We need more information! Often, our view of reality changes when we find out what is actually happening. Statistics and facts are not just ways of disproving myths and prejudices: they also provide important background information when we formulate and follow up action plans for gender diversity.

Tried and tested methods are available for investigating the representation of men and women in the workplace as well as the allocation of resources and the gender diversity climate. Below are some methods that may be of help when looking into your organisation’s gender structure or following up your action plan.

Representation
Gender equality means that all human beings are free to develop their personal abilities and make choices without the limitations set by strict gender roles; that the different behaviour, aspirations and needs of women and men are considered, valued and favoured equally. It also means a balanced distribution of the sexes in all areas. Jobs may be said to have equal representation if neither sex dominates to more than 60 per cent. However, many organisations aim for a 50/50 representation in all groups.

We can obtain a realistic picture of the gender structure by investigating the following.

1. The total number of women and men in the organisation and the percentage of each.     This key indicator gives an overall picture of the situation and of the recruitment base.

2. Distribution of the sexes in various jobs.
    This is sometimes referred to as horizontal segregation or certain jobs being gender     labelled, i.e. dominated by one of the sexes.
    This is how you can illustrate the gender distribution of various jobs

3. The ratio of women to men at various hierarchical levels – in other words their relative     degree of influence and power. This is called vertical segregation. If men dominate in     senior management positions, then it can be assumed that men have greater influence     and power. This is how you can illustrate the gender ratio of women to men at various     hierarchical levels.

An analysis of the gender structure is necessary for the survey to be meaningful. Here are some questions you could ask:
- What is the recruiting pattern for senior managers over an extended period of time?
- What was the composition of the executive team and board during the same period?
- Was a woman or a man recruited when a new member of the group was last appointed?
- From which professions and positions are senior managers recruited?

Resources
The gender pay gap is the most visible sign that women’s and men’s work is valued differently and that professions and positions are gender labelled. Investigate, therefore, whether there are wage differences between women and men at the same level of management. If so, is the difference justified?

The opportunity to develop in one’s present job is crucial to career advancement.
- Do women and men have the same opportunities to develop in the company?
- Are there any gender differences in the time and money spent on skills enhancement?
- What opportunities does your staff see for their own development?

Places to find answers are, for instance, staff surveys and human capital indexes.

More questions to consider:
- How does competence development and staff training further a career, i.e. in terms of   new work, different responsibilities or other changes in the work content?
- How many women and men respectively have been involved in committees, projects or   operational groups?

Climate for diversity
Does your organisation have policy documents and action plans for gender diversity? Are they gathering dust in a file somewhere or are they being applied?

Start by finding out whether there are any objectives and policies for securing more women managers. Find out if the objectives are clear and measurable, and if there are plans and procedures for how the objectives are to be achieved. Check how well the plans tally with the actual situation. Below are some more methods for determining and analysing the climate in the workplace.

- Look at the working environment from a gender perspective. Do turnover and sick leave   differ between the sexes? Is there sexual harassment or bullying? If so, can it be   discussed? How are known cases dealt with?
- Do women and men take parental leave to the same extent? What is the employer’s   attitude to shared parental leave? Are fathers actively encouraged to take their share?
- How do women and men view their chances of pursuing a career on equal terms? Useful   information should be available in staff surveys and human capital indexes. Pay attention   to differences in the experiences of women and men. Do reports have a gender   perspective? If not, insist that future reports do.
- What is the gender perspective of customers and/or users of your business? Are the   goods and services adapted to the needs of both women and men?
- If existing material is insufficient, in-depth interviews are a good way of learning the views   of staff and the customers.

Having gathered all the facts, you need to analyse them.

Here are some questions that might be helpful:
- What values apply in your organisation? Are they just talked about or are they in fact   observed?
- Do actual recruitment processes agree with official policy?
- In the staff’s view, what do you need to do/say/achieve in order to be promoted?
- How is any male dominance in senior positions explained and justified?
- If you talk at all about equality at work, is it a women’s issue or a leadership problem?
- How is a ‘real manager’ described? Do expectations vary of how women and men will   behave as managers?