Closing the Gender Gap:

KPIs to monitor our pipeline to leadership

gender parity
Company name:
KPMG AG
Year:
2011
Sector:
Professional Services
Size:
5,000-10,’000
Region:
Europe & Central Asia
Country:
Germany
Website:
http://www.kpmg.de/
Contact Position:
Senior Manager, Global Diversity
Contact company representative

The Gap:

Type of Gap: ...at senior management level

KPMG AG has successfully achieved gender parity in recruiting its entry-level workforce, with an average of 45% females between 2008 and 2011. However, the firm shows a disproportionate reduction of female talent setting in after 3-4 years of employment. In 2010, 29% of our managers and senior managers were women, and only 9% reach partner level.

The Practice:

Type of practice: Measurement & target setting

We have gone through a thorough analysis phase identifying KPIs, setting clear targets and measuring them along the way.  Targets are: 

  1. Increase of women in leadership positions from 27% to 33% by 2014
  2. Increase female participation in strategic decision making bodies
  3. Improve Global People Survey results from staff
  4. Increase return rate of maternity leavers, encourage male parental leavers
  5. Average promotion speed should not last longer than the reciprocate degree of employment
  6. Targets will be integrated into the function score cards of our partners. 

This was a cooperative project between the People function and all other business functions at KPMG. It was headed by a female partner from the tax function. The project sponsor is our CEO. We have further initiatives at the top of our diversity agenda, complementing this one, and focussing mentorship and training, work-life-balance and leadership commitment. 

Metrics:

Our measuring instruments are mainly KPIs on 

  • Recruiting
  • Workforce Structure
  • Performance Development
  • Career Development
  • Retention
  • Compensation

Besides that we monitor feedback from our Global People Survey and exit interviews.

Implementation Date:

We started the project at the beginning of 2011. Implementation has been initiated in October.

The Success:

We are currently in the implementation phase.

Results should be visible by end 2012. Nevertheless, we have already noted change in the last nomination process for partnership. The percentage of women at manager and senior manager level has increased from 29% to 31% between 2010 and 2011. Also, we have had 15% new female partners in 2011, a rate that has never been surpassed.

Reasons are among others: More female partners have become part of the nomination board. There is a lot of talk on the subject as well and the effects show directly and indirectly.

Success factors:

  1. Increased retention of talents
  2. Increased reputation by our clients and the graduate market
  3. Equal career chances for men and women with potential

Barriers:

  1. Make it a relevant business case throughout the firm
  2. Low awareness of diversity and the gender disparity within the firm
  3. Avoid positive discrimination

Keywords:

Awareness|Coaching / Mentoring|Employee Satisfaction|Governance|Leadership Support|Performance Management|Recruiting|Reporting & Accountability|Talent Management|Targets
Similar practices Country
United Kingdom

Developing Takeda women managers

Company: Takeda Pharmaceutical Company Limited

Type of Gap: ...at middle management level

Type of practice: Mentorship & training

We are creating a pipeline of women candidates for management position through targeted growth and progression interventions.

Japan
Germany

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