IV - Gender Maturity Compass

No real evidence of “lived” I&D reality

The Gender Maturity Compass is a unique model that measures and maps cross-company progress along the four stages that organizations typically undergo as they move towards building I&D maturity. It includes inclusion & diversity metrics (recruitment, retention and promotion rates) as well as inclusive HR practices along the employee lifecycle. As such, the Gender Maturity Compass provides a more holistic snapshot of ‘lived’ I&D reality and culture underpinning the face of leadership.

Distribution of participating companies across the Gender Maturity Compass stages

Gender Maturity Compass shows: Inclusion and diversity are not lived values

As becomes clear at one glance, most companies in Switzerland still have a long way to go to reach gender maturity.

• Barely any of the participating companies show a high degree of gender maturity (3% at stage IV, ‘we advance’).
• Despite their best intentions, most organizations remain stuck in low maturity stages largely due to systemic reasons. Thus, structures, processes and inclusive culture necessary for a fully equal opportunities workplace are not yet in place.
• Many Swiss companies don’t even make it onto the compass as they have not declared a clear intent to actively embark on their inclusion & diversity journey.
• Advance member companies do better than non-Advance members: Almost all stage III companies and all IV companies are members of Advance.

Evidence-based model along 4 stages of progress 

Stage I – we commit

The company has declared the intent to increase women’s representation in leadership.

• The company has performed an I&D-focused analysis by participating in the St. Gallen Diversity Benchmarking.
• The company has performed an equal salary analysis.
• The company has formulated a gender diversity strategy.
• The company has measurable I&D goals.
• Top-down support for gender diversity is strongly perceived in the organization.
• The company has publicly committed to gender diversity.

Stage II – we act

The company has started to take concrete actions and measures its progress. At this stage, it typically focuses on recruitment and developing inclusive mindsets.  

• The company hires proportionally more women than are already employed, also for management positions.⁶
• There are no substantial differences between the turnover rates of men and women.  
• There is I&D or unconscious bias training for employees and managers.  
• The company offers at least three flexible working options.  

• There is regular reporting on gender I&D. 

⁶ Unless the company already has a gender-balanced workforce

Stage III – we promote

The company’s processes and interactions are starting to reflect its gender maturity. The value of I&D has become ingrained in talent development and promotion; men’s and women’s employment percentages converge.

• Women’s promotion rates reflect their share in the workforce.
• Women and men have similar employment rates. To reach management positions, women do not have to increase their employment percentage more than men.
• Diversity is a requirement in talent management and there are programs to support women’s careers such as empowerment trainings, coaching and mentoring.

Stage IV – we advance

The company is now a truly diverse and inclusive place of work. The gender distribution across all hierarchical levels resembles a cylinder rather than a pyramid: Men and women are represented at all hierarchical levels at similar rates.

• Women are represented at similar rates across all hierarchical levels.
• Women represent at least one third of the top management team.
• Managers have I&D goals. Ideally, this is reflected in performance evaluations and rewards programs.
• I&D is part of the core business strategy.
• The company offers parental leave beyond the federal mandate.
• The company uses gender-inclusive language.