Closing the Gender Gap:

Changing the rationale for rewards

gender parity
Company name:
(not disclosed)
Year:
2009
Sector:
Banking & Capital Markets
Size:
More than 50,000
Region:
Middle East & North Africa
Country:
United Arab Emirates
Website:
(not disclosed)
Contact Name:
(not disclosed)
Contact Position:
Group Head of Learning, Talent, Resourcing and Organisational Development
Contact company representative

The Gap:

Type of Gap: ...between male and female salaries

A difference in rewards for females due to a historic approach based on rewarding experience rather than performance/delivery.

The Practice:

Type of practice: Measurement & target setting

A change in reward policy and practice to increase flexibility afforded to managers in making rewards.

  • Fixed and variable pots provided to be used in making awards against market and performance. 
  • Significant guidance provided (and checks put in place) to ensure pots were used as directed i.e.. very experienced males who were already well rewarded against their performance would receive less of an improvement in their rewards than less experienced females whose performance demanded that their market and internal positioning against peers be improved. 

Metrics:

We measured and tracked how many staff members were positioned appropriately in terms of both fixed and variable costs and broke this down by gender, tracking a rise in females year on year.

Implementation Date:

Ongoing, but at year 2 improvement for females is noticeable.

The Success:

Female reward position has improved against market, performance and males. We are planning further iterations of this practice.

Success factors:

  1. Senior Management sign off and support.
  2. Managers' willingness to implement an objective reward process.

Barriers:

  1. Some managers' lack of appetite to address the issue.

Keywords:

Monitoring|Policy|Rewards
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United Arab Emirates

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