMT HM Treasury UNCLASSIFIED