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 tasks towards the end of their pregnancy. This approach is particularly beneficial in consulting due to the projectbased nature of the work. In the first inspirational catalogue, parental leave was treated as a standalone initiative. Since then, a growing number of companies in the industry have either implemented or are in the process of implementing changes related to parental leave. This publication aims to share new data and insights on the topic of parental leave, based on recent experiences within the industry. reinforcing stereotypes about pregnant employees work attitudes may compel them to work harder than usual, posing a heightened risk of injury or complications. Acceptance and support from management and colleagues are particularly crucial for pregnant employees to have a positive work experience during pregnancy.13 Its essential to recognize that initiatives focusing solely on the functional needs of employees cannot be standalone solutions. Data suggests that women, in particular, place significant emphasis on emotional needs and the current lack of accommodating these14. Therefore, functional initiatives should be implemented alongside strategies that address these emotional needs for a holistic and effective approach.15 Emotional needs related to parental leave: The following section is based on the surveys and professional practices from consultancies Sammen Med Jer and VÆRDBAR along with industry experiences. Emotional needs can be feelings of belonging, acceptance, love, respect, and value, which are all psychological drivers that foster human well-being. In a work environment, these needs often manifest as desires to be valued, appreciated, and involved in decision-making processes.16 Despite their importance, emotional needs are often overlooked in workplaces, as indicated by data from consulting agency VÆRDBAR. While employers frequently focus on meeting employees functional needs, its the unmet emotional needs as well as gender bias in the form of gendered expectations that commonly prompt women to resign or deprioritize their jobs. Addressing these emotional needs is particularly crucial in the context of parental leave and can even be more important in attracting and retaining employees than a higher salary. This underscores the importance of enhancing managerial support during this period by establishing an open dialogue and addressing emotional needs related to parental leave. Discussion of initiatives: Ensuring equal and appealing parental leave conditions is crucial for the recruitment and retention of young talent. With new parental leave legislation already laying a robust foundation, many consulting firms have taken further steps by offering extended parental leave. This may serve as an encouragement for men to take more parental leave, and thereby contribute to creating a more balanced pipeline for future promotions and equitable compensation. More consulting firms have also already secured full pay during parental leave, which is a crucial factor in advancing gender equality. To support the implementation of parental leave and ease the transition from non-parent to parent, companies can implement a phased parental leave model. This allows employees to gradually decrease their working hours before the leave and slowly increase them upon return. Full pay for reduced hours following parental leave can further facilitate this transition, thus improving retention of new parents. Supplemental staffing, such as an additional 20% from elsewhere, can be a useful strategy to support parents during this period. An important addition to this is to emphasize the need to monitor one-size-fits-all models like this. It is crucial to ensure that these models do not unintentionally lead to new forms of gender inequality, especially if they are primarily utilized by women, potentially establishing an informal division between A and B tracks. Implementing such models also requires careful consideration of their application, discourse, and potential challenges. Despite policies for adjusting work during pregnancy, research warns of a risk: the fear of 14 15 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