Distribution of headcount by gender at the end of reporting period.
End of period headcount. [Gender] / End of period headcount * 100
Gender Staffing Breakdown indicates the percentages of the workforce represented by each gender. Graphically, the data are presented as a percentage of the total workforce, i.e. a stacked bar graph.
This measure enables an organisation to monitor the gender balance of its workforce, to promote diversity among staff and to help ensure the lack of gender bias in the workplace. The HR function can play a critical role in guiding line managers to hire and retain the best available mix of high-performing employees regardless of gender.
HR can also help ensure respect for diversity through employee training initiatives, enforcement of diversity-sensitive work environment policies and adherence to established grievance procedures.
In addition to gender staffing mix, organisations tracking workforce diversity are likely to also monitor the hiring and turnover trends among males and females to understand which units or functions within the organisation may have difficulty attracting or retaining a particular gender.
To achieve a targeted gender composition in certain functions or areas, organisations may consider implementing gender-specific attraction and retention strategies, taking into account any established differences in benefits or other preferences among employees.
Organisations typically source gender from a personal data table within an HRIS.
Employers may find it useful to analyse gender composition by business unit and job function to help assess any variations or gaps that might exist within organisational subsegments.
Organisations may also analyse gender by location and job family to determine the extent to which its gender composition mirrors the local labour market. Viewing gender breakdowns by hierarchical level and promotion rates can also help detect any ‘glass ceilings’ that might exist.
Gender Staffing Breakdown does not, without further analysis, indicate how the organisation’s gender mix compares with that of the labour market for relevant locations and positions. While this measure may help to identify gender imbalances in the workforce, it will not by itself explain why such imbalances exist. Analysis of hiring, internal movement, termination, wage and other patterns and behaviours would be necessary to understand any root causes for different behaviours between males and females.
As this measure is a breakdown measure, any targets would need to be set for the individual components of the breakdown. Most organisations target a gender mix that is comparable to the labour market(s) from which employees are sourced, by geographical area as well as by trade or skill area.
When compared to a relevant benchmark group, organisations typically target the median so as not to differ widely from the practices and environments of talent or industry competitors. Any interventions designed to address an organisation’s gender profile must not have a discriminatory impact on protected groups.