Global Diversity Rankings by Country, Sector and Occupation

DIVERSITY & INCLUSION: UNLOCKING GLOBAL POTENTIAL

Global Diversity Rankings by Country,

Sector and Occupation

IN ASSOCIATION WITH:

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TABLE OF CONTENTS

Key Findings 3

Methodology 4

Introduction 5

Case Study: Procter & Gamble 6

Country Index 8

Case Study: Deloitte 16

Sector Index 18

Case Study: Royal Dutch Shell 21

Occupation Index 23

Case Study: Hewlett-Packard 25

Future Diversity Trends 27

Case Study: Ericsson 29

Appendix: A Closer Look at U.S. Diversity 31

•

The country index shows that the nations with the most diverse labor forces are Norway, New Zealand, Iceland, Australia,

Switzerland, the Netherlands and Canada. Norway’s ranking is driven by particularly high levels of gender diversity. The

Norwegian government has a gender quota system that requires a certain proportion of women to be on the board of each

publicly listed company.

•

Toward the lower end of the rankings are Italy, Japan and France. The least diverse countries are the Czech Republic, Turkey,

Hungary and Pakistan.

•

The United States scores reasonably well—it comes in ninth. If ethnic diversity had been taken into account, which wasn’t possible

because most countries don’t collect that information, the U.S. would likely rank higher.

•

The sector index ranks healthcare, hotels and catering, and education as the most diverse occupations. Construction, utilities and

mining score the lowest.

•

The C-level and senior management positions are woefully bereft of diversity. Out of 1.5 million chief executives in the U.S., just

one-quarter are women and only one in ten are ethnic minorities.

•

There are stark differences in employee diversity across different industries and occupations. More than seven out of ten HR specialists

are women, and the percentage of African Americans and Hispanics in this ﬁeld is well above average. Among software engineers,

just one in ﬁve are women; Asians, meanwhile, are nearly six times as prevalent in this ﬁeld than their population share would predict.

• Taken together, the data reveals the power of long-established cultural norms in shaping individual career choices, and that, in

turn, affects companies’ global diversity efforts. Tackling these diversity challenges in the U.S. and abroad is going to be

extremely challenging.

KEY FINDINGS

4 © Copyright Forbes 2012

Oxford Economics built a unique global ranking model based on a weighted composite index to compare and benchmark employee

diversity across countries, industries and occupations. The index is comprehensive and takes into account many different types of diver-

sity including gender, age, ethnicity, disability, country of birth, skills and education, number of hours worked, language, and sectoral and

geographical distribution. Three separate indexes compose the composite index: a country index based on 50 nations, both developed and

developing; an industry index based on 14 industrial sectors; and an occupation index based on the nine core occupation categories used

in ISCO (International Standard Classiﬁcation of Occupations).

The four main sources used to collect the data were the Oxford Economics suite of economic models, including its global

macroeconomic database and Industry model; global development organizations such as the International Labour Organization (ILO),

the Organisation for Economic Co-operation and Development (OECD), the World Bank and the International Monetary Fund (IMF);

national statistics organizations such as National Statistics in the U.K. and the Census Bureau in the U.S.; and commercial data provid-

ers, such as FTSE and SIL International.

The data was collected in early 2011, and in most cases, represents the years 2008, 2009 or 2010. In some instances, data was

used as a proxy for missing information from some countries. For example, working hours data was unavailable for the United Arab

Emirates, so Dubai’s labor force survey data was substituted in its place.

Once each of the variables was ranked and scored, it was placed into a composite diversity index. Next, a series of weights were

applied to these variables to showcase their relative importance. For example, gender is considered to be a more important indicator of

workforce diversity than language, so weights were applied to reﬂect this. The end result is the overall “composite index of diversity”

that is the basis for this report.

The case studies are based on one-on-one interviews conducted by Forbes Insights.

METHODOLOGY

FIGURE 1: Diversity 2011 index rankings

COUNTRIES INDUSTRIES OCCUPATIONS

1. Norway

2. New Zealand

1. Health

2. Hotels and

Catering

4. Australia

3. Iceland

5. Switzerland

6 Netherlands

7. Canada

46. Poland

47. Pakistan

48. Hungary

49. Turkey

50. Czech Republic

3. Education

4. Business

Services

10. Public

Administration

11. Manufacturing

12. Construction

13. Utilities

14.Mining

1. Admin and

secretarial

2. Personal

service

3. Sales and

customer service

4. Elementary

occupations

5. Professional

6. Process, plant

and machine

operatives

7. Skilled trades

8. Manager and

senior official

9. Armed Forces

5. Other

Services

As a comprehensive atlas of corporate diversity and inclusion

(D&I) eorts, the goal of this report is to learn from the

varied and unique situations faced by countries and cor-

porations around the globe: Which approaches work best?

How can companies continue to increase diversity and

eectively translate this into business opportunities and

higher productivity? This study also seeks to provide a

benchmark, revealing how much progress has been made

and where renewed eort is necessary.

The quantitative heft of the statistics in this report is

balanced by the very human stories in the case studies of

diversity and inclusion eorts proled by Forbes Insights:

A country manager in Qatar deals with ensuring safety for

50,000 workers representing 65 cultures and breaks the

company’s record for accident-free work hours; a female

employee in Pakistan thanks her mother-in-law for sup-

porting her career; Saudi women embody a historic shift

in their society by working for a global technology com-

pany; women in India revel in career mentoring, extime

and extended maternity leave; and a rm in South Africa

that deed apartheid to recruit black accountants is today

governed by a board of directors that is two-thirds black.

INTRODUCTION

This report provides a statistical look at worldwide workforce diversity data. The research in

this report, commissioned by Forbes Insights and conducted by Oxford Economics, provides a

unique and rst-of-its-kind ranking of employee diversity across 50 global economies, 14

industrial sectors and nine occupations. Additionally, the study includes data on gender and eth-

nic diversity across more than 500 occupations and 300 sectors in the U.S. and the U.K. (These

are the only countries in the study that track ethnic diversity. For this reason, the study uses data

on country of origin and linguistic diversity as a proxy for ethnic diversity where possible.)

PROCTER & GAMBLE:

BUILDING A COMMUNITY

OF SUPPORT

Everyone is at the core of consumer products giant Procter &

Gamble’s mission statement about diversity and inclusion (D&I),

an ambitious approach that becomes realistic once you consider

that P&G serves consumers in more than 180 countries and that its

workforce represents 145 nationalities. The motto Everyone Valued,

Everyone Included, Everyone Performing at Their Peak illustrates

the way the company thinks about its people and its business. “The

more the employees can reﬂect the consumers, the better we do

as a company,” says Linda Clement-Holmes, P&G’s Chief Diversity

Ofﬁcer and Senior Vice President Global Business Services.

The company, one of the few U.S.-based ﬁrms with a board of

directors that is half female, believes that D&I provides a strong

competitive advantage and that diversity drives innovation. To that

end, P&G has one global diversity strategy with a consistent set

of measures, but it also encourages customization at the regional

level. For example, in Western Europe the regional leaders focus

on generational issues and an aging population. In Turkey, on the

other hand, P&G has done a lot of work around maternity leave and

getting women to return to work afterward.

One of the countries where P&G has faced considerable chal-

lenges and has made impressive progress is Pakistan. “Pakistan

has a culture of dependency. The female is the glue that holds

everything together. But once [the couple] are married, the in-laws

decide and inﬂuence if the daughter-in-law will work,” explains

Clement-Holmes.

If a Pakistani woman wants to stay in the workforce, it is critical

for her to get the support of the family, especially of her mother-in-

law. Most Pakistanis live in extended families, and once children

come into the picture, the mothers-in-law provide childcare.

In order to honor the people who support P&G’s Pakistani

female employees, three years ago the company started a now

annual tradition: Sponsor Day. Each of the women brings a spon-

sor—mother, father, mother-in-law—to the ofﬁce for the day. The

celebration kicks off with a welcome speech by the country man-

ager of P&G Pakistan. Next comes a “Learning Session,” which

introduces the sponsors to P&G’s mission and growth strategy, as

well as the way that ties into how the company reaches consumers

in the region. This is followed by a “Proud Moment” activity, when

company executives and the female employees honor the sponsors.

During her testimonial on Sponsor Day, Ghazala Nadeem, a

human resources manager at P&G Pakistan, spoke about how anx-

ious she felt back in 1991, when she received two pieces of good

news at the same time. She found out she was pregnant with her

ﬁrst child and also got a job at P&G. The ﬁrst thought that went

through her head was: How will I be able to manage both?

Twenty years later, Nadeem, now a mother of three daughters

ages 19, 16 and 6, credits her mother-in-law for making it possible

for her to have a career. “She has been there for my children when I

was at the ofﬁce, when I went on business trips or on business din-

ners. She has also supported me by taking care of running of the

household. I have never had to worry what is for dinner today. It

has always been ready,” she remembers.

7 © Copyright Forbes 2012

Muneeza Khan, an assistant brand manager, is the ﬁrst woman

in her family to hold a full-time job. On occasion, her conservative

father had a hard time understanding why she had to put in such

long hours or travel for her career. It was her mother who made it

possible. “She would cover for me to Dad when I was late, and make

up out-of-this-world reasons to justify my trips abroad! She was the

one to make me coffee when I had to pull an all-nighter,” she said.

Khan’s mother, who didn’t get a chance to receive higher

education, encouraged her daughter to study and set career goals

for herself since early childhood. “In fact, I live her dream—the

dream to be an independent working woman supporting her fam-

ily,” a thank-you many mothers in the world would like to hear.

The goodwill engendered by Sponsor Day lasts far beyond

the actual event. “We’ve found that the day is so enriching, the

sponsors talk about it throughout the year. They become our

ambassadors,” says Clement-Holmes.

WOMEN ARE DRIVING EMPLOYMENT

One of the most striking economic events in recent times

has been the entry of large numbers of women into the

workforce. In advanced countries, this growth has been

rapid. Today the three countries with the highest percent-

age of female workers are Iceland (78%), Denmark (75%)

and Norway (71%). Although the gender gap is narrowing

in other G8 countries, the U.S. and the U.K. lag behind the

top ve countries, with 59% and 56%, respectively.

Four of the ve lowest rates of female economic activity

are in emerging economies: Pakistan (22%), Turkey (25%),

Chile (39%) and UAE (42%). Italy is the lowest ranking

member of the G7, with just 39% of women active in the

market economy.

It’s worth noting that greater economic equality

between men and women has been shown to reduce pov-

erty rates, boost GDP and lead to better governance. In

order to improve female participation rates, governments

can adopt a number of proven approaches such as ex-time

initiatives, free or subsidized childcare, and tax breaks for

married couples when both partners work.

COMPANIES NEED MORE FEMALE BOARD MEMBERS

For a nation to be competitive on the global stage, it needs

to know how to make use of its female talent pool. While

more women have entered the workforce, there are still

plenty of inroads to be made, particularly in the upper ech-

elons. The proportion of women who have climbed the

corporate ladder and made it to board-of-director status

varies greatly among countries. The nations with the high-

est percentage of female board members are Norway (36%),

the Philippines (23%), Sweden (23%), Latvia (22%) and

Slovakia (22%). It’s not surprising that Norway is at the top

of the list, since it was the rst country to mandate a quota

system for board participation in publicly listed companies.

The countries with the lowest proportion of women on

boards are Portugal (0.4%), Japan (0.9%), the UAE (0.9%),

Korea (1%) and Chile (2.4%). It is unusual for such a large,

advanced economy as Japan to appear so far down on the

rankings, but the culture has an insular approach to board-

room diversity; the majority of boards are lled by Japanese

men, with few women or non-Japanese.

COUNTRY INDEX

FIGURE 2: Female economic activity rate

Norway

Iceland

Sweden

China

UAE

Denmark

Chile

Italy

Turkey

0% 45% 90%

Pakistan

•

Top 5 performers

•

Bottom 5 performers

Studies have demonstrated a positive correlation between

women in leadership positions and a company’s nancial

performance. For example, in the Forbes 2010 “World’s 100

Most Powerful Women” issue, a study of the stock perfor-

mance of the 26 publicly traded companies run by women

on the list discovered that, as a group, they outperformed

the market, where most companies were run by male CEOs.

On average, the 26 companies beat the market by 28% and

their respective industries by 15%.

Additionally, research conducted by Catalyst, a nonprot

organization that promotes women in the workplace, found

that companies that have more female board members per-

form better than their male-dominated counterparts. On

average, these companies outperform by 53% on return on

equity, by 42% on return on sales, and by 66% on return on

invested capital.

WOMEN IN GOVERNMENT

The Nordic region has the highest percentage of women

in elected positions. Sweden is number one with 47%, fol-

lowed by Iceland (43%) and Finland (42%). Conversely,

Japan, Turkey and Brazil are in the bottom ve, with 11%,

9% and 9%, respectively. It is interesting to note, however,

FIGURE 4: Women in national parliaments

Argentina

Sweden

Netherlands

Finland

Romania

Iceland

Japan

Hungary

Turkey

0% 45% 90%

Brazil

•

Top 5 performers

•

Bottom 5 performers

FIGURE 3: Female representation on boards

Sweden

Norway

Latvia

slovakia

Chile

Philippines

Korea

UAE

Japan

0% 20% 40%

Portugal

•

Top 5 performers

•

Bottom 5 performers

that Argentina, which has low numbers of women on

corporate boards, has the third-greatest female representation

in the national parliament. This is due to a quota system the

government introduced in 1991 that requires political par-

ties to put one woman for every three men on their

party lists.

In an overall composite gender diversity index, Norway

is ranked as the most gender diverse economy, followed by

Sweden, Iceland, Finland and Denmark. The lowest-ranked

countries for gender diversity are Pakistan, the UAE and

Turkey. This isn’t surprising, given those countries’ religious

and cultural beliefs.

Country

Female employment

share rank

Female Activity

Rate rank

Women on

boards rank

Women in

parliament rank

Overall Weighted

Score

Rank

Norway 5 3 1 8 0.90 1

Sweden 7 4 3 1 0.88 2

Iceland 14 1 9 2 0.84 3

Finland 4 14 6 5 0.79 4

Denmark 9 2 12 6 0.79 5

Netherlands 19 11 17 4 0.72 6

New

Zealand

15 8 13 10 0.70 7

Latvia 6 20 4 30 0.67 8

Canada 8 7 15 21 0.66 9

Switzerland 28 8 26 13 0.63 10

Germany 20 25 24 11 0.63 11

Australia 23 12 21 17 0.63 12

Slovakia 31 30 5 31 0.61 13

Argentina 36 33 41 3 0.61 14

United

States

11 10 14 36 0.60 15

Austria 21 22 32 16 0.60 16

Lithuania 1 26 10 35 0.59 17

Spain 37 31 33 7 0.59 18

Belgium 26 42 35 9 0.59 19

Estonia 2 23 30 26 0.59 20

Thailand 16 6 25 45 0.59 21

Portugal 18 15 50 15 0.58 22

Israel 12 27 11 34 0.58 23

United

Kingdom

17 18 28 29 0.57 24

Bulgaria 13 37 16 25 0.57 25

Macedonia,

The former

Yugoslav

Rep. of

41 43 8 12 0.57 26

Philippines 43 35 2 24 0.56 27

China 44 5 31 22 0.56 28

Singapore 33 19 36 19 0.56 29

France 10 28 27 33 0.56 30

FIGURE 5: Composite gender diversity index by country

Country

Female employment

share rank

Female Activity

Rate rank

Women on

boards rank

Women in

parliament rank

Overall Weighted

Score

Rank

Russian

Federation

3 16 37 42 0.55 31

Romania 25 40 7 46 0.55 32

Slovenia 22 24 20 44 0.53 33

Poland 27 41 18 28 0.53 34

Ireland 30 21 29 43 0.51 35

Cyprus 29 17 43 40 0.51 36

Hungary 24 39 19 48 0.49 37

Luxembourg 32 38 42 27 0.49 38

Czech

Republic

34 34 39 37 0.47 39

Brazil 35 13 44 50 0.47 40

Mexico 45 44 34 14 0.47 41

Korea,

Republic of

38 32 47 41 0.44 42

Indonesia 46 29 40 32 0.43 43

Greece 42 45 23 39 0.43 44

Italy 40 48 45 23 0.42 45

Japan 39 36 49 47 0.41 46

Chile 47 47 46 38 0.35 47

Turkey 48 49 22 49 0.19 48

United Arab

Emirates

50 46 48 18 0.18 49

Pakistan 49 50 38 20 0.15 50

AGE DIVERSITY

People are living longer and, in some countries, healthier

lives. For the rst time in history, people age 65 and older

will outnumber children under ve. Aging populations are

a signicant challenge to governments, as they aect eco-

nomic growth, trade, migration, and put strains on pension

systems and other social programs.

To counter this, countries such as the U.S., U.K. and

Germany have announced plans to raise the threshold for

age-related entitlement programs. Having employees work

longer has two obvious economic benets: It boosts output and

reduces the length of time over which pensions need to be paid.

Participation rates for older workers vary considerably

among countries. Emerging economies in Asia and Latin

America show very high rates; Indonesia (52%) and the

Philippines (38%) have the highest rates of economic activ-

ity for workers 65 and older. However, this is likely due to

the number of older workers employed in the agricultural

sector, one of the major sectors for emerging economies.

The lowest rates of participation among older workers

are all in Europe. Of the 50 nations in the index, the bot-

tom 20 are in Europe. (The only exception is Iceland, which

ranks third (35%) in economic activity for those over 65.)

The ve lowest-ranking countries are Hungary, Belgium,

Slovakia, France and Luxembourg. These rates could change,

however, if more European countries adopt policies requir-

ing older workers to stay in the workforce longer.

INCOME DIVERSITY

Globally, income equality is anything but equal. Today, the

richest 1% of adults control 43% of the world’s assets, and

this inequality is expected to continue. To illustrate the

gap, consider the fact that in the early 1970s, the income

of the top 10% of wage earners in the U.S. was 3.5 times

greater than that of the bottom 10%. Today it is ve times

greater. And this isn’t an American-centric phenomenon;

other advanced economies such as the U.K. and Australia

have experienced a similar widening of the gap between

the rich and the poor.

In other parts of the world, the countries with the most

unequal income distribution (Brazil, Chile, Mexico and

Argentina) tend to have low income per capita.

1950 2000 2050

2011

FIGURE 6: Seniors vs. young children in world population

1,600,000

800,000

•

Population aged 0-4 (thousands)

•

Population ages 65 and

over (thousands)

1,200,000

400,000

1975 1992 2009

•

Australia

•

United States

•

United Kingdom

FIGURE 7: Ratio between top 10% of earners and bottom 10%

SECTORAL DIVERSITY

Since early 2008, the world economy has suered its longest

recession since the Great Depression of the 1930s. The reces-

sion has crippled governments around the globe, saddling

them with enormous decits and slow economic growth.

In today’s tough economic times, it is seen as vital for

countries to have a healthy balance of sectoral employment

to ensure sustainable growth and limit exposure to risk.

This is an intriguing shift in conventional wisdom, since

it diverges from the theory of comparative advantage, with

its drive to specialize. Germany, for example, is one of the

major economies to have maintained a strong industrial

base, and because of this the German economy recovered

from the recession faster than its European counterparts.

The top ve countries in terms of sectoral diversity are

Australia, Canada, Ireland, New Zealand and Russia. The

bottom ve performers, all of which are heavily reliant on

agriculture as a source of employment, are the Philippines,

Indonesia, China, Thailand and Pakistan.

EDUCATIONAL DIVERSITY

A government’s approach to education is arguably the

most important policy for economic growth. However,

it is important for a country’s population to have a wide

range of skills in order to meet the needs of companies.

If there are too many college graduates and not enough

lower-educated citizens, jobs in manufacturing or other

labor-intensive jobs go unlled. Conversely, an uneducated

populace can’t push the economy forward if they can’t

function in jobs like technology or nancial services.

New Zealand, the U.S. and Japan have the most educa-

tionally diverse populations, while Argentina, China and

the Czech Republic have the least diverse.

MIGRANT TALENT

The high mobility of labor, a key facet of globalization, has

a major impact on skilled labor forces. Since migrants are

frequently highly skilled and motivated, they are vital assets

to driving economies. For instance, a study published in

the October 2006 issue of the National Institute Economic

FIGURE 8: Index of sector diversiﬁcation

Ireland

Australia

New Zealand

Russia

Philippines

Canada

Indonesia

China

Thailand

1.5 2.1 2.7

Pakistan

•

Top 5 performers

•

Bottom 5 performers

Review found that roughly 17% of GDP growth in the

U.K. was attributable to migrants.

The UAE has the largest stock of migrant labor—

a whopping 87%. This is due to the fact that Emirati

nationals account for just 19% of the total UAE popula-

tion, much lower than the percentage of nationals in other

Middle Eastern states such as Oman and Bahrain.

Luxembourg, with a labor force that is nearly half

migrant (48%)—mostly from Germany, France and

Belgium—comes in second, followed by Singapore (30%).

COUNTRY INDEX SUMMARY

Norway holds the top rank in our global index of employee

diversity, followed by New Zealand, Iceland, Australia,

Switzerland, the Netherlands and Canada. The U.S. ranks

Country Gender Language

Country

of birth

Age Part-time Education Income Sector

Weighted

Index

Weighted

Index Rank

Norway 0.90 0.77 0.06 0.71 0.59 0.33 0.97 0.81 0.67 1

New

Zealand

0.70 0.12 0.21 0.76 0.61 0.70 0.61 0.95 0.63 2

Iceland 0.84 0.02 0.04 0.99 0.33 0.46 0.80 0.87 0.62 3

Australia 0.63 0.15 0.25 0.67 0.65 0.62 0.78 1.00 0.61 4

Switzerland 0.63 0.64 0.26 0.64 0.68 0.30 0.79 0.87 0.60 5

Netherlands 0.72 0.46 0.04 0.55 1.00 0.38 0.87 0.76 0.60 6

Canada 0.66 0.65 0.02 0.66 0.42 0.47 0.73 0.96 0.60 7

Philippines 0.56 1.00 0.05 0.86 0.73 0.57 0.39 0.40 0.59 8

United

States

0.60 0.41 0.15 0.70 0.22 0.65 0.36 0.91 0.57 9

Sweden 0.88 0.19 0.05 0.55 0.27 0.45 0.94 0.80 0.56 10

Israel 0.58 0.78 0.03 0.55 0.50 0.47 0.53 0.82 0.56 11

Argentina 0.61 0.25 0.08 0.76 0.58 0.21 0.34 0.87 0.54 12

Denmark 0.79 0.06 0.05 0.53 0.50 0.38 0.88 0.79 0.53 13

Latvia 0.67 0.70 0.17 0.37 0.24 0.34 0.58 0.85 0.53 14

Singapore 0.56 0.88 0.35 0.52 0.19 0.35 0.28 0.70 0.53 15

Estonia 0.59 0.56 0.19 0.37 0.25 0.47 0.75 0.90 0.51 16

United

Kingdom

0.57 0.16 0.09 0.56 0.59 0.48 0.72 0.82 0.51 17

Ireland 0.51 0.26 0.16 0.56 0.37 0.50 0.83 0.95 0.51 18

Finland 0.79 0.16 0.02 0.42 0.27 0.31 0.91 0.84 0.50 19

Austria 0.60 0.63 0.12 0.38 0.32 0.22 0.91 0.91 0.50 20

Spain 0.59 0.51 0.16 0.36 0.18 0.41 0.72 0.90 0.49 21

Indonesia 0.43 1.00 0.00 1.00 0.45 0.27 0.59 0.24 0.49 22

Germany 0.63 0.22 0.10 0.38 0.59 0.30 0.88 0.80 0.49 23

Belgium 0.59 0.86 0.09 0.05 0.35 0.51 0.89 0.79 0.49 24

Thailand 0.59 0.89 0.04 0.72 0.31 0.42 0.42 0.22 0.48 25

ninth on the index, and the U.K. comes in at number

17. The least diverse workforces are in Poland, Pakistan,

Hungary, Turkey and the Czech Republic.

FIGURE 9: Normalized scores and overall composite diversity index by country

Country Gender Language

Country

of birth

Age Part-time Education Income Sector

Weighted

Index

Weighted

Index Rank

United Arab

Emirates

0.18 0.91 1.00 0.69 0.01 0.34 0.47 0.65 0.48 26

Cyprus 0.51 0.43 0.20 0.40 0.22 0.44 0.84 0.91 0.48 27

Lithuania 0.59 0.40 0.00 0.22 0.41 0.50 0.63 0.85 0.47 28

Mexico 0.47 0.16 0.00 0.87 0.29 0.37 0.17 0.75 0.46 29

Brazil 0.47 0.03 0.00 0.90 0.43 0.27 0.00 0.67 0.45 30

Russian

Federation

0.55 0.33 0.04 0.35 0.28 0.22 0.44 0.94 0.45 31

Luxembourg 0.49 0.59 0.55 0.11 0.14 0.29 0.81 0.83 0.45 32

Macedonia 0.57 0.67 0.08 0.31 0.14 0.25 0.42 0.76 0.44 33

Korea,

Republic of

0.44 0.00 0.03 0.61 0.18 0.57 0.75 0.88 0.43 34

China 0.56 0.58 0.00 0.67 0.48 0.18 0.46 0.24 0.43 35

Portugal 0.58 0.02 0.05 0.45 0.19 0.29 0.64 0.81 0.42 36

Japan 0.41 0.03 0.01 0.53 0.25 0.65 0.57 0.70 0.40 37

France 0.56 0.32 0.06 0.11 0.23 0.26 0.80 0.86 0.40 38

Romania 0.55 0.20 0.00 0.38 0.41 0.24 0.65 0.60 0.40 39

Chile 0.35 0.04 0.02 0.66 0.21 0.29 0.15 0.88 0.39 40

Italy 0.42 0.70 0.09 0.12 0.21 0.25 0.75 0.83 0.39 41

Greece 0.43 0.20 0.11 0.20 0.09 0.58 0.70 0.87 0.39 42

Slovenia 0.53 0.20 0.01 0.18 0.10 0.34 1.00 0.84 0.38 43

Bulgaria 0.57 0.26 0.00 0.17 0.06 0.32 0.69 0.78 0.38 44

Slovakia 0.61 0.36 0.00 0.14 0.00 0.24 0.94 0.72 0.37 45

Poland 0.53 0.07 0.00 0.13 0.16 0.40 0.75 0.84 0.37 46

Pakistan 0.15 0.90 0.03 0.98 0.28 0.29 0.77 0.00 0.34 47

Hungary 0.49 0.18 0.01 0.00 0.00 0.36 0.94 0.84 0.33 48

Turkey 0.19 0.34 0.03 0.64 0.13 0.29 0.48 0.56 0.32 49

Czech

Republic

0.47 0.08 0.02 0.18 0.03 0.12 0.93 0.71 0.30 50

DELOITTE:

HOW A GLOBAL

POWERHOUSE BUILDS A

MULTICULTURAL WORKFORCE

At Deloitte Touche Tohmatsu Limited (DTTL), diversity and inclu-

sion (D&I) have been at the core of business strategies for the past

25 years.

“Deloitte

believes that an organization that is diverse is stron-

ger. It can draw on countless skills. It can innovate better. It can

reach a greater number of markets. It can team more effectively,”

says Barry Salzberg, DTTL Global CEO.

Deloitte provides audit, tax, consulting and ﬁnancial services

to clients in more than 150 countries, and one of its core val-

ues is “strength from cultural diversity.” Diversity at Deloitte is

reﬂected throughout the ranks. The current U.S. chairman, Punit

Renjen, is Indian, and Joseph Echevarria, the U.S. CEO, is Hispanic.

“This didn’t happen through force, but grew organically from how

Deloitte operates,” says Salzberg. “Diversity is not something you

do on the side—not if you want to be successful—and it can’t be

separate from the ‘real’ business of the organization.”

DTTL has a global diversity strategy that allows for customiza-

tion on a regional level. “Deloitte does not have a singular country

culture that dominates. Instead, Deloitte has teams that develop

regional strategies that are consistent with local values in their

regions,” Salzberg explains.

And in the eyes of its competitors and the business community at

large, Deloitte is viewed as having taken an early lead in incorporat-

ing D&I into many of its markets. One case in point: Southern Africa.

DELOITTE SOUTHERN AFRICA: BREAKING NEW GROUND

AND SHATTERING RACIAL BARRIERS

Deloitte Southern Africa (DSA) operated for more than 40 years

before apartheid was introduced in 1948. DSA took an unprec-

edented stance in 1976 with the launch of its Black, Indian and

Colored Committee. Led by then-CEO John Massey, the group of

like-minded partners actively recruited black trainee accountants

and supported them to become Chartered Accountants.

In 1996, DSA formalized it’s black advancement initiatives

and took steps to ensure that black accountants were integrated

into the member firm’s everyday business in a sustainable

way. The result was the establishment of the Multi-Cultural

Development Program (later called the Transformation Strategy)

under Global Diversity Leader DTTL Vanessa Borchers. The vision

of the program was “to be a truly Southern African ﬁrm in terms of

race, gender and organizational culture and to promote the prin-

ciple of strength through diversity,” says Borchers. Today more than

80% of the partners and directors in DSA have come up through

the ranks, starting as junior professionals in the member ﬁrm. In

addition, 52% of DSA employees are women, and 46% are black;

28% of the partners are black; black females account for 20%

of the executives; and blacks compose two-thirds of the board.

“People within and outside of the industry recognize that DSA has

done something different and sustainable,” says Diane Schneider,

Talent and Transformation Lead, DSA.

17 © Copyright Forbes 2012

As used in this story, “Deloitte” means Deloitte Touche Tohmatsu Limited

member firms.

DELOITTE U.S. INDIA: TARGETING WOMEN

In 2001, Deloitte United States started its offshore operations in

India with about 50 professionals. Today the Deloitte U.S. India

ofﬁces (USI) employ 14,000 professionals and operate in four cities:

Hyderabad, Mumbai, Bengaluru and New Delhi.

The USI workforce is the youngest within Deloitte. About 65%

of the workforce is less than 30 years of age, approximately 35%

are women, and about 60% are from non-metropolitan regions.

Culturally, India is very family-centric. “In India, more so than

in other places, home and work lives meld,” says Deloitte USI

Consulting Managing Director Parag Saigaonkar. “And there can be a

lot of family pressure for balancing work and extended family respon-

sibilities, particularly for women who are married and have children.”

To address this, Deloitte USI created The Women’s Initiative

(WIN) in 2006, leveraging the success of the program in Deloitte

United States. The WIN process begins at the recruiting stage.

Deloitte USI has relationships with several of the top female-only

colleges in India, and the member ﬁrm holds Recruitment Days

on these campuses to connect with potential new hires. Once the

women are hired, Deloitte USI has initiatives in place to help them

to advance through the ranks, such as an apprentice program that

connects junior women with high-proﬁle mentors; this program has

been so successful that USI now has two women in the pipeline to

become U.S. directors.

Today 38% of the 14,000 Deloitte USI professionals are

women, and the number of women in management positions con-

tinues to grow sharply.

DELOITTE MIDDLE EAST: RETENTION AND ADVANCEMENT

OF WOMEN

Although the number of women who work continues to increase,

the Middle East lags behind other regions in the world, with women

making up just 33% of the workforce.

So Deloitte Middle East (ME) created the Deloitte Retention

and Advancement of Women (DRAW) program, sponsored by Omar

Fahoum, the chair and CEO of Deloitte ME. DRAW is focused on

recruiting top female talent, advancing these women into leader-

ship roles, and ensuring that women are represented at all levels

throughout the organization. One of the initiatives Deloitte ME

launched resulted in the institution of ﬂexible and part-time poli-

cies. “It is very unusual for any company in the Middle East to offer

ﬂextime policies while also supporting people who take advantage

of these policies in advancing their careers, but we knew it was

important if we wanted to retain women,” says Rana Ghandour

Salhab, Talent & Communications Partner, Deloitte ME.

Deloitte ME’s efforts in the region are paying off. The number

of women in Deloitte ME increased to 27% in 2010, up from 24%

in 2009, and to 35% in the Levant countries. Women in managerial

roles have increased as well: 20% in 2010 compared with 11% in

2009, and 33% in the Levant countries. Additionally, the number of

women in leadership roles has grown dramatically, to eight women

partners and principals by June 2010.

GENDER DISTRIBUTION

The fastest-growing sector for both men and women is the

services sector. This reects the global movement away

from the agricultural and industrial sectors to a more ser-

vice-oriented economy.

Overall, however, the labor force is highly divided

by gender. Based on an analysis of the labor markets of

58 countries, health and education top the rankings for

women, with more than two-thirds of teachers and nurses

being female. Hotels and catering rank next, followed by

nancial services and “other” services. At the bottom of

this rank is construction and mining, predominantly male

industries given the physical demands of the work.

ETHNICITY IN THE U.S. AND U.K. WORKFORCES

The U.S. and the U.K. are the only countries that track

employment data in regards to ethnicity. The hotel and

catering sector ranks the highest as the most ethnically

diverse workforce. This is followed closely by the health-

care industry: One-third of its workers are non-white. This

is due, in part, to a nursing and aide shortage in the U.S.

and the U.K., where institutions and facilities have increas-

ingly been looking to foreign-born workers to ll the gap.

AGE DISTRIBUTION

Agriculture is the sector with the most age-diverse work-

force—not surprising, as farming tends to be a family aair.

The hotel and catering sector ranks second and has the

largest share of employees under age 25 (20%). The least

diverse sectors are utilities and mining, with the bulk of

their workforce in the 40-49 age bracket.

GEOGRAPHIC DISTRIBUTION

In order to avoid unnecessary risks and to ensure future

growth prospects, sectors should be dispersed around

the globe. The most evenly distributed sectors are busi-

ness services, health, nancial services, and transport and

communications. Agriculture is the least geographically

dispersed sector, with global employment largely being

concentrated in a small number of countries including

China and other emerging Asian economies.

SECTOR INDEX

FIGURE 10: Proportion of female employment

Hotels and catering

Health

Financial services

Other services

Distribution and retail

Education

Business services

Agriculture, forestry and fishing

Manufacturing

0% 40% 80%

Utilities

Transport and communications

Public administration

Mining

Construction

FIGURE 11: Proportion of non-white employment

Transport and communications

Health and catering

Public administration

Construction

Manufacturing

Health

Education

Distribution and retail

Business services

0% 40% 80%

Agriculture, forestry and fishing

Financial services

Other services

Utilities

Mining

1980 2000 2020

FIGURE 12: World agricultural output (% share)

•

Eastern Europe

•

Western Europe

•

North America

•

Emerging Asia

•

Advanced Asia

45%

30%

SECTORAL SUMMARY

Health is the leading sector and scores well on gen-

der, working hours and geographic distribution variables.

Hotels and catering comes in second, and the bottom three

are construction, utilities and mining.

The rankings did not, however, take into account the

dierent types of jobs that workers perform across the sec-

tor. For instance, the senior managers in the hotel and

catering sector are less likely to be women or minorities,

who likely ll lower-ranking jobs such as maids or bellhops.

Sector

Geographical

spread

Gender Ethnicity Age Part-time Disability

Weighted

index

Weighted

index rank

Health 0.94 1.00 0.76 0.20 0.87 0.04 0.68 1

Hotels and

catering

0.82 0.70 1.00 0.53 0.80 0.04 0.67 2

Education 0.76 0.89 0.53 0.14 0.69 0.04 0.56 3

Business

services

1.00 0.49 0.45 0.37 0.62 0.03 0.52 4

Other

services

0.21 0.61 0.14 0.48 1.00 0.04 0.50 5

Distribution

and retail

0.83 0.56 0.45 0.36 0.49 0.04 0.48 6

Agriculture,

forestry and

ﬁshing

0.00 0.40 0.27 1.00 0.57 0.06 0.45 7

Financial

services

0.87 0.67 0.18 0.10 0.33 0.03 0.41 8

Transport

and

communications

0.87 0.19 0.76 0.16 0.33 0.04 0.36 9

Public

administration

0.67 0.13 0.71 0.04 0.31 0.04 0.28 10

Manufacturing 0.36 0.38 0.57 0.16 0.14 0.04 0.27 11

Construction 0.36 0.00 0.66 0.27 0.12 0.03 0.20 12

Utilities 0.65 0.23 0.05 0.01 0.11 0.04 0.19 13

Mining 0.34 0.11 0.00 0.00 0.00 0.04 0.08 14

FIGURE 13: Normalized scores and overall composite diversity index by sector

21 © Copyright Forbes 2012

ROYAL DUTCH SHELL:

INVESTING IN QATAR’S

WORKFORCE AND ITS FUTURE

With operations in more than 90 countries, Royal Dutch Shell PLC

deﬁnes diversity as “all the ways we differ,” which includes visible

differences such as age, gender and ethnicity, along with such non-

visible traits such as thinking styles, religion and nationality.

Few places offer more cultural diversity concentrated in a sin-

gle country than Qatar does, where Shell has built and started

up the Pearl GTL plant, the world’s largest oil and gas construc-

tion site and largest gas-to-liquids (GTL) plant, which turns natural

gas into cleaner-burning liquid fuels. “We had about 50,000 con-

struction workers from across the globe and had to make sure

everyone was committed to safety basics such as wearing seat

belts when they drove and wearing complete protective equipment

on the site,” says Carol Cameron, Shell’s Executive Vice President

of Human Resources for Global Functions. “It’s a real meeting

place of cultures, but we had to unify everyone around a common

safety culture.”

From the beginning safety has been foremost in the mind of

Andy Brown, Executive Vice President Qatar and Managing Director

at Pearl GTL. “For me,” says Brown, “there has been no greater

challenge on Pearl GTL than ensuring everyone goes home safely

every day. I believe we have created a culture of safety here.”

Shell set about fostering that culture by convening a work-

shop with all the CEOs of major contractor companies working on

the 12 main Pearl GTL sub-projects, who all visited the site on six

different occasions to experience personally the stages of the proj-

ect and the focus needed to create a culture of safety among such a

diverse workforce. These experiences were instrumental in creating

a common approach to safety that bridged multiple companies and

cultures. “In 2006,” says Brown, “we invited these CEOs to per-

sonally sign a charter committing them to safeguard the safety and

welfare of all their workers. Due to the rapidly growing construc-

tion environment, many thousands of these workers arrived with no

experience on a major construction project, so the challenge was

enormous and this commitment essential. No one got to work on

the site without training in safety and work fundamentals.” Efforts

like this resulted in the achievement of 77 million hours of work LTI

(Lost Time Injury) free in 2010, a record for Shell and almost double

the previous record for the company.

Qatar’s small national population presents some unique chal-

lenges. Out of the 1.7 million inhabitants, only 300,000 are

Qatari nationals, and the rest are resident workers from around

the world. In June 2000, as part of the 2030 National Vision pro-

gram, HH the Emir, Sheikh Hamad bin Khalifa Al Thani, established

“Qatarization,” which requires companies working in the country

to employ Qataris and focus on their professional development to

ensure their representation at all levels in Qatar-based companies.

The Qatarization plan calls for all Qatar-based companies in the

energy and industry sector to ﬁll at least half the permanent posi-

tions with Qataris.

While Qatarization dovetails nicely with Shell’s global com-

mitment to hire locally, the company faces competition for Qatari

talent. Another challenge results from the family-oriented Qatari

culture: Qataris worry that working in an international company

will not enable them to maintain proper work/life balance and meet

family commitments. Government agencies and local companies

are seen as more sensitive to Qatari needs. This makes recruiting

women, who are the majority of the university graduates, particu-

larly challenging. “We have looked closely at our local policies and

practices to make sure they can ﬁt Qatari culture, needs and expec-

tations, and this has shaped our recruiting campaigns,” says Rima

Saidi, Shell Qatar’s Talent Manager.

To address issues of cultural diversity, Saidi, her colleague

Michael Killingsworth, Vice President of Learning & Organizational

Effectiveness, and Ruth Bourne, a member of Shell’s global Diversity

& Inclusion consulting practice, created a one-day program called

“Working Across Cultures.” The course includes role-playing ses-

sions and guidance to help participants understand how to better

navigate the broad array of cultural differences in Qatar.

The program was so successful that it is now mandatory for all

new and transferring employees. “Cultural intelligence is a key skill

that all our staff has to acquire to appreciate the differences and

work more effectively as a team,” says Saidi.

Shell also offers Qatari school graduates technical training for

maintenance and operations jobs at Pearl GTL, as well as English-

language and safety courses. The best among the participants may

be sponsored for additional university education. It’s this reputa-

tion for active career enhancement that helps Shell attract staff

to make the 80-kilometer commute from Doha to the plant site in

Ras Laffan.

Shell now employs 230 Qataris, up from just 14 in 2006. The

company has also established a world-class research and devel-

opment facility and a learning center at the Qatar Science &

Technology Park, and is committed to spending $100 million on

related programs over ten years.

Shell’s diversity and inclusion initiatives in Qatar have been recog-

nized even at this early stage of Qatar Shell’s growth. Shell is the only

international energy company to have won the industry’s Qatarization

award, and the only company to win it three years in a row.

Looking forward, Shell implemented a program this year for

high-potential Qatari employees. The yearlong program matches

candidates with mentors/sponsors from the leadership team who

help groom them for an eventual move to senior positions. Short-

term international assignments also serve to expose them to other

parts of Shell. “When you are going into a country, you have to

invest in the country’s people,” says Cameron. Qatar Shell has the

advantage of applying excellent global Shell systems for recruit-

ment, development and career building, but success has come

from increasing understanding of the diverse characteristics of the

workforce, and the use of a variety of approaches across as many

aspects of diversity as possible. The country may be small, but the

large importance of D&I to the success of the business in Qatar can-

not be overestimated.

ETHNIC BACKGROUND

Again, using data from the U.S. and the U.K. as these are

the only countries that track employment data about eth-

nicity, Caucasians make up the majority of the workforce;

more than 90% in the U.K. and more than 80% in the U.S.

And by using “non-white” as a measure, it is evident that

there are fewer minorities in higher-skilled professions and

positions. Less than 15% of managers and senior ocials are

minorities, with just a slightly higher percentage holding

jobs in professional occupations such as lawyers, archi-

tects and nancial consultants. The greatest proportion of

OCCUPATION INDEX

FIGURE 14: Percentage of non-whites employed

Process, plant and machine

Skilled trades occupations

Armed forces

Administrative

Elementary occupations

Personal service occupations

Sales and customer service

Professional occupations

Manager and senior officials

0% 25% 50%

non-white workers make their living in skilled-trade occu-

pations (almost 50%). This nding underscores the view

that it is dicult to get minorities into C-level jobs.

GENDER DIVERSITY

The most “female-friendly” broad occupational category

is administrative and secretarial, where approximately

three-quarters of workers are women. The second-ranking

occupation is personal service, and the lowest ranked are

process, plant and machinery occupations, the military and

skilled trades.

FIGURE 15: Proportion of female employment

Professional occupations

Administrative and secretarial

Sales and customer service

Elementary occupations

Manager and senior officials

Personal service occupations

Process, plant and machine

Armed forces

Skilled trades occupations

0% 40% 80%

DISABLED EMPLOYEES

The top occupations for employees with disabilities are

process, plant and machine workers, personal services, and

administrative and secretarial positions. With the exception

of the military, however, the dierences among occupa-

tions in this regard are small, ranging roughly from 3%

to 5%.

OCCUPATIONAL INDEX SUMMARY

Administrative and secretarial occupations are the most

Occupation Ethnicity Gender Disability Weighted Index

Weighted Index

Rank

Administrative and

secretarial occupations

0.28 1.00 0.87 0.76 1.00

Personal service

occupations

0.58 0.77 0.91 0.75 2.00

Sales and customer

service occupations

0.20 0.66 0.80 0.55 3.00

Elementary

occupations

0.22 0.58 0.79 0.51 4.00

Professional

occupations

0.05 0.72 0.62 0.50 5.00

Process, plant and

machine operative

0.54 0.20 1.00 0.46 6.00

Skilled trades

occupations

1.00 0.00 0.77 0.45 7.00

Manager and

senior ofﬁcials

0.00 0.51 0.68 0.39 8.00

Armed forces 0.46 0.11 0.00 0.19 9.00

FIGURE 16: Normalized scores and overall composite diversity index by

occupation (U.S. and U.K. data only)

diverse, followed by personal service, and sales and customer

service. The least diverse occupation, not surprisingly given

the physical demands, is the military (which actually scores

reasonably well on ethnic diversity but low on gender and

disability). Unfortunately, managers and senior ocials are

the second least diverse category, illustrating the diculties

that still face minorities and women in reaching the top of

the corporate ladder.

HEWLETT-PACKARD:

THE BEST OF THE BEST

With more than 324,000 employees in 170 countries, Hewlett-

Packard’s diversity programs encompass eight dimensions, including

age, gender and disability, through 125 employee groups. They fall

under the umbrella of what Chief Diversity Ofﬁcer Jennifer Rickard

refers to as cascaded leadership, or a system of forums and boards

that aim to coordinate the groups globally and connect them to the

company’s leadership. HP’s Diversity & Inclusion focus varies region-

ally. As an example, the Asia Paciﬁc and Latin America regions are

seeing an explosion of young people in the workforce. With new

generations come new expectations about career paths and work

styles, making the young employees networks, or YEN, especially

important there. HP has historically been in the forefront of social

and employee trends. For example, the company’s LGBT (Lesbian,

Gay, Bisexual and Transgender) group, created in San Francisco in

the 1970s, was among the ﬁrst such groups in the country.

The groups are a source of inspiration for their members and

also inspire creativity within the company. “You have to have the

right type of environment to foster creativity and innovation, it’s

not enough just to bring diverse talent together,” says Rickard.

In Saudi Arabia, HP was the ﬁrst international information tech-

nology company to hire female employees. HP started its Saudi

operations more than 30 years ago, and it employs hundreds of

people in the Kingdom, mostly in the enterprise and service divi-

sions and in the personal systems and imaging and printing groups.

Historically, Saudi women were allowed to work only in healthcare

and education, and were not allowed to work for private compa-

nies. Up until 2005, HP’s entire Saudi workforce had to be male.

In 2006, the government implemented new regulations to allow

females to work in the private sector, and HP hired its ﬁrst female

employee then, says Ziad Mortaja, Managing Director of HP Saudi

Arabia. Today approximately 15% of the company’s employees in

Saudi Arabia are women, and they work across multiple functions.

In compliance with the local laws and with respect to the coun-

try’s traditions, the company provides a separate section in the

ofﬁce for women. Mortaja has just tripled the size of the women’s

section to make room for more female employees. Apart from the

separate workspace, female employees get exactly the same ben-

eﬁts as men. There are still certain roles women cannot perform,

such as making sales visits in person to customers, but nothing

prevents women from making sales calls on the phone. “For the

young, it’s a dream to work for a private company that spurs inno-

vation and respects the local culture. We see a lot of energy, talent

and potential in our female employees,” Mortaja adds.

So far, female employees have done very well for HP Saudi

Arabia. Turnover is less than 1%, versus the industry average of 10%

to 20%, and there are so many qualiﬁed female candidates that

Mortaja says: “My biggest challenge is to pick the best of the best.”

Addie van Rooij, Vice President of Human Resources for HP

Europe, Middle East and Africa (EMEA), says that in the Middle

East, Mediterranean and Africa (MEMA), a larger percentage of

women graduate with technical degrees than in Western countries.

It is, therefore, easier to ﬁnd female employees for HP in countries

such as Egypt, Morocco or Tunisia, where HP has technical support

centers. In these countries over 40% of HP’s employees are female,

which is higher than the average for EMEA. Unlike in Saudi Arabia,

women in these MEMA countries are also employed in sales roles.

“For people who are not from this part of the world, the per-

ception is that it’s a very traditional society, but it’s no longer the

case,” says van Rooij. For his part, Mortaja sees his role as helping

tranfer the best of HP to Saudi Arabia. “The Kingdom is undergoing

a transformation, and we want to play the role of a positive agent,”

he says. He believes that one day HP Saudi Arabia will be run by a

female managing director.

DIVERSITY IS INTEGRAL TO GROWTH

Diversity is mandatory in order to sustain economic

growth, for a country, a sector or even a company. Keeping

up with a changing global workforce requires companies,

in particular, to examine their needs and adjust their busi-

ness strategies accordingly.

This analysis indicates that a number of key trends will

drive diversity and inclusion agendas over the next decade:

Government Legislation

Following the Norwegian success

with compulsory quotas for female representation on corpo-

rate boards, other countries such as Spain and Iceland have

followed suit. Over the next decade, other countries will

adopt similar regulations, as voluntary eorts have failed.

In regards to women holding more positions in public

oce, some countries, such as Argentina and Poland, have

laws in place to ensure that more women serve in their

governments. There may be other countries that take simi-

lar actions, but this probably won’t be as widespread as the

movement to put women on company boards.

Female Economic Activity

The proportion of women

entering and staying in the workforce is typically lower

in developing economies, and even in some more devel-

oped countries, due to cultural and religious beliefs.

Economically inactive women pose a nancial burden on

public nances, and as global demographics shift, more

women will be forced to participate in the labor market.

Some countries such as Chile have taken steps to improve

childcare availability and extend maternity leave. Those

countries that choose not to take action may nd them-

selves at an economic and competitive disadvantage.

An Aging Workforce

One of the major concerns for gov-

ernments around the globe is their aging demographic as

well as mounting pension and healthcare costs. Additionally,

an aging population has the potential to slow economic

growth, particularly if older workers retire and there are

FUTURE DIVERSITY TRENDS

fewer younger workers available to take their place. More

governments—particularly the ones in advanced econo-

mies—will raise the retirement age.

More Flex Time

In order to keep older people and women

in the workforce, more companies will oer exible work

schedules. And given the global shift toward service indus-

tries, it is easier for employees to work from home, thus

allowing parents of young children to continue to partici-

pate in the labor market.

Rebalancing Economies

Since the global recession, “rebal-

ancing economies” is the new catchphrase. This can mean

anything from the balance between spending and debt to

the balance between domestic and foreign demands. For

instance, there’s been talk in the U.S. and the U.K. about

shifting toward such sectors as high-tech manufacturing and

away from nancial and business services to reduce the eco-

nomic risk. It is likely that more countries will take stock

of their sector balances and rebalance them to be more eco-

nomically sound.

Examining Imports

In order to continue to reduce risk, both

countries and businesses will have to diversify the sources of

imported goods and production inputs. For example, Italy

has relied on Libya for more than 20% of its oil and found

itself feeling vulnerable in light of the recent unrest. It is

rethinking future sources of supply. Other countries and

businesses will also spread their risks and will source materi-

als from a more diverse range of locations.

Changing MIgration Patterns

Today migrants are increas-

ingly important to many countries’ labor forces. In many

instances, migrants are employed in low-level jobs such

as construction and personal services. But many coun-

tries have reached a saturation point in regard to their

immigrant population; combined with higher levels of

unemployment, this should cause migration to subside

over the coming years. However, the trend will be toward

migrants with high-level skills, as companies are keen to

capture the most talented individuals from the global pool.

Diversity Will Continue to Drive Business Strategy

Corporations will continue to evolve their diversity and

inclusion eorts as part of their business plans. A diverse

workforce is critical to reecting a global society and

companies’ customer base. It allows executives to under-

stand their clients’ needs better and communicate more

eectively. Additionally, diversity drives innovation and

fosters competitiveness.

ERICSSON:

HOW A GLOBAL COMPANY

ADDRESSES DIVERSITY

Telecommunications ﬁrm Ericsson is a global giant. The company

operates in more than 180 countries around the world; more than

40% of the world’s mobile trafﬁc passes through its systems. In

order to support such a massive organization, Ericsson needs to

recruit and retain top talent in all parts of the world.

“Globality is diversity,” says Bina Chaurasia, Senior Vice

President and Head of Human Resources. “And we embed this

perspective in our diversity, recruiting and retention efforts at

Ericsson.” The Stockholm-based ﬁrm takes a global approach to

diversity and inclusion but encourages regional efforts as well to

better serve the needs of its customers in different parts of the

world. For example, in Sweden, the company is focused on recruit-

ing more young engineers, and in Ireland and Hungary, Ericsson

works with various educational institutions at different levels to

increase the number of female technical students.

While each country and region in Ericsson focuses on address-

ing the unique diversity challenge it faces, one of the company’s

notable efforts has been its initiative to recruit and retain female

talent in India. This isn’t a simple task. For one thing, in India gen-

der diversity overall is low, and within the telecom industry it is

even lower.

One of the measures Ericsson has taken in regards to

employee beneﬁts is to strengthen maternity leave policies for

its female employees in India. The normal leave is 12 weeks. To

encourage women to return to work, Ericsson offers an additional

paid month of leave and allows another two months of unpaid

leave. Additionally, the company offers ﬂextime hours for three

months after a woman returns from maternity leave. According to

Girish Johar, VP of HR for India, 36 women have taken advantage

of the program over the past 18 months.

The company also added a daycare allowance to help out work-

ing mothers who might not have a family member who is willing to

help. Ericsson’s female employees receive a reimbursement of 5,000

rupees a month until the child reaches three years of age. “We don’t

want women to leave and not come back, or to go somewhere else.

These beneﬁts have had a positive impact,” says Johar.

On the recruitment and development fronts, Ericsson has

taken a proactive stance to get more women into the company

and strengthen their career path once they are there. The company

instituted a referral program that awards a higher bonus to any

employee who refers a woman who is hired by Ericsson. One hun-

dred and ﬁfty women have been hired in the past 18 months as a

result of this initiative.

Ericsson also works closely with universities. It offers free tele-

communications studies to both female and male students through

the EXCEL Certiﬁcation Program to get them interested in the tele-

com industry. The EXCEL program is currently being offered in 50

universities, and this year 37% of the enrollees are women. There is

solid evidence that Ericsson’s efforts are paying off: In 2010, 34%

of Ericsson’s engineers in training were women, and by fall of 2011,

that number reached 43%.

The importance of diversity to Ericsson—and why it

matters—is discussed at all levels of the corporation. The company

regularly conducts leadership team meetings, employee meetings,

town halls and focus group discussions with managers and employ-

ees about diversity and how critical it is for the company’s success.

In addition, all managers and newly hired employees have to go

through mandatory gender training. “You have to have the whole

organization involved so that everyone understands how important

diversity is,” says Johar.

Ericsson’s multi-pronged approach in India is showing concrete

results in that country. In 2009, 8.7% of employees were women;

today that number is 13.8%. One of these hires, engineer Surabhi

Bhargava, joined the company in 2009. She says she’s amazed at

how much she’s learned since then. “If it was only work and no fun,

I‘d feel like a geek. I feel I am in a very friendly working environ-

ment, and where I am a global citizen.”

Another female employee, Koel Chakrabarty, joined Ericsson

in 2007 from another company and has since been promoted to

Director of Communication Services & Broadband.

Ericsson supported her transition into a leadership role by pro-

viding training, guidance and mentoring, as well as having her

attend training courses at IIM Ahmadabad and ISB Hyderabad,

top-notch business schools in India. She now leads a team of ten

employees. “Ericsson has offered me opportunities to continu-

ally evolve in both the technology and leadership dimensions,”

says Chakrabarty.

In India, and in all of the countries where Ericsson does busi-

ness, a global, diverse workforce is the key to the company’s

success. “Innovation is important to Ericsson, and this innovation

comes from our global employee base, which allows us to serve our

global customers better,” adds Chaurasia.

The U.S. collects more detailed employee diversity data than

any other country. The Current Population Survey (CPS)

monitors information on gender and ethnic diversity across

more than 500 occupations and 300 industry categories.

Across the U.S. economy in 2010, 47.2% of the work-

force were women, slightly below the percentage of

working-age women (51.5%). However, the U.S. has a

higher female activity rate than most countries.

In regards to ethnicity, 30% of employees were from

three main ethnic groups: Hispanic/Latino (14%), African

American (11%) and Asian (5%). Relative to their representa-

tion in the overall population, Hispanic workers are slightly

overrepresented in the workforce, African Americans

slightly underrepresented, and Asians on par for their group.

It is worth noting, however, that as one climbs the cor-

porate ladder in business and nancial services, women and

minorities decrease dramatically in their representation.

Of the 1.5 million chief executives in the U.S. (includ-

ing small rms), only 25% are women. And the percentage

of CEOs from the three major ethnic groups combined is

a dismal 11%. In terms of overall diversity, only farmers,

military personnel and a few types of engineer score lower

than CEOs.

In sharp contrast to CEOs, the vast majority of human

resources specialists are women (70%). Additionally the

proportion of African Americans and Hispanics in this eld

is higher than average, 14% and 10% respectively.

However, when it comes to minorities and women in

APPENDIX: A CLOSER LOOK AT U.S. DIVERSITY

math- and science-oriented elds, they are vastly under-

represented except for Asians. Just one in ve software

engineers are women, but nearly one-third are Asian. And

looking across all math and science occupations, that share

of Asians is more than three times higher than would be

expected by their share of the total population.

Some industries, however, have made great strides

in increasing the number of women and minorities they

employ. Of the U.S.’s 1.6 million auditors and accoun-

tants, six out of ten are women, and almost one in four are

African American, Hispanic or Asian. This can be directly

attributed to the diversity eorts of the Big Four—Deloitte,

KPMG, PricewaterhouseCoopers and Ernst & Young—to

add more women and minorities in their rms.

Women are also well represented at the managerial

level in nancial services. More than half of the 1.1 million

nancial managers are women.

Unfortunately, when examining the U.S. economy as a

whole, a notable dierence is apparent in the likelihood that

certain types of job will be lled by a woman or by a mem-

ber of an ethnic minority. Hispanics, for instance, account

for more than half of low-skilled agricultural workers and

more than 40% of construction and grounds maintenance

workers. Women, on the other hand, work predominantly

in the healthcare and education professions.

The following tables provide a summary of gender and

ethnic benchmarking data for the U.S. in 2010. These two

tables contain selected categories only.

Total employed

(000's)

% Women

% Black

or African

American

% Asian

% Hispanic or

Latino

% Main ethnic

minority groups

(total)

Managerial (selected)*

Chief executives 1,505 25.5 2.8 3.2 4.8 10.8

General and operations

managers

1,007 29.9 5.8 3.3 5.9 15.0

Advertising and promotion

managers

78 61.1 0.8 2.3 9.6 12.7

Marketing and sales

managers

959 45.2 5.9 5.0 5.1 16.0

Public relations managers 85 60.0 4.4 4.8 5.2 14.4

Administration services

managers

104 34.4 9.0 5.5 9.5 24.0

Computer and information

systems managers

537 29.9 6.8 9.0 7.2 23.0

Financial managers 1141 53.2 6.7 6.9 8.1 21.7

Human resource managers 268 69.3 9.1 3.0 7.9 20.0

Industrial production

managers

254 17.9 3.0 4.4 9.4 16.8

Purchasing managers 203 46.1 7.6 2.8 7.8 18.2

Food service managers 960 47.4 8.5 10.8 14.6 33.9

Non-managerial (selected)*

Human resources, training,

and labor relations specialists

824 70.3 14.0 2.6 10.2 26.8

Management analysts 658 43.7 7.2 7.6 6.7 21.5

Accountants and auditors 1646 60.1 8.6 9.1 5.8 23.5

Financial analysts 97 35.7 11.6 6.9 3.0 21.5

Personal ﬁnancial advisors 369 30.8 5.2 4.9 3.5 13.6

Insurance underwriters 125 59.3 13.2 4.2 4.7 22.1

Loan counselors and ofﬁcers 363 51.8 9.9 4.6 10.6 25.1

Tax preparers 106 71.1 13.0 6.1 11.1 30.2

Financial specialists, all other 84 64.1 13.7 5.3 12.1 31.1

Computer scientists and

systems analysts

784 30.5 7.3 14.9 5.1 27.3

Computer programmers 470 22.0 5.1 12.4 6.5 24.0

Computer software engineers 1,026 20.9 5.1 28.0 3.9 37.0

Computer support specialists 388 27.6 11.3 7.9 6.9 26.1

FIGURE 17: U.S. employee diversity in selected business and professional

occupations

Total employed

(000's)

% Women

% Black

or African

American

% Asian

% Hispanic or

Latino

% Main ethnic

minority groups

(total)

Network and computer systems

administrators

229 16.5 5.6 9.4 6.0 21.0

Architect 184 24.4 2.1 1.9 7.8 11.8

Aerospace engineers 126 10.8 6.7 3.7 3.8 14.2

Chemical engineers 63 17.4 3.1 11.5 1.0 15.6

Civil engineers 318 9.7 4.9 8.9 6.9 20.7

Mechanical engineers 293 6.7 3.2 11.0 3.7 17.9

Computer hardware engineers 70 10.3 3.1 26.7 7.3 37.1

Biological scientists 113 45.8 8.0 9.8 6.2 24.0

Chemists and materials

scientists

103 33.5 9.9 18.2 4.3 32.4

Chemical technicians 62 32.4 12.8 8.4 13.8 35.0

Market survey researchers 150 55.7 5.1 7.7 2.8 15.6

Lawyers 1040 31.5 4.3 3.4 3.4 11.1

Legal support workers 259 72.6 10.4 4.4 7.7 22.5

Clinical laboratory technologists

and technicians

342 76.8 15.1 10.3 7.4 32.8

BRUCE ROGERS

CHIEF INSIGHTS OFFICER

BRENNA SNIDERMAN

SENIOR DIRECTOR

CHRISTIAAN RIZY

DIRECTOR

KASIA MORENO

EDITORIAL DIRECTOR

MARY ELLEN EGAN

REPORT AUTHOR

60 Fifth Avenue, New York, NY 10011

212-367-2662