The gender pay gap is still widely present in the digital era. It’s good news though that companies are working towards narrowing this gap. What’s even more, recent legislations are putting companies under pressure to reveal their pay gaps and start taking active measures. People analytics gives insight into talent stats that helps companies identify where they are falling short with equal workplace opportunities.
在数字时代，性别工资差距仍然广泛存在。 这是一个好消息，尽管公司正在努力缩小这一差距。 更重要的是，最近的立法使公司承受压力，要求其披露薪酬差距并开始采取积极措施。 人员分析可以洞察人才统计数据，从而帮助公司确定在平等的工作机会中他们的不足之处。
Nestlé, the world’s largest food and beverage company with over 2,000 brands, is a great example of how a global company should actively work on providing diversity and inclusion in the workplace through people analytics.
雀巢是全球最大的食品和饮料公司，拥有2000多个品牌，这很好地说明了一家全球公司应如何通过人员分析积极致力于在工作场所提供多样性和包容性。
雀巢-倡导工作场所性别平等 (Nestlé — an advocate for gender equality in the workplace)
André Bezemer, People Analytics Manager at Nestlé, took the stage to present Nestlé’s advocacy and initiatives for gender workplace equality through people analytics at the Nordic People Analytics Summit last year.
雀巢人事分析经理安德烈·贝泽默(AndréBezemer)在去年的北欧人事分析峰会上通过 人事分析展示了雀巢倡导性别平等工作场所的倡导和倡议。
Learn more about the Nordic People Analytics Summit
“If you ask our CEO [about gender equality], it’s very simple, it’s the right thing to do. Everybody deserves equal opportunity whether in the gender space, in LGBT space, etc,” states André. To support their beliefs, Nestlé has signed an ILO (International Labour Organization) Pledge that shows their commitment to equality, diversity and equal pay. Besides that, since last year, they’ve started monitoring gender pay and equal pay across the whole Group and beyond local legislation to make sure all gaps are identified and addressed.
“如果您问我们的首席执行官[关于性别平等]，这很简单，这是正确的做法。 无论在性别领域还是在LGBT空间等方面，每个人都应享有平等的机会，”André说。 为了支持他们的信念，雀巢已签署了一项国际劳工组织(国际劳工组织)承诺，表明了他们对平等，多样性和同工同酬的承诺。 除此之外，自去年以来，他们开始监控整个集团以及地方法规之外的性别薪酬和同工同酬，以确保发现并解决所有差距。
But once all officialities are done and you have committed to paying men and women equally, you have to actually deliver. So Nestlé decided to look inwards and see whether they actually pay women and men the same, and if not, how to amend that.
但是，一旦完成所有手续，并且您承诺同工同酬，您就必须实际交付。 因此，雀巢决定向内看，看看他们实际上是否付给男人和女人相同的工资，如果不是，如何修改。
同工同酬性别差距 (Equal pay vs. the gender pay gap)
Before André continues to explain Nestlé’s approach, he makes a clear distinction as to the meaning of the terms “equal pay” and “gender pay gap”. Gender pay gap refers to the average of all men in the company compared to the average of all women in it. Whereas equal pay means a man and a woman being paid the same for the same work.
在安德烈(André)继续解释雀巢的做法之前，他对“同等报酬”和“性别薪酬差距”等词的含义进行了明确区分。 性别薪酬差距是指公司中所有男性的平均水平，而不是公司中所有女性的平均水平。 同工同酬是指男人和女人在同一工作上获得相同的报酬。
雀巢采用人员分析方法实现同等报酬 (Nestlé’s approach with people analytics for equal pay)
As they are working across multiple markets, Nestlé established principles for people analytics that would be upheld by all division across the world:
雀巢在多个市场开展业务时，建立了人员分析原则，全球所有部门都将坚持以下原则：
- Standardised analytics 标准化分析
- Defining and populating a dataset to enable insight, actions and assessment 定义和填充数据集以实现洞察力，行动和评估
- Building capabilities across People Analytics 跨人员分析构建功能
- Developing the tools to fit users’ needs 开发满足用户需求的工具
The tricky part with people analytics is that the analysis is done locally and problems arise when comparing two different markets, states André. Hence, they are focused on developing a local approach that they can compare between markets on a global level. The main objective is to discover if there are certain outliers in certain markets or if there are entire groups of the workforce with large pay differences that need to be addressed.
人员分析的棘手部分是，分析是在本地进行的，比较两个不同的市场时会出现问题。 因此，他们专注于开发本地方法，可以在全球范围内比较市场。 主要目的是发现在某些市场中是否存在某些异常值，或者是否有需要解决的整个员工群体之间存在巨大的薪酬差异。
If you want to move the needle [in gender balance], you have to make sure that you have sufficient women identified to take senior roles.
如果您想[平衡性别]移动针头，则必须确保确定有足够的女性担任高级职务。
As we mentioned previously, the gender pay gap is easy to calculate — it’s the difference between the average pay for men and the average pay for women. But calculating whether they pay equally men and women for the same work is a bit more complicated. Nestlé uses a standard model that takes into account several variables such as age, grade, function and talent rising, and then calculates whether all these correlate to gender with pay as an outcome.
正如我们前面提到的，性别工资差距很容易计算-这是男性平均工资与女性平均工资之间的差额。 但是，要计算他们是否为同一工作支付相等的薪水，则要复杂一些。 雀巢使用一个标准模型，该模型考虑了多个变量，例如年龄，职称，职能和人才培养，然后计算所有这些变量是否与性别相关，并将其作为报酬。
What they discovered as an outcome is that women on average earn 1.013 times what men earn. The result is good, but the important thing is what they actually do with it and the subsequent actions they drive off that, emphasises André.
他们发现的结果是，女性平均收入是男性收入的1.013倍。 结果很好，但是重要的是他们实际使用它以及他们随后采取的行动，André强调。
缩小差距 (Closing the gap)
If the inequality case refers to individual persons that for e.g. are lagging behind with salary, the issue is addressed relatively easily. But if a bigger part of the workforce is concerned, it requires a much more systematic and structural approach to fix the gap, André asserts, such as adjusting skill gap or policy that affects that particular workforce. Again the crucial thing is to get the insight that a gap exists and define an action plan within the market to start closing that pay gap.
如果不平等案例是指例如薪水落后的个人，则该问题相对容易解决。 但是安德烈认为，如果涉及到更大比例的劳动力，则需要一种更加系统和结构化的方法来弥补这一差距，例如调整影响该特定劳动力的技能差距或政策。 同样，关键的是要获得洞察力存在的见解，并在市场内定义一项行动计划，以开始弥合薪酬差距。
仪表板 (Dashboards)
As much as offering diversity and inclusion in the company, it’s that much more important to standardise how the insights are presented and make them easily accessible because as André points out. They discovered that a lot of people didn’t have access to the data or many misunderstandings had arisen when looking at data when a company operates across the whole planet, as Nestlé does. For example, attrition is not the same everywhere
正如André指出的那样，除了在公司中提供多样性和包容性外，标准化见解的呈现方式并使其易于访问非常重要。 他们发现，就像雀巢一样，当一家公司在整个星球上运作时，当查看数据时，很多人都无法访问数据，或者产生了许多误解。 例如，损耗在任何地方都不相同
So they discovered that there is an urgent need to standardise a comprehensive set of metrics:
因此，他们发现迫切需要标准化一套全面的指标：
- Headcount 人数
- Attrition 减员
- Hiring 招聘
- Talent 天赋
- Succession 演替
One critical metric is succession, André explains, because in Nestlé the higher the company ladder you go, the rate of external hires decreases and the number of females gets more narrow, as is the case with most of the other companies. At a C-Suite level, their internal movement ratio is 94%, which André admits it’s not a great number because hiring externally is one way to increase the gender balance.
安德烈(André)解释说，一个至关重要的指标是接班人，因为在雀巢，您所担任的公司阶梯越高，外部聘用率就会下降，女性的人数也会减少，就像其他大多数公司一样。 在C-Suite级别上，他们的内部变动率为94％，André承认这并不是一个很大的数字，因为从外部雇用是增加性别平衡的一种方法。
One solution to this is a succession plan based on insights on succession metrics so different divisions can devise a strategy on how to develop and prepare women for these roles.
一种解决方案是基于对继任指标的洞察力的继任计划，以便不同部门可以制定有关如何发展和准备女性担任这些职位的策略。
The succession and other metrics are available in Nestlé’s Global D&I Dashboard, which is globally accessible to all stakeholders in the company. And it’s completely in accordance with GDPR and all individual data is protected.
雀巢的全球D＆I信息中心提供了继承和其他指标，该公司的所有利益相关者均可在全球访问该信息中心。 而且这完全符合GDPR，所有个人数据均受到保护。
Nestlé’s Global D&I Dashboard also provides them with insight into gender balance holders vs. successors, meaning the ratio of women in every level in the company vs. the ratio of women who are equipped with knowledge and skills to succeed to senior roles. “Because if you want to move the needle [in gender balance], you have to make sure that you have sufficient women identified to take those roles”, emphasises André. The dashboard data allows them to take concrete measures to address the gender gap and create a succession plan. In the case where a vacant job needs to be filled and there are no females on the list, or they are potential female candidates but they will be ready for the position in 3–5 or more years, they start driving the agenda to prepare them for succession on a more senior role. That also means preparing the executives for challenging conversations and openness to accept change. And the dashboard insights have been helpful for the people analytics department in these challenging conversations, concludes André.
雀巢的全球D＆I仪表板还向他们提供了性别平衡者与继任者之间的洞察力，这意味着公司中各个级别的女性比例与具备知识和技能以胜任高级职位的女性比例。 “因为(如果要在性别平衡方面)取得进步，就必须确保确定有足够的女性担任这些职务”，安德烈强调说。 仪表板数据使他们能够采取具体措施来解决性别差距并制定接班人计划。 如果需要填补空缺职位，并且名单上没有女性，或者她们是潜在的女性候选人，但她们准备在3-5年或更长的时间内担任职位，他们就会开始着手准备工作担任更高级的职位。 这也意味着高管要准备好挑战性对话和开放以接受变革。 André总结道，在这些挑战性的对话中，仪表板的见解对人员分析部门很有帮助。
Originally published at https://read.hyperight.com on September 19, 2019.
最初于 2019年9月19日 发布在 https://read.hyperight.com 。
扫一扫
被折叠的 条评论
为什么被折叠?
到【灌水乐园】发言
