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The EIB Diversity Journey

The EIB Diversity Journey. European Patent Office Career Development Roundtable 26.11.2008 Leena Lahti Senior Advisor on Gender and Diversity, EIB. First some numbers. Gender profile by function. Seven years trend.

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The EIB Diversity Journey

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  1. The EIB Diversity Journey European Patent Office Career Development Roundtable 26.11.2008 Leena Lahti Senior Advisor on Gender and Diversity, EIB

  2. First some numbers

  3. Gender profile by function

  4. Seven years trend

  5. EIB compared with other international institutions, professional staff by gender

  6. EIB compared with other international institutions, managerial staff by gender

  7. Action and effort

  8. POLICY FRAMEWORKEIB Code of Conduct • “The Bank is an employer, which guarantees equal opportunities and which ensures respect for the dignity of both female and male employees… • The Bank strives to promote working relations based on loyalty and trust… • Colleagues must be treated and assessed with respect and without any favouritism… • Any form of discrimination or harassment is strictly forbidden…”

  9. POLICY FRAMEWORKEIB Dignity at Work “The EIB aims to provide a positive working environment, which will enable and encourage staff to work together in a culture of support and co-operation towards the goals of the Bank.”

  10. Time to move on

  11. From gender to diversity and inclusion – why? • To avoid competition and contradiction • To fully acknowledge the richness of human beings • To avoid stereotypes and labelling • To be responsive to emerging issues in the EU community • To ensure sensitivity to the needs of all staff • To ensure full inclusiveness, trust, and respect However, gender will remain in the focus of diversity efforts at the Bank as long as needed.

  12. The Diversity Journey

  13. WHAT? Diversity is the combination of all the characteristics that make us who we are, including age, culture, education, ethnic and racial background, gender, language, nationality, physical ability, race, religion, and sexual orientation. ***** Diversity Management means creating and maintaining a positive environment • where the similarities and differences of all employees are recognized, understood, and valued • and where all may participate in achieving their full potential to the benefit of the organization and their own satisfaction.

  14. WHY?The Business Case ETHICAL REASONS Corporate social responsibility Role modeling EIB values Justice, fairness, equity Respect, dignity STAFF MOTIVATION Full engagement and high motivation of all staff …and managers. Inclusion of everyone Well-being -> productivity Opportunities to grow HOPE BUSINESS RATIONALE Balanced representation of member states Adaptability to global changes Broad understanding of market needs Rich perspectives and toolkits Innovativeness Accountability

  15. HOW?Critical Success Factors

  16. DIVERSITY INFRASTRUCTURE HIGH LEVEL COMMITTEE Internal communication Marketing EIB as an employer HR + GD Strategies External communication ADVISOR Corporate Social Responsibility Communication, Lobbying, Institutional conscience Integration, quality, sustainability External output, results, impact Role modeling, attention, credibility Transparency, credibility, CSR

  17. EIB Diversity Strategy 2008 Institutional performance Corporate social responsibility Innovativeness, risk taking High quality HR management / Diversity mainstreaming Attracting, retaining and engaging the best available talent

  18. Managers’ challenge:Inspiration – Motivation - Accountability

  19. Performance Standards for Managers - sample Knowledge, awareness, behavior, communication, willingness: Beginning… • Has clear understanding of the org’s Business Case for diversity and inclusion • Has full knowledge of the diversity, discrimination, and harassment policies, practices, and programs, and the organization’s diversity profile and gaps • Participates in the diversity training and uses the available developmental opportunities effectively; organizes diversity training to staff • Responds with sensitivity to values, norms and behaviors of staff of diverse cultures and backgrounds • Takes action to compensate for cultural/gender biases • Challenges displays of intolerance/discrimination from others • Is willing and capable of mentoring and coaching diverse staff • Proactively innovates and initiates new approaches and methods …Role modelling

  20. Good to know about human work communities

  21. Out-group characteristics Gender (female) Race, ethnic origin (non-white) Country category (dev) Language (non-English) Profession (non-core) Graduation school and country (ranking, ind/dev country) Work experience (non-core) Nationality/citizenship (+/-) Age, seniority (+/-) Career consequences Employment probalibility Starting grade and salary Initial assignment Career development Performance appraisals Final seniority status Current salary Social status Inclusion and Micro-inequities; in/out-group bias(Bendick & Egan & Miller 2005)

  22. Perceived inclusiveness by race(Leena Lahti, 2005) Staff Survey demographics: Race, ethnic background, nationality, gender Significant differences between black and other staff • Trust in mgt (black < other) • Feelings of respect (black < other) • Fairness (black < other) • Equality/equity (black < other) • Harassment (black > other) • Discrimination (black > other).

  23. Gender in written performance appraisals(Madelyn Blair 1994, in five org’s; Madelyn Blair & Leena Lahti 1999, 2001) Significant differences between women and men in equal and similar positions/tasks, as assessed by female and male supervisors • Drive for results (men > women) • Adaptability (women > men)) • Career potential (men > women) • Enthusiasm of assessments (men > women) • Negative statements (women > men) • Analytical thinking (men > women).

  24. DIVERSITY CHALLENGES AHEAD- how to address them?(HELP APPRECIATED) • Resistance to change (why fix something that is not broken?) • Cultural road blocks (club culture) • We vs. them (insiders’ motivation threatened by “external” competitors) • Accountability vs. loyalty; talent vs. seniority • Perceived positive discrimination

  25. Something to think about« The world of humanity is possessed of two wings: The female and the male. So long as these two wings are not equal in strength, the bird will not fly. Until womankind reaches the same degree of rights, opportunities, and satisfaction as men, humanity cannot find its way to heights of real attainment. When the two wings become equal in strenght, enjoying the same opportunities, the flight of a man will be exceedingly lofty and extraordinary. »

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