Introduction Womens representation in the industry In 2021, the Association of Danish Management Consulting Firms published a catalogue of hands-on initiatives, from the industry to the industry, aimed at improving gender diversity within the sector. 19 % Top Leadership Managers 21 % Consultants A recent survey of 38 member companies explored the implementation of these suggested initiatives. The results are encouraging, demonstrating notable progress across the industry. Many companies report current or planned implementation of these initiatives, highlighting a dedicated focus on progress. For instance, 94% provide check ins with a manager, sponsor or career counselor to ensure ongoing expectations and provide support before, during and after maternity leave, and 88% have a clear and comprehensive anti-sexism policy1. However, the industry acknowledges the imperative to expedite progress toward greater gender equality. The continued aim is to enhance gender diversity, retain existing talent and attract a broader, more diverse pool of future talents. Recognizing the crucial nature of this agenda, the industry has taken a collaborative approach. To delve deeper into the underlying barriers and address them effectively, the industry has produced a second volume of the inspiration catalogue, which aims to revise the original recommendations and offers fresh insights through the collection and dissemination of knowledge and experiences gained. The catalogue specifi- cally zooms in on gender diversity, as a key lever to ensure more diversity and inclusion overall in the industry. Its essential to acknowledge that not every recommendation may be universally applicable or implementable across the diverse landscape of consulting companies. Highlighting the importance of curiosity and engaging in critical self-reflection assumptions about your organization. Its crucial to recognize that perspectives can become so deeply rooted that they block you from seeing fundamental issues within the company. 41 % Relevant Graduates 50 % 10% The industrys inherent diversity, encompassing a spectrum of sizes and structures, implies that working conditions and organizational cultures can vary significantly. Therefore, it is imperative to approach these recommendations with a holistic perspective, recognizing the interdependence of actions. A very important note here is that the optimal approach for each consultancy would be to investigate own specific challenges before choosing what to implement. Datadriven diversity and inclusion is the ideal way of driving the agenda in order to progress in a targeted and resource-effective way; isolate your specific challenges, analyse and prioritize, then choose the initiative that is proven to solve the specific challenges you have, implement and systemati- HOW TO RE RECRUIT MO E TH WOMEN TO G TIN UL NS CO INDUSTRY m stay and make the An inspirational catalogue with 15 proposals amongst companies Explore the initial 15 initiatives within the first inspirational catalogue here: Read it here 4 In the following sections, initiatives surrounding wage, parental leave, leadership, and culture and employer branding will be presented and discussed. In spring 2024, The Association of Danish Management Consulting Firms will release additional publications dealing with various themes, all providing insights into enhancing gender diversity. 40% 50% Percentage of women Soruce: Statistics Denmarks register data and DI calculations2 Part 1 out of 3 How to recruit more women to the consulting industry and make them stay 30% 20% cally follow-up on progress. Implementing a singular initiative may not yield the desired impact, and success may lie in the collective adoption of multiple strategies. This emphasizes the need for adaptability and customization based on the unique characteristics of each consulting firm. This catalogue is designed for executives, HR professionals, and other internal leaders and decision-makers with the authority to implement organizational changes within the company. Enjoy the reading! The Board of Directors, the Association of Danish Management Consulting Firms (ADMCF) part of Danish Industry, DI Table of contents: 1. 2. 3. 4. Closing the wage gap Parental leave Leadership Culture audit and employer branding 5 More women in consulting part 1 Release date: March 8, 2024 Board of Directors at the Association of Danish Management Consulting Firms (ADMCF) Editorial: Katrine Friborg Heitmann, DI Advisors Photos: Getty Images, Implement Consulting Group Work Group More Women in Consulting: Anne Livbjerg Roed, Implement Consulting Group P/S, H Introduction Womens representation in the industry In 2021, the Association of Danish Management Consulting Firms published a catalogue of hands-on initiatives, from the industry to the industry, aimed at improving gender diversity within the sector. 19 % Top Leadership Managers 21 % Consultan Closing the wage gap Despite strides made towards gender equality, on the labor market in general women often earn less than men in comparable roles, with similar levels of experience and seniority3 with a confirmed job-to-job difference at 7%4. While specific industry wage data may not be available Discussion of initiatives: Developing a pay equity framework and conducting regular audits A standardized approach is necessary to ensure fair and equal pay for the same work or work of the same value for employees in management consulting firms. Notably, several consultancies have already implement We are testing out bias reminders ahead of performance reviews as a tool to create awareness about unconscious bias in situations where it can really make a difference Womens non-promotable work An essential facet of pertinent research to incorporate into this discourse is the No-Club research5. Th Parental leave As of August 2022, the parental leave regulation in Denmark was changed, reserving 11 weeks of parental leave to each parent9. Preliminary numbers show that men have started to take more parental leave10. According to the new figures from Udbetaling Danmark, fathers are now taking up From catalogue #1 to #2 As highlighted in the first catalogue, the strategy of gradually reducing workload before the leave and slowly ramping up again after returning remains a prevalent practice in the industry. Alternatively, employers might be given the opportunity to focus solely on internal ta Key initiatives to meet these needs during parental leave Establishing an open dialogue before, during (if preferred by the employee), and after the transition to parenthood. Emphasizing this initiative is crucial, as it stands out as one of the easiest and most cost-effective measures for companie I experienced that the loss of control associated with becoming a mother felt more extreme when wanting to simultaneously nurture ones career, and fearing the consequences that pregnancy can bring... In this context, sparring with someone who understood the situation could contribute to increased we CHECK-INS with MANAGER or SPONSOR/CAREER COUNSELOR to ensure ongoing expectations and provide support before, during, and after maternity leave 100% 92% Industry example Employees have access to healthcare guidance. This means that there is an open, honest, and confidential dialogue about everythin Leadership In the management consulting industry, where client relationships and high-performance teams are crucial elements to a successful business, leadership plays an important role. Leaders must be active advocates for gender diversity, using their influence to drive change, both within their o Discussion of initiatives: Data-driven approach A data-driven approach, spearheaded by top management, is crucial to effectively measure the impact of diversity and inclusion efforts in management consulting. This involves the implementation of, and follow-ups on, exit interviews, well-being surveys Culture audit and employer branding The consulting industry has historically had a predominantly male workforce and and client base. While the industry consists of almost 40% women today,33 remnants of historical and cultural practices persist, posing potential challenges to inclusion and diversity. Common termite bias phrases39 Discussion of initiatives: Mobilizing men for gender diversity Engaging men in the pursuit of gender diversity in the workplace is crucial. Research from BCG demonstrates that organizations that actively involve men in gender diversity efforts report making 96% progress the company as a place that not only values psychological safety but also prioritizes transparency, authenticity, and continuous learning. This can lead to an increase in the number of applicants, including more female applicants and it may retain existing employees for a longer period. Organizatio UNCONSCIOUS BIAS TRAINING raising awareness and promote understanding of biases that impact decision-making and behavior 40% 42% 30% 29% 20% 17% 13% 10% Allready implemented Dont know In progress Will be implemented Soruce: Data collected by the Association of Danish Management Consulting References 1. Data collected by the Association of Danish Management Consulting Firms 2. Top leadership consists of female CEOs and VPs in a combined director category. Data is from 2020 Managers: Data is from November 2021. Consultants: Gender distribution for full-time non-managerial employees