WOMEN AT WORK IS IT STILL A MAN S WORLD? An insight into men and women s view of the workplace and how it could be more gender-friendly

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1 MAY 2015 WOMEN AT WORK IS IT STILL A MAN S WORLD? An insight into men and women s view of the workplace and how it could be more gender-friendly FAIR WORKPLACE

2 All jobs for the boys! If you are female and over 30 you struggle to get any opportunities Rebalance sex equality: excessive drive towards women employees seen as a mission in itself Employee Comments Prepared by: Marianna Roach, Suzy Lee Great Place to Work Institute UK 2

3 Executive Summary It s all about people Our study has found that the majority of men and women surveyed agree that people in their workplaces are treated fairly regardless of their gender. The findings also suggest that despite the on-going gender inequalities in seniority and remuneration, there isn t a significant outcry about them in the workplace. Instead, apathy and acceptance are often the case which can only encourage discriminatory practices to continue. Overall women are 3% less satisfied with pay than men, which reflects a small awareness of the gender pay gap but not a significant dissatisfaction. Despite the gender pay gap increasing with seniority we found that more women in senior roles agreed that pay was fair. To address the gender pay gap employers could offer negotiation training or a clear, structured policy for pay rises, as well as supporting the ongoing campaign for salary transparency. Despite all the above we found that overall women have greater trust in management and are more engaged than men. The results also point to a general appreciation from women of the other benefits of a job, not just the more obvious financial ones. This suggests that women appreciate different aspects of the workplace which may in part compensate for the pay differences between the genders. Understanding these differences can help organisations design their recruitment and reward strategies. In organisations with more men there was more likely to be a greater feeling by women that the workplace was not gender fair. However, it was not a case of majority rules as this was not generally the case in organisations with more women employees. Whilst the overall results show that the majority of people think that there is no gender discrimination in their workplace, larger differences are uncovered when looking at various organisation and employee characteristics including organisation size, industry, type of job, seniority and tenure. Practical examples of people practices related to gender, as used by the UK s Best Workplaces, are included at the end of this report. 3

4 About Great Place to Work We are part of the world s largest consultancy specialising in employee research and workplace cultures. We help organisations improve their business performance by understanding and improving their workplace culture. Our focus is on trust which is proven to be a key driver of sustainable engagement which leads to higher business performance as reported in the 2009 MacLeod report 1 and the subsequent 2012 report. 2 Best Workplaces Programme Our world-leading survey methodology is at the core of the Best Workplaces Programme, the largest and most respected global study of people management and workplace cultures which culminates in the Best Workplace awards. The unique methodology behind the awards sets them apart from other engagement or employer brand awards. They are highly sought after for their credibility and impact on employer branding. Our unique methodology and the fact that each year we globally survey around 6,000 organisations representing some 11 million employees gives us unrivalled data and knowledge about HR and management trends and good people practices. We share our knowledge via our research, publications and events. Let s talk about sex This report analyses the Great Place to Work Institute s employee survey and explores the similarities and differences in how men and women view the workplace. It uses these insights to suggest ways of using gender differences to improve employee engagement and reduce the perception of gender unfairness. The Great Place to Work survey provides insights into employees attitudes to their working life and provides overall measures on employees engagement. Diagram 1: UK workforce gender split Great Place to Work data compared to ONS data 55% 53% 45% 47% 93% 88% 80% 58% MEN WOMEN MEN (FT) WOMEN (FT) GPTW ONS GPTW Men n = GPTW Women n = This report looks at the survey results of all organisations surveyed during the 2014 Best Workplaces Programme in the UK. This study represents the views of over 170,000 employees in the UK. Whilst it is not a true random sample as organisations apply for the research to be conducted this large dataset provides interesting insights into the thinking of employees in the UK. To assess how representative this is we can compare the gender split of the respondents in our data to the figures reported by the ONS. 3 The difference is only 2% as shown in Diagram 1 which shows how representative our data is. Overall there are about 10% more men than women. Our respondents were employed in full-time roles slightly more than the national average with 80% of women and 93% of men in our responses working full time compared to 58% of women and 88% of men. This suggests that there is a slight skew in our data towards organisations which employ more full-time staff than part-time but our data follows the national pattern of there being significantly more women in part-time roles than men. Organisation size matters Looking at the gender balance in different sizes of organisations, in small workplaces there are slightly more women than men but in medium and large organisations this balance shifts towards men. This is important as larger organisations tend to have more senior roles and more opportunities for career development. However, just 3% of women in our survey work in small workplaces, almost 24% in medium and 74% in large organisations. 1 MacLeod, D., and Clarke, N Engaging for success: enhancing performance through employee engagement. London: Department for Business Innovation and Skills. Crown copyright. 2 Rayton, B., Dodge, T., D Analeze, G., Engage for Success, 2012, The Evidence, University of Bath School of Management. 3 ONS Women in the Labour Market (Sept 2013) 4

5 still after many years a very male workplace, not many women at the top end of the ladder Employee Comment Therefore most of the women in our survey were slightly in the minority at their workplace (see Table 1). Table 1: Gender balance in different sized workplaces Small workplaces (20 49 employees) Number of women Number of men Percentage of women employed % Medium workplaces ( employees) Large workplaces (500+ employees) 5,654 6,705 46% 17,639 22,068 44% The Senior Female still a rare species Our data confirms the well-known trend that the proportion of women decreases as the level of seniority rises. As Table 2 shows, at the nonmanagement staff level 47% are women and 53% are men; at our supervisor/ management middle level this is down to 41% women and 59% men and it decreases further at our highest level of executive/senior management where only 29% are women and 71% are men. The number of roles available at each level notably decreases with seniority. This is a serious imbalance and one which needs continuing efforts to address. Table 2: Proportion of men and women by level of seniority Women (%) No of female respondents Men (%) No of male respondents Staff (non-management) 47.2% 14, % 16,746 Supervisor/manager 41.1% 4, % 6,675 Executive/senior manager 29.0% % 1,111 The workplace favours young women and older men One of the most frequent explanations of the gender inequality in seniority is that women take career breaks to have a family and this prevents them gaining the necessary experience to secure senior positions. Looking at the gender of employees by age in Diagram 2 below we can see that there are more men than women age 26 and over; this gap is widest in the 35 to 44 age category and then in the 45 to 54 age categories. This supports the idea that women are leaving the job market to have families. Although the lower number of women in these age categories is not sufficient to explain the inequalities in seniority, it is likely that it is a contributing factor. Interestingly there are only slightly fewer women than men in the 26 to 34 age category. In 2013 the average age of a first time mother in England and Wales 5

6 [I would like] more opportunities for women to progress within the organisation Employee Comment Diagram 2: Number of employees by age and gender years or younger years years years 55 years or older MEN WOMEN was 30 4 suggesting that women are not leaving employment to have children then, but slightly later. This may be when they have a second child or need child care in the early years. This would need further research but it would suggest that organisations looking to retain women employees should look at their child care and flexible working arrangements for the 35 to 44 age group rather than look at their maternity policies. Learning the ropes As well as the age range of employees we can look at the number of years employees stay with an organisation to understand the gender inequality in seniority, the assumption being that the longer the time with an organisation the greater the opportunity for promotion. We would expect there to be more men in each category as there are more men overall in our sample, so to compare the genders we need to look at the number of women in each length-of-service category as a percentage of the total women and likewise for men. Table 3: Length of service by gender Gender Women Men Length of service (years) Count % Count % Less than 2 years 6,367 32% 7,079 29% 2 5 years 6,158 31% 7,103 30% 6 10 years 4,216 21% 5,082 21% years 1,935 10% 2,579 11% years 593 3% 990 4% Over 20 years 596 3% 1,214 5% 4 ONS Births in England and Wales,

7 The Trust Index is an employee survey that measures the levels of trust between colleagues and between management and colleagues. Our research, and that of others, shows that trust is a key driver and sustainer of employee engagement. In addition to the Trust Index employee survey, Great Place to Work also assesses the policies, practices, programmes and day-to-day management behaviours that form the foundation of a workplace culture through our Culture Audit. This indepth qualitative assessment is a key element of the Best Workplaces Programme which drives the Best Workplace Awards. As Table 3 shows, the proportions of each gender in these categories are very similar and show that men and women have similar lengths of service. This is surprising as from the age data discussed above we would expect more women to have shorter lengths of service. Interestingly 60% of tenure is less than five years which may reflect the modern trend of changing employers more often. Length of service includes absence for maternity leave and so this measure does not entirely reflect time at work and skills development. Bearing these caveats in mind, the conclusion we can draw from this is that there is no evidence that differences in length of service can explain gender inequalities in senior roles. Gender discrimination still lurks in the workplace To assess people s perception of gender discrimination in the workplace we asked them to respond to the statement people here are treated fairly regardless of their sex. The majority of men and women agreed that there was no gender discrimination in their workplace, with 87% of women and 91% of men agreeing with the statement. However, this small, but significant, difference of 4% shows that fewer women than men agree that there is fairness in their workplace. This is an issue which needs to be addressed by employers and legislators. All parties need to increase their efforts to understand the underlying causes of these different perceptions of unfairness and implement policies to ensure that workplaces are gender fair. At the end of this report we present best practice examples of how some organisations have promoted gender fairness and improved employee engagement. The gender gap is even smaller when looking at the overall survey score called the Trust Index. The results found that women have a very slightly higher trust index than men, with 72 for women and 70 for men. This suggests that if women are dissatisfied with gender unfairness that does not affect their trust in their employer. These scores provide a positive overall summary of people s experiences of gender discrimination in their workplace, with only a small number of respondents disagreeing that people in their workplace were treated fairly regardless of sex. However, this is the average picture and ignores the many ways in which organisations differ from each other. The next sections explore gender differences in the workplace further by delving deeper into the data. Where is gender discrimination felt most? There are many ways gender discrimination can manifest itself in the workplace and employees could be referring to any of these when they answer the question about gender fairness. Diagram 3 shows that the perception of gender fairness by women is higher in smaller organisations at 96% and decreases down to 87% for medium and large-size organisations. These results also show that it is medium-sized organisations where there is the biggest difference between men and women in their perception of their workplace being gender fair. This suggests that these organisations need to monitor their policies more than others. 7

8 I think that [my employer] is a very forward thinking and progressive organisation. Equality and diversity is embraced within the organisation and staff have a real sense of pride in working here. Employee Comment We know that there are more women part-time workers than men so let s see if the perception of gender discrimination is different between types of worker. In Diagram 4 we see that amongst part-time workers there is an equally high agreement about gender fairness, at 90% for both women and men so despite being in the minority men do not feel there is more gender unfairness. There is a larger split in full-time workers with 4% more men agreeing with the statement than women, which is a similar difference to the overall results discussed previously. Great Place to Work ranks the organisations we research according to seventeen Trust Index categories. Organisations at the top of that ranking are those whose employees are most engaged, happy and productive. Looking at Diagram 5, the top five organisations on the ranking have a higher perception of fairness than the average and the gap between genders is smaller, with only 1.6% more men agreeing with this statement than women. As we descend down this overall ranking, first to organisations that achieved the ranking and then those that did not, the level of agreement with the gender fairness question decreases and the gap between men and women increases. This demonstrates that a great place to work is one where employees are confident there is gender equality and this is something all organisations should be consistently working towards. Diagram 3: Percentage of men and women agreeing workplace is gender fair by size MEN 98% 94% 90% WOMEN 96% 87% 87% Small (20-49 employees) Medium ( employees) Large (500+ employees) Diagram 4: Percentage of men and women agreeing workplace is gender fair by type of work MEN WOMEN 92.1% 89.5% Full Time Part Time 88.3% 90.1% Full Time Part Time Diagram 5: Percentage of men and women agreeing workplace is gender fair by Trust Index ranking MEN 97% 93% 88% WOMEN 95% 90% 84% Top five on Best Workplaces List (Top 5: Large, Medium and Small) Listed (excluding Top 5) Not listed 8

9 Women working full time in medium and large organisations are more likely to experience discrimination. Overall our findings support the general view that the majority of the UK s workforce agree that their workplace is gender fair. However, the findings show that some men and women feel that there is gender discrimination and this occurs across all workplaces. Those most likely to feel that their workplace is unfair on gender terms are women in full-time roles in medium and larger organisations. In addition, there is a notable difference between women s and men s perception of gender equality in medium organisations and this suggests that it is these organisations that need to be particularly aware of this issue. The battle of the sexes? The Great Place to Work survey contains 64 statements designed to gain insights into a wide range of aspects of employee satisfaction and engagement. We found that the gender differences in responses to these statements were small and that the sexes were mainly in agreement. Of the 64 statements there were only 18 where the difference in response was over 3%. The average difference was 1.9%, showing a remarkable level of agreement between the sexes. Women were more positive overall, agreeing with 52 statements more than men, who only agreed with 12 more statements than women. Table 4 below shows the areas where over 5% more women than men agreed with a statement. Table 4. Themes where average difference between men and women is 5% or over Percentage more women who agreed with statement Statement 7% People celebrate special events around here 7% I feel good about the ways we contribute to the community 6% My work has special meaning: this is not just a job 6% 5% Management has a clear view of where the organisation is going and how to get there I believe management would lay people off only as a last resort 5% There is a family or team feeling here 5% We have special and unique benefits here Overall women are more positive about their workplace and jobs than men. The main themes correspond with stereotypical views of women s priorities and most represent social and caring traits. Several of these questions relate to an appreciation of being part of a team and shows that women value and enjoy the social aspect of the workplace. This includes celebrating special events and work having a family feeling. 9

10 Why are men paid more than women for the same role? Employee Comment This also shows that more women appreciate their organisation s efforts to contribute to the community which suggests they have a greater sense of social responsibility. Women also seem to have greater trust in management they agreed more than men that management know where they are going and would only make people redundant as a last resort. More women agreed that their work had special meaning and was not just a job, suggesting that women gain slightly more satisfaction from their role and it is not just about money. Linked to this is the finding that more women than men feel that they enjoy unique and special benefits. This may provide some small insight into the seeming contentment with the gender pay gap, as the financial difference could be balanced with job satisfaction and other benefits. Employers can learn from this by bearing in mind the additional attraction these factors seem to have for women when designing their employee benefits policies. There are only two areas where over 3% of men agreed with a statement more than women: the gender fairness of the workplace, which we have already discussed, and fairness of pay which we shall discuss next. In conclusion women appear to appreciate a wider range of benefits that work brings them, particularly social and team-working, but are still less content than men with the pay and fairness in the workplace. Is it all about money? Whilst the majority of women feel that their workplace is fair regardless of gender this is inconsistent with the fundamental unfairness in the workplace in terms of salaries as reported in national figures. For example, results from the Annual Survey of Hours and Earnings 5 show that the gender pay gap was 19.1% in 2014, which means that the average woman will earn 19.1% less per hour than the average man. The gender pay gap was lowest for those in the youngest age groups, but increased with age and seniority with the average pay gap between men and women aged between 45 and 60 standing at 16,680 a year. When bonus payments were added, male directors took home on average 32,428 more than women. 6 These findings have been widely reported in the media and they are disturbing facts about the unfairness of the workplace. However, despite the widespread reporting of the gender pay gap, our results show that the majority of women still perceive their workplaces as fair. The Great Place to Work survey contains two statements specific to pay, one asking about fair pay and one about fair share of the profits. Table 5 shows that the level of agreement with both statements is much lower than for gender fairness, down to around 50%. These results show that both sexes think they are worth more than they are paid, but slightly fewer women agree with this statement showing that there is a level of awareness and dissatisfaction with the gender pay gap. 5 Annual Survey of Hours and Earnings 2014, Provisional Results, November National Management Salary Survey, Xpert HR and CMI,

11 Two thirds of women have never asked for a pay rise; those who had said it was the most stressful thing they d done. Table 5 Statements relating to pay and profits % agreement with statement by gender Women Men Statement No. % No. % Fair pay 12,410 54% 16,113 57% Fair share of profits 8,997 49% 12,292 48% From the findings discussed above regarding the pay gap we would expect that senior women would disagree with the pay statement as it affects them more, but Diagram 6 shows a clear relationship where the more senior the position the greater the numbers agreeing with the fairness of their pay. This is puzzling and does not support the idea that women in more senior roles disapprove of the pay gap and are actively working to change things. Instead it suggests that these women accept these differences and their seniority means that they are more likely to agree with the organisation line. Pressure for improving the gender pay gap is unlikely to come from senior women so responsibility may need to fall to external sources such as Government and the media. Internally, the HR function should be able to highlight this issue and explain the benefits of gender fairness to the leadership team and lead on required initiatives in this area. Diagram 6: Percentage of women who agree with the fair pay statement 80% Executive/Senior Manager 60% Supervisor Manager 52% Staff (non-managment) There may be two potential reasons for the relatively low levels of women disagreeing with the fair pay question: It is possible that despite the media highlighting the pay gap women accept it as a de facto situation and so do not feel it is discriminatory. Linked to this idea of acceptance is the finding that women are much less likely to ask for a pay rise with about two thirds of women having never asked for a rise. 7 Interestingly, those who had asked described the experience as one of the most stressful things they had done. It could be that to justify avoidance of 7 Why women won t ask for a pay rise. Guardian 27/8/

12 The government launched its Think, Act, Report initiative three years ago as a major business-led initiative that aimed to challenge the gender pay difference through transparency. But while more than 200 firms signed up to the initiative s principles, only four have published their gender pay gap. 8 This shows a reluctance of the business community to change its practices and suggests that this is a major issue for organisations. In 2014 the Government backed a bill 9 forcing firms with 250 employees or more to publish pay data for male and female staff, including any difference between the two. Whilst not a major solution, its aim is to redress the gender pay gap. [I would improve] transparency of salaries to better enable fair pay across age, gender and role and through the promotion process. Employee Comment asking for a pay rise women accept their salary as fair. Progressive employers can help by providing negotiation training or having fair and transparent policies for pay rises which don t rely on employees placing stressful demands on their employers. In the UK, salaries are generally confidential so it would not be common knowledge in a workplace if male colleagues are paid more. It is therefore only in national reports that these disparities are highlighted. Increasing transparency around salaries and challenging the national habit of salary secrecy would help give some clarity to women over whether their salaries are fair. Employers have been reluctant to do this as shown by the low response to the government s Think, Act, Report initiative. It has been also suggested that age may play a role in individual perceptions of fairness, with the younger generation more challenging of the gender pay gap and older women more accepting. Our survey data does not show a notable difference in responses between different age groups but we have come across employee comments that would agree with this. The findings suggest that whilst the gender pay gap is real, in the workplace there isn t a significant outcry about it, just apathy and acceptance, which will only allow this discriminatory practice to continue. Gender balance across sectors The UK s workplaces are diverse and to further understand gender differences we look at the different sectors men and women work in. The red column in Table 6 shows the gender split in the workforce for each industry i.e. there are over 40% more men than women working in transport. This table shows that the maledominated industries are transport, agriculture, forestry and fishing and the femaledominated industries are education and training, healthcare and not-for-profit and charity. These are as we would expect based on stereotypical assumptions about gender preferences. Perhaps most interesting are those industries in the middle who are close to achieving an equal gender balance: social services and government agencies, financial services and insurance and hospitality. Table 6 also explores the percentage difference between men and women who agree with the gender fairness statement. The middle column, Fair Gender Agreement, shows that the more dominated an industry is by one gender the more the less-represented gender will feel that they are not being treated fairly. Industries such as transport, agriculture etc., information technology, not-forprofit/charity and education follow this broad trend. Whilst it is not acceptable this is to some extent to be expected, as the more one gender becomes the majority group the more policies and practices will be developed to suit them making the smaller group feel discriminated against. However this general trend is not a rule. For instance the telecommunications industry has the third biggest gender split in its workforce yet men agree with the gender fairness statement a relatively small 3% more than women. This suggests that in this industry there could be greater efforts being made 8 Just four companies reveal gender pay gap under coalition scheme. Guardian 12/8/ Equal Pay (Transparency) Bill

13 Business consulting is male dominated and there is generally a reluctance of hiring more women. It seems to be a cultural issue where consulting is more male dominated. It will be great if we could change that. Employee Comment to address any gender issues. However, it is important to remember that differences exist even within these individual industries. Table 6 clearly shows that the difference in agreement between men and women with the gender fairness statement is higher in the male-dominated industries than in the female-dominated industries. This suggests that male gender discrimination is low and that the main issue is still female discrimination. Table 6 also explores the different levels of agreement with the fair pay question and shows some interesting differences. In several industries a larger agreement by men about gender fairness is combined with a larger agreement by men about fair pay for example IT, manufacturing, media and retail. The telecommunications industry is interesting as it shows that more women than men agree with the fair pay policy; this again suggests the male-dominated telecommunications industry is leading the field in producing a gender-equal work environment. Table 6: Gender differences in industry: balance of gender in the workforce and agreement about gender and pay fairness 10 Difference Men/Women Industries Workforce Split Fair Gender Agreement Fair Pay Agreement Education & Training -34.6% -4.21% -6.58% Healthcare -31.5% 5.71% -8.38% Not-for-profit and Charity -28.5% -2.95% 5.23% Construction, Infrastructure & Property -28.0% -1.20% 2.63% Biotechnology & Pharmaceuticals -20.3% 3.74% 2.26% Professional Services -14.6% 5.27% 10.79% Social Services & Government Agencies -7.4% 3.28% -0.21% Financial Services & Insurance 4.1% 3.87% 0.75% Hospitality 6.55% -0.01% -2.94% Retail 18.47% 3.11% 2.32% Media 18.5% 5.60% 6.02% Manufacturing & Production 25.8% 4.68% 4.15% IT 34.2% 9.66% 3.20% Telecommunications 36.3% 2.76% -5.58% Agriculture, Forestry & Fishing 42.8% 15.48% 0.96% Transport 45.3% 19.97% 9.33% 10 The differences in this table have not been statistically tested and the number of organisations in each sector depends on the number of organisations that approach us from particular sectors. The results should therefore be read in that context. 13

14 Having fairness policies doesn t necessarily create a workforce that s fair in the eyes of staff. The professional services 11 sector has a much higher male agreement with the fair pay statement suggesting it may well be an industry where unequal pay is prevalent. In our experience, organisations are generally unaware of these differences. They typically assume that their workplaces are fair because they have policies that promote fairness. This may be because organisations do not audit how effectively their diversity policies are actually working and do not analyse their employee survey results in the ways described here. Unfortunately having fairness policies does not necessarily create a workplace that is fair in the eyes of staff. To conclude In conclusion the majority of men and women agree that their workplace is gender fair. There is evidence that women agree slightly less that pay is fair and this can be linked to the persisting issues of the gender pay gap. Our analysis found that there are proportionally fewer women in senior roles than men but a greater proportion of them agreed that pay and treatment was gender fair. The gender split of the workforce was different depending on the sector and we identified a broad relationship where the greater the majority of men, the less the women agreed that the workplace was fair. However, this did not generally apply where the reverse was true and the greater majority were women. Overall, women appear to appreciate a wider range of benefits that work brings them, particular social and career, but are still less content than men with the pay, profit and fairness in the workplace. Finally, organisations should pay closer attention to the differences in perception between the different groups of their employees rather than focusing only on the overall results. 11 Our definition of Professional Services includes: management consulting; advertising and marketing; staffing & recruitment; travel agencies/travel management; education & training; legal; architecture/design; business process outsourcing/call centres. 14

15 Gender related practices from Best Workplaces Here are some examples of practices related to gender used by Best Workplaces in the UK. Women Groups and Forums that are either based in the UK or have virtual members across all countries in which the organisation operates. These groups develop a strategy focused on gender issues that feed into the design of the overall organisation strategy. Members meet regularly to drive action and momentum. Women Networks that offer career coaching, networking, women role models and training, career planning, confident communication, image and exposure. There are seminars with guest speakers, networking opportunities and fundraising events all in the name of encouraging women to reach their full potential. Diversity Strategy Think Tanks events that bring together employees from around the business, members of the organisation s Diversity and Inclusion Councils and a number of external partners such as Opportunity Now, a business-led charity recognising employers for gender equality/ diversity and inclusion. Secondary school programmes where employees of an organisation prepare events for women students in order to inspire them to study technical subjects and progress careers in technology. Enhanced maternity scheme for women staff with full pay for a period of 26 weeks and additional unpaid time off. Enhanced paternity scheme with full pay during the first two weeks and additional unpaid time off. Networks for expectant mothers who can share advice about managing work commitments and pregnancy. IVF guidance for employees considering or undergoing IVF treatment and leave for the treatment. Workshops for expectant dads. Maternity bonus per each month of maternity depending on length of service. Keep in Touch days (at full pay) for attendance of meetings/training. 1:1 coaching and buddy systems for women returning to work which focus on the transition back to work and work/life balance. Part-time opportunities when returning from maternity leave. Financial bonus when returning to work from maternity leave. Whilst this benefit may look to some as controversial, some women may want to come back to work earlier but decide not to because of high childcare costs. This bonus can give some the option they would not otherwise have. Childcare vouchers and Family Helplines. Number of work-life balance and flexible working arrangements. Note: With the new shared parental leave introduced by the Government we may soon see organisations creating more programmes focused on the needs of fathers. 15

16 Best Workplace Programme and Awards Consultancy Research Publications and Events The Great Place to Work Institute UK is part of the world s leading consultancy specialising in employee research and workplace cultures. We help organisations improve their business performance by understanding and improving their workplace culture. Our focus is on trust which is proven to be a key driver of sustainable engagement which leads to higher business performance. Our unique, world-leading methodology is at the core of the Best Workplaces Programme, the largest and most respected global study of people management and workplace cultures which culminates in the Best Workplace awards. Every year around the world we survey and audit the cultures of 6,000 organisations representing over 11 million employees. This gives us unrivalled data and insights into HR and management trends and good people practices. We share this knowledge via our research, publications and events. Great Place to Work Institute UK Davenport House, 16 Pepper Street, London E14 9RP +44 (0)