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Stroke Association seeks Two Trustees and an Independent Advisor

18 June, 2021 By WiC

The Stroke Association is the UK’s biggest stroke charity, working across the UK. We’re here to support people to rebuild their lives after stroke. We provide specialist support, fund critical research and campaign to make sure people affected by stroke get the very best care and support to rebuild their lives.

Our work is urgent, and it is vital. Stroke is one of the leading causes of death and adult disability in the UK. It can also have a huge impact on the carers, family and friends of stroke survivors. There are over 1.3 million people living with the effects of stroke in the UK, with 100,000 strokes happening each year. That’s one stroke every five minutes.

We give life-changing support to over 65,000 stroke survivors and carers across all four countries of the UK each year.

As the population ages, the number of strokes is projected to double over the next 20 years. We know that it is crucial that we act to ensure that stroke is better understood and stroke survivors and carers get the support they need, both now and in the future.

As part of our succession planning, we are seeking two new trustees and an independent advisor to join us in bringing wise governance and strategic guidance to our work:

Customer Experience and Product Specialist (Trustee), who will help us to continue developing and embedding a customer-first culture. You will have a strong track record in large-scale strategic consumer experience planning, implementation and measurement, ideally within the commercial B2C services or health sector.
Investment Committee Chair (Trustee), who will bring strong investment oversight, management or governance experience, to help us make astute use of our reserves to generate investment returns, while helping us manage financial risk.
Audit and Risk Committee Member (Independent Advisor), who will bring expertise in business, accountancy, audit or charity finance, and experience in identifying and managing risk across a number of key areas including finance and reputation risk.

Please consider whether these opportunities might exercise your expertise and your commitment to dramatically improve outcomes and quality of life for stroke survivors and their carers.

CLICK HERE to download our recruitment pack and for further information.

The roles of Trustees and Independent Advisors are not accompanied by any financial remuneration; however, we willingly cover expenses within the Stroke Association’s expenses policy.

Stroke Association is working with Macaulay Search on this appointment process.

Application is by submission of CV and cover letter to laura.bagley@macaulaysearch.com

Closing date: 5pm on Wednesday 14th July 2021.

Thank you for your interest in the work of Stroke Association. Please do not hesitate to get in touch with Laura Bagley on the email address above if you have any questions about this opportunity.

We want to reduce barriers to inclusion. Help us understand who’s applying for and getting roles with us by completing our equal opportunities form. This helps us continue to identify anything that’s getting in the way for people looking to join us. This information does not form part of your application.

We are working to build a more diverse organisation. One where we recognise and promote everyone’s individuality with kindness, and where we harness the value and diversity that everyone brings to help deliver our goals. We encourage applications from anyone who wants to be part of that future. And in particular, we would encourage anyone with lived experience of stroke to apply.

Gender parity will not be attained this century says WEF

13 January, 2020 By WiC

None of us will see gender parity in our lifetimes, and nor likely will many of our children. That’s the sobering finding of the Global Gender Gap Report 2020, which reveals that gender parity will not be attained for 99.5 years.

Why gender parity matters

Gender parity has a fundamental bearing on whether or not economies and societies thrive. Developing and deploying one-half of the world’s available talent has a huge bearing on the growth, competitiveness and future-readiness of economies and businesses worldwide.

The index’s rankings offer an effective means to benchmark progress. They are designed to create global awareness of the challenges that gender gaps pose, as well as the opportunities that emerge when action is taken to reduce them.

Political representation on the rise, but is it enough?

Now in its 14th year, the Global Gender Gap Report 2020 benchmarks 153 countries on their progress towards gender parity in four dimensions: Economic Participation and Opportunity, Educational Attainment, Health and Survival and Political Empowerment. In addition, this year’s report examines gender gap prospects in the professions of the future.

The report presents a decidedly mixed picture. Overall, the quest towards gender parity has improved, ducking back under a century and registering a marked improvement on the 108 years in the 2018 index. Greater political representation for women has contributed to this, but overall the political arena remains the worst-performing dimension.

At the other end of the scale, it is forecast to take just 12 years to attain gender parity in education, and in fact, overall, gender parity has been fully achieved in 40 of the 153 countries ranked.

The “role model effect” reaps dividends at the top …

Drilling down into the facts and figures, it will take 95 years to close the gender gap in political representation, with women in 2019 holding 25.2% of parliamentary (lower-house) seats and 21.2% of ministerial positions.

Positively, the so-called “role model effect” may be reaping dividends in terms of leadership and wages. Improving political empowerment for women has, as a general rule, corresponded with increased numbers of women in senior roles in the labour market.

… but not lower down

In contrast to this positive progress in the lofty world of leadership, women’s participation in the wider labour market has stalled and financial disparities are increasing. Globally, the trend is towards a deteriorating picture in emerging and developing economies, which is offsetting the gains made in OECD countries.

Although education attainment as well as health and survival enjoy much closer to parity (96.1% and 95.7% respectively), one important area of concern is that of economic participation and opportunity. This is the only dimension where progress has regressed. Here, the figures are sobering, with a deteriorating situation forcing gender parity to a lowly 57.8%, which in time represents a massive 257 years before gender parity can be achieved.

The report highlights three primary reasons for this: women have greater representation in roles that are being automated; not enough women are entering professions where wage growth is the most pronounced (most obviously, but not exclusively, technology), and women face the perennial problem of insufficient care infrastructure and access to capital.

Working towards a better outlook for future jobs

Looking to the future, the report reveals that the greatest challenge preventing the economic gender gap from closing is women’s under-representation in emerging roles. In cloud computing, just 12% of professionals are women. Similarly, in engineering and Data and AI, the numbers are 15% and 26% respectively.

Gender Parity in Professions

To address these deficiencies, workforce strategies must ensure that women are better equipped (in terms of improved skills or reskilling) to deal with the challenges and take advantage of the opportunities of the Fourth Industrial Revolution. Diverse hiring is another area for improvement (reflecting the current situation that sees gender parity in an in-demand skillset but not equal representation), along with creating inclusive work cultures.

Best in class

The top country for gender parity remained Iceland (for the 11th year running).
The most-improved countries were Albania, Ethiopia, Mali, Mexico and Spain.
Of the 149 countries ranked, 101 improved their scores on the 2019 index (this excludes the five new countries that have joined the ranking this year).
A further 48 saw their performance unchanged, while the top 10th percentile saw their scores improve more than 3.3% year-on-year.
A total of 35 countries have achieved gender parity in education.
In healthcare, 48 countries have achieved near-parity and 71 have closed at least 97% of the gap.

Could do better

Globally, gender parity stands at 68.6% and the bottom 10 countries have closed just 40% of the gender gap.
Political empowerment scores are poor. In terms of parliamentary representation, globally women have secured just 25% of available positions, a figure that slips to 21% at a ministerial level. At this level, there are nine where they have no representation.
In the past 50 years, 85 states have had no female head of state.
In terms of economic participation, the gender gap will take 257 years to close (compared to 202 years in the 2019 report).
Globally, only 55% of women (aged 15-64) are engaged in the labour market as opposed to 78% of men.
There are 72 countries where women are barred from opening bank accounts or obtaining credit.

There is no country where men spend the same amount of time on unpaid work as women. In countries where the ratio is lowest, it is still 2:1.

Trends

By region, Western Europe has made the most progress on gender parity (standing at 76.7%), followed by North America (72.9%), Latin America and the Caribbean (72.2%), Eastern Europe and Central Asia (71.3%), Sub-Saharan Africa (68.2%), South Asia (66.1%) and the Middle East and North Africa (60.5%).

These figures, however, mask several key trends, which have a significant impact on the time to gender parity. In North America progress stalled during 2019, while further south in Latin America and the Caribbean, several countries performed strongly over the course of the year.

How to get ahead

This year’s index highlights areas where policy-makers need to focus greater attention. At the federal level, greater political representation – and in some nations, any representation at all – for women is a pressing need.

Looking ahead, policy-makers need to take action to better equip younger generations – particularly in developing nations – with the skills to succeed in the world of future jobs. Increasing formal education attainment is necessary – and the strong gender parity in this area to be applauded – but it is insufficient to provide young men and women graduating from every level of education with the types of skills needed for the Fourth Industrial Revolution’s job market. In this respect, gender gaps remain and are likely to become exacerbated unless addressed now.

Download Report

Visit our searchable Knowledge Bank for a range of reports and studies on gender diversity, leadership and related topics.

Over half of mothers change jobs after maternity leave

17 September, 2019 By WiC

Women are a key part of a growing contingent workforce of freelancers, consultants and part-timers. Despite numerous government policies to attract more mothers back into the workplace, retention is still a significant struggle.

To find out why this is the case, John Williams, Head of Marketing at Instant Offices, explores how employers can tackle retention issues and attract workforce of mothers.

Several data collected indicates working mothers who return part-time, combining professional careers with raising a family, are increasingly frustrated by the type of space they work in. The research shows that the modern workplace often fails to cater for their needs as they face the pressures of combining busy working lives with lifestyle and family obligations.

Blending lifestyle and work for working mums

According to UniSpace, lifestyles and workplaces are blending together, as the working day demands more of our time and technology encourages an “always available” work culture. For mothers, in particular, Office designers have started to recognise the pressure to achieve a lifestyle and workplace balance – particularly for those who are in part-time roles and arguably have to juggle time more than ever before

The data from WorkingMums.co.uk indicates that the number of female workers seeking part-time work, at all levels of the company, is increasing rapidly, but that the number of available opportunities is failing to increase at the same rate.

What do the numbers say?

From a survey of over 2000 women, it shows nearly one in five (18%) UK working mothers have been forced to leave their jobs because a flexible working request has been turned down.

Breaking down the statistics, around 12% said their employer did not even seem to consider their request at all, and over a quarter (27%) said the reason given for turning down the request was not one which is allowable under flexible working legislation.
A further 41% on maternity leave said the refusal of flexible working would mean they might not return to their job, while 50% said they had not even discussed flexible working before going on maternity leave. In fact, a whopping over half of (60%) of women have admitted to changing jobs after maternity leave.

The survey also shows the availability of flexible working is the key career development issue for working mums, with homeworking being valued highly, particularly for those wanting to work full-time. Other barriers included childcare costs – half of women currently on maternity leave said childcare costs could prevent them from returning to work.

The rise of female workspaces

The growth of the contingent workforce has been one of the key drivers behind the move towards coworking. The rise of female-specific coworking spaces is a significant extension to this trend and highlights some of the limitations of conventional space for female workers.

Due to the lack of flexibility, the introduction of female only workspaces such as The Wing, a US based women-only workspace have been created to cater for busy mothers and women by featuring facilities from onsite creches, childminding to gyms, hairdressers and cafes.

While these spaces may initially be viewed as coworking spaces, their ultimate objective is to become networks that facilitate female entrepreneurship and support women at every stage of their journey.

Creating a balanced workplace

Following responses from a survey by Instant Offices, here are some tips that employers should consider in creating a balanced workplace for all employees:

Flexible Policies that benefit all parents: Offering a number of ‘family days’ for both mum and dad to attend assemblies and doctor’s appointments, etc… would enable a fairer system for all involved.
Choice of Mobile Working Options: Flexible working with multiple offices/sites and 4G connectivity would greatly help allow fully mobile working for parents who are on the go.
Work-life by balance and flexibility for all employees: Providing company-sponsored childcare schemes that would include on-site childcare would improve quality and offer a more practical solution. This includes providing more private space to facilitate phone calls to carers, more flexible hours to work around pick up/drop off hours, and a change in working hours during long summer holidays.

Providing integration of workplace and lifestyle elements in the workplace helps to alleviate pressure on work/life balance – and brings to light recognition of the demands the working day places on them.

Workforce under represented by over one million women

14 May, 2019 By WiC

The UK Workforce as 100 People

New research highlights areas of under-representation across British industry

A new study by office furniture suppliers, Viking Direct, has visualised the UK workforce as 100 people.

The firm has analysed data from the Office of National Statistics, to highlight under-representation in staff across the country and make the data more accessible. The results have illustrated areas of current under-representation.

When the UK workforce as 100 people is compared to the UK population in the same form, the following points are found:

Women are under-represented in the UK workforce by four people
People of Asian ethnicity are under-represented by two people
Those of mixed race are under-represented by one person
Muslims are under-represented by two people
Hindus are under-represented by one person
Christians are under-represented by one person
People in bad or very bad health are under-represented by five people

Each of the 100 people in the visualisation represents 269,669 British workers, further illustrating the under-representation revealed by the research. This means that women are currently under represented in the UK workforce by 1,186,676 people.

The full research visualises the UK workforce as 100 people, based on nine demographics

1. Gender
2. Age
3. Hours worked
4. Industry
5. Qualifications
6. Health
7. Ethnicity
8. Language
9. Religion

Key points from the research have been animated in a video HERE.

The representation was created through analysis of 2011 census data. Population statistics for each demographic were calculated as a percentage of the whole, which was in turn converted to the nearest whole number out of 100.

Claire Porciani, Senior Manager of HR at Viking Direct UK, says about the research:

Visualising the UK’s workforce as 100 people has made it easier to identify areas where people are being under-represented. Hopefully this information will prompt more managers and businesses to assess diversity gaps and representation within their staff. This data visualisation provides a useful measure by which companies can compare their work towards diversity with that of the UK as a whole.

The under-representation highlighted by the research indicates a need for managers to assess diversity in their organisation and try and address any imbalances. Examine whether your workplace is welcoming to everyone. Are their prayer spaces? Is it easy to navigate and use for those with mobility issues? If these elements are missing, it can be off-putting for those that need them.

Research reveals key behaviours of leaders that advance women in organisations

16 April, 2019 By WiC

It’s about what managers and leaders do everyday

The catalyst for elevating women in organisations comes down to what managers and leaders do every day according to a new study published by talent development and transition company Lee Hecht Harrison. The daily behaviours of the people managers who are known champions of female talent have the greatest impact on an organisation’s ability to get and keep women in their leadership pipelines.

The new study from LHH points to the frustration organisations are experiencing in their ability to address this issue and highlights what’s required to create the inclusive workplaces needed for women to advance. The findings show that 58% of companies believed advancing women is a critical business issue yet 76% of those organisations were unsatisfied with their ability to demonstrate the individual actions, organisational practices and cultural attributes that cultivate gender diversity and elevate women in leadership.

The top five behaviours that people leaders demonstrate to champion female talent that make a real difference are:

Provide coaching and feedback that builds business acumen
Support flexibility to manage work schedules or location of work
Provide equal access to meaningful stretch projects that are tied to strategic business objectives
Give females exposure and profile to senior leaders and decision makers
Recruit and promote from a diverse pool of candidates

Caroline Pfeiffer Marinho, Executive Vice President, EMEA for Lee Hecht Harrison, said,

Champions of female talent were twice as likely to demonstrate these behaviours to a very high degree compared to other people managers. We know that leaders shape culture. And when you need your culture to shift, you need to hold your leaders accountable to act in the desired ways.

Pfeiffer Marinho added,

In times of talent scarcity, you simply cannot choose to ignore or even exclude 50% of a potential talent pool – woman. Organisations have been investing in women and in organisational practices for decades, but with little results. Knowing that one of the key catalysts for elevating women is the behaviours of people leaders, organisations now have a clear business imperative to develop more champions of female talent, who shape an inclusive culture, making it possible for women, and consequently businesses, to thrive.