The new report from KPMG, global business psychologist firm YSC and the 30% Club, dispels common gender diversity myths in the workplace.
Cracking the Code is a new report from KPMG, global business psychologist firm YSC and the 30% Club on gender intelligent approaches to developing corporate leaders. The findings dispel some of the common gender diversity myths in the workplace. Our report highlights three key things that organisations could focus on to adopt a more gender intelligent approach to improving their talent pipeline health.
The report focuses on 10 myths including:
‘Cracking the code’ is the 30% Club’s strapline for really understanding what works for women in business and whether this differs from what works for men. The research aims to avoid ‘fixing women’ to adapt to male-dominated structures and ‘beating men up’. Instead, the report aims to provide practical ideas for organisations around utilising data, leadership and accountability to finally ‘crack the code’ on gender diversity.
Over the course of this research, we collected data from several FTSE 100 and FTSE 250 organisations. Doing this helped us learn more about male and female representation below board level, their working patterns and their progression. Our research covers several organisations which combined employ just over 680,000 people in total, across retail, energy and utilities, financial services and other large businesses.
Organisations were asked to provide their UK data on:
The survey responses were brought into a secure single repository for analysis. The results were then categorised and the key ratios and averages were calculated. To avoid skewing of the data, the ratios were calculated at a respondee level and then aggregated, to create overall population averages.
© 2021 KPMG LLP a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
For more detail about the structure of the KPMG global organisation please visit https://home.kpmg/governance.
This article represents the views of the author only, and does not necessarily represent the views or professional advice of KPMG in the UK.