Female representation at the corporate top (IVOR nr. 126) 2022/5.4.2.3:5.4.2.3 Results of interventions

Female representation at the corporate top (IVOR nr. 126) 2022/5.4.2.3

5.4.2.3 Results of interventions

Deze functie is alleen te gebruiken als je bent ingelogd.Deze functie is alleen te gebruiken als je bent ingelogd.Deze functie is alleen te gebruiken als je bent ingelogd.

Mixed responses were given in answer to the question whether the interventions had resulted in an increase in the number of women on boards. Most of the respondents believe that the interventions have contributed to increasing the number of women on boards or have at least worked positively for women. Others were less positive about the results of the implemented interventions.

Numerous participants acknowledged that numerical targets have been effective in increasing the number of women at the corporate top. However, the measurable effects of other interventions were easier to establish than others. This was also expressly acknowledged by participants:

“[for some interventions it is] very easy to answer. There are a few that are difficult, for example mentoring works very well, but I still find it very difficult to demonstrate if it is actually the reason (…) more women are promoted. That’s really hard for me to say. (…) I think the targets do help, but for the separate programs I think it is difficult to determine.” (Prof.ServicesCo)

Some participants made it clear that the effects of the interventions are limited:

“I think it has a positive effect, but if it really makes a huge difference, I don’t think so. Because it’s more about (…) the corporate culture as I said. (…) A measure such as the Proud mom initiative (…) I don’t think it really has a big influence on your daily work, so on the workload or the working hours (…). Those measures have been in place for years and the proportion of women is still below average, so.” (Prof.ServicesCo)

The above quote also alludes to the fact that the interventions as such do not change organizational cultures. This seems to indicate that the organizational culture not only influences the effective use of interventions (Section 5.4.2.2), but that the interventions also do not change the organizational culture. This finding mainly was relevant for Prof.ServicesCo.

Others are more critical about the effects of interventions because the numbers do not indicate a notable increase:

“Well, I think the evidence of our progress, I could say if they’re not effective because we didn’t achieve our targets; or rather they are somewhat effective because we have achieved progress, but it has been very, very, very slow at the executive level. If I look at the measures for the managing board and the supervisory board by all external benchmarks, we have been extremely successful, but that’s a small number of people, you know…” (ChemiCo)

Other respondents remarked that the interventions helped increase topical awareness of, or the organization’s commitment to, a better-balanced gender representation within the organization.

“Well, I think that helped in the consciousness raising and it requires you to look for a filled pipeline. (…) And we see that slowly increasing.” (InsuranceCo)

Other respondents acknowledged that it sometimes takes time before a company reaps the benefits of interventions:

“We have had a diversity policy for quite some time, but in all those years we have actually not moved more than 1 percent per year, and that is why we have set KPIs since this year. (…) You can see that that has an effect, because this year alone we are moving about 5 percent.” (Prof.ServicesCo)

“The fact [ChemiCo] started at the top (…), I think it’s a very positive and powerful message, okay? Now, it’s going to take time (…). We are not there yet, we are on the journey of getting there.” (ChemiCo)

When asked about additional interventions that might enable them to move forward in terms of gender equality, participants at Prof.ServicesCo acknowledged that the organizational culture first needed to be changed (that was only the case for Prof.ServicesCo). Additional interventions, or things that were perceived as being necessary to really drive change in the numbers of women, is to work on pipeline development, account responsibility to people regarding this topic and the creation of commitment throughout the entire organization (not only at the top).

Deze functie is alleen te gebruiken als je bent ingelogd.