INTRODUCTION TO: THE WOMEN IN BUSINESS TOOLKIT
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INTRODUCTION: The Greater Birmingham Chambers of Commerce Women in Business Toolkit is a series of chapters presented as online brochures offering simple, straightforward advice for women in business. Whilst brimming with useful material, the toolkit is written in simple, plain English, illustrated with real-life case studies and presented in a clear, accessible format. The toolkit has two primary functions:
It offers introductory information on statutory Rights and best practice activities.
It offers advice and guidance on how to write a business case for non-statutory activities.
This document, the introduction to the toolkit, provides a quick summary of each of the chapters and some useful statistics. The full toolkit can be found on the Policy section of the Birmingham Chamber of Commerce Website: www.Birmingham-Chamber.com/WIBToolkit
TABLE OF CONTENTS: Executive Summary………………………………………………….p.2 Having a Family and Caring for Dependants…………….p.4 Your Rights in the Workplace…………………………………..p.7 Promoting Best Practice…………………………………………..p.9 Making the Case………………………...……………………………p.14
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EXECUTIVE SUMMARY: This year’s statistics have not painted a pretty picture about what it is like to be a woman in business in the UK. The latest Cranfield Female FTSE report indicated that progress on correcting the low proportions of Women on FTSE 100 boards was in danger of slowing 1. CMI revealed that male managers receive on average twice the amount in bonuses as female managers2. HECSU data revealed that female graduates are earning thousands of pounds less than their male peers 3 and the Fawcett Society revealed that in March 2012 women’s unemployment reached a twenty-five year high4. On policy front we’ve seen various new proposals aimed at tackling these longstanding issues ranging from EU quotas for women on boards, to Shared Parental Leave and Pay and reform to the childcare vouchers system. Women make up half of the UKs potential workforce and potential top leadership talent. Equalising men and women’s workforce participation rates would boost the economy by an estimated 10% 5. As a result the women in business agenda, and associated policies and legislation, are of great interest to many UK businesses. In early 2013 The Greater Birmingham Chambers of Commerce investigated Chamber members’ views on the Women in Business agenda6. Whilst 86% of respondents believed that at least one additional measure should be put in place in their organisation to support female employees, 78% identified at least one barrier preventing their organisation from doing more. Top amongst the barriers identified were the financial costs of implementing change and a lack of awareness of what the root causes of inequality are. As a result, the Women in Business Toolkit was born. 1
Dr Ruth Sealy and Professor Susan Vinnicombe OBE (2013) The Female FTSE 2013: False Dawn of Progress for Women on Boards? 2 Chartered Management Institute (2013) The Gender Pay Gap 2013 3 HECSU (2013) Graduate Market Trends, Spring 2013 4 Fawcett Society (2012) The Impact of Austerity on Women 5 Government Equalities Office (GEO) Maximising Women’s Contribution to Future Economic Growth 6 The Greater Birmingham Chambers of Commerce (2013) Women in Business: The Greater Birmingham Picture
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This toolkit offers helpful practical advice on statutory Rights and best practice activities. Rather than suggesting new legislative changes and regulations, we aim to raise awareness of what employees are already entitled to and the positive outcomes of implementing best practice. This toolkit, rather than being directed at employers, is aimed at employees. We believe that employees are best placed to know what is needed, and will work, for them and their workplace. Whilst this toolkit cannot claim to resolve all of the issues facing women in business, it is based on the simple premise that to be informed is the first step to being empowered. By understanding what exists women in business, and their employers, may be able to change their workplace for the better. Every workplace is different. Rather than one-size-fits-all guidance, this toolkit lets readers “pick n’ mix” the topics relevant to them and their organisation. It gives readers an opportunity to identify simple, cost effective ways of improving their working environment. Every employee is different. Whilst the low proportion of women on private sector boards and reaching senior levels is an important issue, this toolkit is not just about boosting numbers of female business leaders. It’s about giving women the tools and knowledge to improve their working environment and aid in their professional development in ways that suit them. This year (2013) The Birmingham Chamber of Commerce celebrated its 200th birthday. In this bi-centenary year, as well as celebrating our past, we are looking to the future and seeking to make a positive impact on our region’s business environment. We believe this toolkit is a step in the right direction.
Henrietta Brealey, Policy Advisor, Birmingham Chamber of Commerce
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HAVING A FAMILY AND CARING FOR DEPENDENTS This section of the Women in Business Toolkit offers advice and guidance on Rights and initiatives that can help support employees with young families or caring responsibilities.
Women with children aged under16 are
Only 4 countries have no mandated maternity pay:
as men with children under 16 to be economically inactive1
Women make up:
of informal carers, supporting disabled children, parents, partners, friends or family members2.
Liberia Swaziland
Papua New Guinea USA
There all maternity benefits are provided at employers’ discretion (or not at all!)
Men and women who provide 50 house of unpaid care a week and work full-time are notably more likely to report ‘not good’ health than those employees with no caring responsibilities.4
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Smeaton, D. et al. 2010. Table 2.2a. Page 33 NHS Information Centre for Health and Social Care (2010) Survey of Carers in Households 2009/10 Heyman, J. e al (2009) The Work, Family and Equalities Index: How Does the United States Measure Up? The Project on Global Working Families 4 ONS (2013) Inequality in Care Infographic 2 3
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Maternity Leave and Pay This chapter spells out women’s legal Rights to maternity leave and pay and time off for ante-natal appointments. It also introduces Occupational Maternity Pay and Keeping in Touch Days. Women are entitled to up to 52 weeks maternity leave, 39 weeks of maternity pay and 10 KIT days.
Paternity Leave and Pay This chapter describes the father of a baby/mother’s partner’s Rights to paternity leave and pay and Keeping in Touch Days. It also discusses Occupational Paternity Pay. Father’s/mothers partners are entitled to up to two weeks paternity leave and pay followed by up to 26 weeks of additional leave once their partner has returned to work.
Adoption Leave and Pay This chapter outlines the primary adopter of a child’s Rights to adoption leave and pay and Keeping in Touch Days as well as information on Occupational Adoption Pay. Adoption leave and pay is similar to maternity leave and pay but with some distinct differences such as notification periods.
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Shared Parental Leave and Pay Shared Parental Leave and Pay is the latest Government initiative aimed at helping parents flexibly divide up their maternity leave allowance. This Chapter introduces the policy but, as these proposals are still being finalised and are due to become law in 2015, the information is subject to change.
Statutory Parental Leave Statutory Parental Leave is unpaid time off that parents with children under 5 (or disabled children under 18) can take to help with their childcare responsibilities. This chapter outlines the policy and what parents have to do to access it.
The Right to Request Flexible Working Anyone can ask their employer for the opportunity to work flexibly. However, at present, employees who care for someone (either a child or an adult), or expect to in the near future, have the statutory Right to request flexible working. This chapter outlines the Right to Request Flexible Working and how you can go about asking for it.
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YOUR RIGHTS IN THE WORKPLACE This section focuses on your Rights in the workplace looking at the Equality Act (2010), discrimination, how to raise a grievance and the process for taking a case to employment tribunal.
believe that accepted by employment tribunals between April 2011 and March 20121... to an applicant because they are over
But2..
The average length of time between submitting a case to employment tribunal and getting a final decision3
The average award for single discrimination claims4
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Ministry of Justice (2012) Employment Tribunal Statistics 20l1-2012 NatCen (2010) British Social Attitude Survey, 26th Report 34 Ministry of Justice(2013) Employment Tribunal and Employment Appeal Tribunal Statistics 2011-2012 2
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Discrimination, Formal and Informal Grievances and The Equality Act (2010) This chapter provides information about discrimination, how to raise a formal or informal grievance with your employer, the Equality Act (2010) and Protected Characteristics. If you feel you have been treated unfairly in the workplace this is the Chapter for you.
Employment Tribunals As of July this year (2013) taking a case to employment tribunal is now subject to various charges. This chapter outlines what kinds of cases you can take to employment tribunal, the step by step process for doing so and the fees and fee reduction schemes that now apply.
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PROMOTING BEST PRACTICE This section introduces a wide array of non-statutory measures and initiatives that can make a real, positive impact on working environments and professional development. Activities highlighted include; flexible working, unconscious bias training, transparency in pay and promotions, promoting diversity through recruitment, implementing a diversity policy and mentoring schemes. When asked what would help support women in business in their organisation... Of businesses said more
said introducing said increasing in pay and promotions4
would prefer a job with less pay and
over a higher paying job with less flexibility2 of employers offer at least one form of
offer3
say that they have a that includes gender1
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Every Woman and Alexander Mann Solutions (2012) Focus on the Pipeline: Engaging the Full Potential of Female Middle Managers Cisco Systems(2010) Connected Technology World Report 3 CBI (2011) Navigating Choppy Waters: Employment Trends Survey 4 Birmingham Chamber of Commerce (2013) Women in Business: The Greater Birmingham Picture Survey and Report 2
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Flexible Working Whilst, at present, only parents have the Statutory Right to Request Flexible Working, many employers offer at least some form of flexible working to staff. This chapter outlines what flexible working options exist and offers advice on how to ask your employer to offer them.
Unconscious Bias Training Unconscious bias refers to the presence of unconscious prejudices. These prejudices can be about anything from race and gender to previous job experience or management style. Often those holding these biases are not even fully aware of it themselves. Unconscious bias training aims to make employees aware of their own biases and challenge them. It can aid in encouraging diversity in promotion and recruitment, by getting staff to look beyond their usual preferences and preconceptions when sorting candidates. It can also improve the general working environment by making staff reassess how they view and interact with their colleagues.
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Transparency in Levels of Pay and Promotions This particular best practice activity is still only infrequently applied in private sector companies. This chapter sets out how having clarity on how all employee’s salaries are set and why promotions are given can work in practice and the positive impact it can have on the workforce.
Promoting Diversity Through Recruitment This chapter looks at ways in which employers can encourage a diverse workforce by reassessing their recruitment practices. It offers simple advice on the recruitment process from the content of job descriptions to the avenues via which it is advertised to the candidate selection process.
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Diversity Policies and Strategies Having a diversity policy and strategy in place can be the catalyst employers need to go from thinking about the importance of a diverse workforce to taking action. This document explains the basics of workplace diversity policies and strategies and suggests means of monitoring their effectiveness.
Mentoring and Sponsorship Mentoring generally involves a more experienced individual offering advice and support to a less experienced one. A sponsor is a more senior member of staff who uses their influence to act as an advocate for you higher up in your organisation or industry. This chapter offers introductory advice on both as well as ways employers can get involved in helping employees find appropriate mentors.
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MAKING THE CASE This section of the Women in Business Toolkit offers general advice and guidance on how to construct a business case. It also offers statistics, case studies and specific advice on key lines of argument to include when requesting non-statutory activities including: Occupational Maternity Pay, Keeping in Touch Days, Flexible Working, Unconscious Bias Training, Diversity Policies and Strategies and more.
Of employers believe that
Of those
Of businesses1 have not sought guidance on
Impact on their1 In the last When Asked What Could Be Put In Place Of businesses favour business led change over government legislation2
of businesses recommended more
of businesses recommended introducing
Of businesses believe that more needs to be done to encourage greater gender equality in the workplace2 1 2
of businesses recommended being more in relative levels of pay2
GEO (2012) Evaluation of Birmingham Chamber of Commerce Group (2013) Women in Business: The Greater Birmingham Picture Survey and Report
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Making the Case The longest chapter of the Women in Business Toolkit, this section offers a wealth of advice and guidance on making a business case. Many of the initiatives mentioned in the toolkit are non-statutory. This section aims to help women wanting to make the case to their employer for offering their chosen initiative, making it as easy as possible for them to say yes to best practice. As well as general advice on how to structure a business case it includes handy facts, key lines of argument and relevant case studies for each of the best practice activities outlined in the toolkit.
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THE WOMEN IN BUSINESS TOOLKIT All of the Chapters so the Women in Business Toolkit can be found online on the Women in Business Toolkit section of the Birmingham Chamber of Commerce Website along with an online version of this document. Click the links below or see www.Birmingham-Chamber.com/WIBToolkit for more information.
Having a family and caring for dependents
Promoting Best Practice Mentoring and Sponsorship
Maternity Leave and Pay
Unconscious Bias Training
Paternity Leave and Pay
Transparency in Pay and Promotions
Adoption Leave and Pay Shared Parental Leave and Pay The Right to Request Flexible Working
Promoting Diversity Through Recruitment Flexible Working
Statutory Parental Leave
Diversity Policies and Strategies
Your Rights in the Workplace
Making the Case
Discrimination, Informal and Formal Grievances and The Equality Act (2010)
Making the Case: How to Construct a Business Case and Useful Statistics
Taking a Case to Employment Tribunal 15
THE WOMEN IN BUSINESS TOOLKIT: WE NEED YOU
We want to make sure that the Women in Business Toolkit stays as up to date and relevant as possible. To do this we need your support: Are there any chapters that you think are missing? Do you have experience of any of the topics included in the toolkit? Could you offer a case study? If the answer is yes to any of the above please get in touch using the contact details on the back of this document. We look forward to hearing from you.
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The Women in Business Toolkit was Developed in Partnership with:
ABOUT EUROPE DIRECT: The Europe Direct Information Centres network is one of the main tools of the European Union (EU) to inform European citizens about the EU, and in particular about the rights of EU citizens and the EU’s priorities (notably the Europe 2020 Growth Strategy) and to promote participatory citizenship at local and regional level. The overall aim of the call is that citizens have easy access to information and the opportunity to make known and exchange their views, in all the fields of the EU’s activities, in particular, of those having an impact upon people's daily lives. The centres' mission is two-fold: 1. To inform European citizens at local and regional level. They are a key partner of the "one-stop-shop" concept as a first entry point to the European Union for citizens, providing information about the EU, referring them to Your Europe or to specialised information sources and signposting to other services and networks. They give information, advice, assistance and answers to questions about the EU, and in particular about the rights of EU citizens, the EU’s priorities (notably the Europe 2020 Growth strategy), legislation, policies, 17
programmes and funding opportunities. 2. To promote participatory citizenship This is achieved through various communication tools (website, social media, publications, etc.) and by interacting with local and regional stakeholders, multipliers and media. They stimulate debate through the organisation of conferences and events and channel citizens' feedback to the EU. The EDIC will provide a grassroots service tailored to local and regional needs, which will enable the public to obtain information, advice, assistance and answers to questions about the EU, and in particular about the rights of EU citizens, the EU’s priorities (notably the Europe 2020 Growth strategy), legislation, policies, programmes and funding opportunities.
ABOUT EUROPE DIRECT BIRMINGHAM: Europe Direct Birmingham, part of the Birmingham Chamber of Commerce’s international trade team is a network that extends across the twenty-eight member states and is designed to be the authoritative source of information on Europe and EU initiatives from the citizen’s perspective. So rather than deal with Trade and Single Market issues, Europe Direct Birmingham is a mine of information regarding rights, opportunities, freedom of movement and employment, language, culture and all the bits and pieces that make up the individual countries under the European umbrella. Europe Direct has access to a considerable number of publications – hard and soft copies – with particular emphasis on schools, young people and mobility and we encourage and support events and initiatives that engage in Europe-themed activity. For more information call Amerdeep Mangat on 0121 607 0105
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FOR MORE INFORMATION:
Contact Henrietta Brealey, Policy Advisor: Chamber House 75 Harborne Road Birmingham B15 3DH H.Brealey@Birmingham-Chamber.com 0121 607 1786
IN PARTNERSHIP WITH:
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