‘Unless we address the root causes of the problem, the notorious
“glass ceiling” will stay firmly in place, and women’s participation in
corporate leadership over the next 30 years will remain low.’
Women Matter (McKinsey & Co, 2007)
Civil Service
Gender Equality
Report and Survey Results
July 2014
1
Contents
Page
1. Introduction
2. Gender Equality Recommendations
3. Next Steps
3
3
4
Appendix 1 – Report on Gender Equality – August 2012
Appendix 2 – Report on the Results of the Gender Equality Survey – March 2014
2
5
41
1. Introduction
In October 2011, the Succession Management Group determined that the Office of Human
Resources should conduct an investigation into the issue of gender representation within the
IOM Civil Service. As a result of work subsequently undertaken on behalf of OHR, a report
on Gender Equality by Hannah Leighton was produced in August 2012, with the following
overall aim:

Understand the IOMCS situation in terms of gender equality, specifically in relation to
whether there are barriers to women’s progression into senior management, and if
so to propose recommendations to improve the situation.
The report, which identified a number of issues, together with its recommendations was
considered by the Civil Service Commission on 5th September 2012. This report is
reproduced at Appendix 1.
As a result of the report, the Commission agreed that a survey should be conducted to
obtain views of how to improve gender equality within the Civil Service at Senior
Management level. The survey was carried out across Isle of Man Government during 2013
and the results were summarised into a further report in March 2014.
The summary report of the survey findings is reproduced at Appendix 2.
2. Gender Equality Recommendations
Recommendation 1
The succession management group will develop a long term plan to improve gender
representation in the Civil Service senior management. The Office of Human Resources will
report annually on agreed gender equality performance indicators and recommendations.
Recommendation 2
Improve existing maternity arrangements by:
a) improved marketing for Keep in Touch days for those on Maternity Leave,
b) creating guidance for managers about managing their staff whilst on and when
returning from maternity leave,
c) reporting on maternity returners and leavers to inform future decision making about
maternity arrangements.
Recommendation 3
Improve flexibility of roles by developing a new flexible working policy which is open to all
and clearly outlines different options to achieve the role being undertaken flexibly, e.g.
working from home and office, part time, job share roles and flexible hours.
Recommendation 4
The succession management group will nominate a representative to attend the Isle of Man
Women’s Business Network to contribute suggestions and ideas to the succession
management group.
3
Recommendation 5
Change existing HR recruitment arrangements by:
a) including in all job adverts that applications will be considered from candidates
wishing to job share, work part time hours or develop flexible working arrangements,
b) ensuring that, wherever possible, recruitment panels contain a mix of gender.
Recommendation 6
In order to secure a commitment towards achieving gender equality senior women in the
organisation should be identified and developed as mentors.
Recommendation 7
Adapt Learning and Organisational Development courses in order to
a) Incorporate sessions on the benefits of flexible working and how to overcome the
difficulties or job sharing and flexible working into relevant management training
programmes.
b) Create a programme to improve the personal confidence of staff through self-review,
succession online and development centres.
c) enable leadership and management development courses to be delivered on a
flexible basis, and
d) Incorporate sessions on diversity and the Fairness at Work policy into relevant
management training programmes and the Introduction to Isle of Man Government.
3. Next Steps
In order to implement the recommendations, the Office of Human Resources under the
auspices of the Succession Management Group, will now draw up an action plan and key
staff will be identified to take forward the various work streams, in conjunction with the
Government Officers Associate as appropriate.
The Succession management group currently comprises:
Chief Secretary (Chair)
Chief Financial Officer, Treasury
Chief Executive Officer, DEC
Executive Director – Office of Human Resources
Head of Learning & Organisational Development
Head of Personal Development
Director of Manx National Heritage
Lay Member – Civil Service Commission
Staff who wish to comment further on the recommendations or would like to contribute to
or participate in the work identified should contact the Office of Human Resources at
[email protected]
4
Appendix 1 – Civil Service Report on
Gender Equality
CONTENTS
1.
Executive Summary ................................................................................................................................... 7
2.
Introduction and Objectives ...................................................................................................................... 9
2.1
Background ........................................................................................................................................... 9
2.2
Aims and Objectives .............................................................................................................................. 9
3.
Current Demographics of the Isle of Man Civil Service ........................................................................... 11
3.1
Workforce Data ................................................................................................................................... 11
3.2
Pay Gap Data ....................................................................................................................................... 14
4.
Benchmarking .......................................................................................................................................... 15
4.1
Benchmarking against the Current Working population of the Isle of Man ....................................... 15
4.2
Benchmarking Against the UK Civil Service ......................................................................................... 15
4.3
Benchmarking Internationally ............................................................................................................. 16
4.4
Opportunity Now Benchmarking Trends Analysis 2010 - 2011 .......................................................... 16
5.
IOM Civil Service Recruitment 01 April 2010 – 31 March 2011 .............................................................. 19
6.
IOM Civil Service Leavers 01 April 2010 – 31 March 2011 ...................................................................... 20
7.
Why are there so few Women in Senior Management Positions? ......................................................... 21
7.1
Worklife Balance ................................................................................................................................. 21
7.2
Access to Development and Training .................................................................................................. 22
7.3
Male Dominated Culture ..................................................................................................................... 22
7.4
Women’s Discomfort in Promoting Themselves ................................................................................. 23
7.5
Recruitment Bias ................................................................................................................................. 24
7.6
Lack of Female Role Models ................................................................................................................ 24
7.7
Lack of Understanding of Gender Diversity Issues .............................................................................. 25
7.8
Womens Own Choices and Preferences ............................................................................................. 25
5
8.
Bibliography ............................................................................................................................................. 26
Annex A – Demographics of the Civil Service by grade as at 31 March 2011. ..................................... 29
Annex B – Demographics of the Civil Service by hours worked as at 31 March 2011. ........................ 30
Annex C – Demographics of the Civil Service by age range and by years service as at 31 March
2011. ................................................................................................................................................................ 31
Annex D - Pay Gap information of the Civil Service as at 31 March 2011. ............................................ 32
Annex E – Isle of Man Census Data, 2011 ................................................................................................. 33
Annex F – Organisation for Economic Co-operation and Development Gender pay gap .................... 33
Annex G – World EconomicForum’s Global Gender Gap .......................................................................... 34
Annex H – Recruitment figures for the Civil Service between 1 April 2010 and 31 March 2011 ........ 34
Annex I – Recruitment figures for the Civil Service between 1 April 2010 and 31 March 2011 by pay
span .................................................................................................................................................................. 35
Annex j – Recruitment for JESP Posts over the last 4 years .............................................................................. 36
Annex K - The Case for Greater Equality .................................................................................................... 37
6
1. Executive Summary
The Succession Management Group determined in October 2011 that the Office of Human
Resources should conduct an investigation into the issue of gender representation within the
IOM Civil Service. The aim of this report is to understand the IOM CS situation in terms of
gender equality, specifically in relation to whether there are barriers to women’s progression
into senior management, and if so to propose recommendations to improve the situation.
On the 31 March 2011 there were 2,202.92 civil service posts (FTE) and 2,433 civil servants
in the 9 Departments and various Boards/Offices. The gender profile of the Civil Service on
the 31 March 2011 was 1,357 (56%) female and 1060 (44%) male. The percentage of
women in each pay span steadily decreases from 73% and 76% in pay spans 1 and 2, the
administrative grades, down to 0% in the higher JESP pay spans. Only 19% of the
Corporate Leadership Group is female and there are currently no women within the Chief
Officers Group.
90% of the part time roles in the organisation were being utilised by women. When
considering just the full time staff in the IOM CS women’s representation starts to drop
below the men’s at Pay Span 4 as opposed to Pay Span 6.
The pay gap data for the IOM CS when split by the pay spans is between 1% and 6%.
When looking at the average salary for men and the average salary for women, there is a
significant pay gap of 24%.
When considering recruitment the data for the year ending 31 March 2011 shows that on
reaching Pay Span 6* (SEO level in the general structure) there is a fall in applications from
women, (34% of the applications compared to the 50 – 60% in the previous pay spans).
This is generally reflected through the rest of the senior posts with the percentage of
women applying for JESP posts, for example, ranging from 0 to 28%.
When looking at the data for the recruitment to JESP roles over the last 4 years, the
disproportion is clear and striking, 77% of applicants for JESP roles were male, 86% of
candidates shortlisted were male and all appointees were male.
The IOM CS does not have a business case or strategy for greater gender diversity and has
not identified a Gender Champion to lead the organisation, and convince the service of the
need for gender diversity.
The IOM CS has presented workforce data to the Civil Service Commission which has
prompted this further report; however the data relating to gender needs to be more
extensive and captured as a performance target on its own to ensure it is not lost in the
other data being presented.
There are many theories and literature sources which consider reasons for the lack of
women in the senior management.
7
This report has summarised these theories with eight categories.
 Work-life balance
 Access to training and development
 Male dominated culture
 Women’s discomfort in promoting themselves
 Recruitment bias
 Lack of female role models
 Lack of understanding of gender diversity issues
 Women’s own choices and preferences
8
2. Introduction and Objectives
2.1
Background
Information on gender ratios was included within the Civil Service Commission annual report
to the Chief Minister for the period of the 1 April 2010 to 31 March 2011. The report stated
that “the proportion of female civil servants is lowest at executive and senior management
levels. The Commission recognises that this data raises some questions about advancement
opportunities for women and therefore intends to conduct some analysis over the coming
year to ascertain the reasons for this and the options available to improve gender balance.”
As a consequence of the above an initial pilot study was conducted by Joe Cowin, a STEP
student placed with the Office of Human Resources in July 2011. The resulting report
highlighted that there were complex issues to be considered in relation to the gender
representation within the senior management of the IOMCS and the Succession
Management Group determined in October 2011 that the Office of Human Resources should
conduct a further investigation into the issue of gender representation. This report has not
received input from Trade Union representatives or other Government Employers.
2.2
Aims and Objectives
The overall aim of this research report is to:

Understand the IOMCS situation in terms of gender equality, specifically in relation to
whether there are barriers to women’s progression into senior management, and if
so to propose recommendations to improve the situation.
To achieve this aim the report will:
Determine the current demographics of the Isle of Man Civil Service (IOMCS) at all
grades and pay spans.

Benchmark how the IOMCS compares to other public and private enterprises globally
and how the IOMCS compares against the makeup of the economically active
population within the island.

Explore what problems, if any, gender bias might present to the organisation by
gathering relevant equality and representation research and applying it to the
IOMCS.

Investigate through the gathering of quantitative data where gender inequality
appears in the recruitment process by looking at, among other things, the number of
women and men applying for positions, being shortlisted for positions and being
appointed and promoted to positions.
9

Benchmark the qualitative and quantitative data against any relevant data which can
be gathered regarding global public and private enterprises.

Make recommendations based on analysis of the quantitative data to improve gender
representation within the IOMCS.
10
3. Current Demographics of the Isle of Man Civil Service
On the 31 March 2011 there were 2,202.92 civil service posts (FTE) and 2,433 civil servants
in the 9 Departments and various Boards/Offices. The gender profile of the Civil Service on
the 31 March 2011 was 1,357 (56%) female and 1060 (44%) male.1
Only 19% of the Corporate Leadership Group is female and there are currently no women
within the Chief Officers Group. This section looks at workforce information relating to
representation, composition and structure of the IOMCS and at pay information capturing
the pay differences between men and women within the service.
To understand why there is a problem with gender representation at the senior level we
must investigate all levels of the IOM Civil Service. It is important that if barriers do exist to
the promotion of women that the level they exist at is identified.
3.1
Workforce Data
3.1.1
Representation At Different Levels
The grade structure of the civil service is split into different classes.





General grades which tend to be clerical and administrative in nature and range
from Administrative, i.e. Administrative Assistant up to Senior Management i.e.
Senior Executive Officer (SEO). The General grades range between Pay Span 1 and
Pay Span 7.
Departmental and Technical grades which are likely to be more specialised and
often require professional qualifications or specialist experience.
The Departmental grades range between Pay Span 1 and Pay Span 9. 2
Secretarial grades.
The Secretarial grades range between Pay Span 2 and Pay Span 4.
Support grades which provide non-clerical support to Departments.
The Support grades range from Pay Span 1 to Pay Span 4.
CLG grades which represent the Corporate Leadership Group.
The CLG grades cover the JESP Pay Spans.
Figure 1 on the next page displays the percentage of men and women in each progressive
pay span. The table shows that the percentage of women in each pay span steadily
decreases from 73% and 76% in pay spans 1 and 2, the administrative grades, down to 0%
in the higher JESP pay spans. The only exception to this is Pay Span 8 which is made up of
17 people and is chiefly composed of legal officers in the Attorney Generals Chambers.
1
Report of the Civil Service Commission to the Chief Minister, 1 April 2010 – 31 March 2011
2
There are also separate grades for airport staff and for technical staff; however, as these are specialised in
nature and only account for 42 staff they have not been included in the data
11
Figure 1 – Percentage of Women and Men in each Pay Span
Pay Span
Pay Span 1
Pay Span 2
Pay Span 3
Pay Span 4
Pay Span 5
Pay Span 6
Pay Span 7
Pay Span 8
Pay Span 9
JESP 5-8
JESP 9-13
JESP 14-18
JESP 20
% Female
73%
76%
65%
38%
40%
29%
23%
53%
25%
22%
14%
0
0
% Male
27%
24%
35%
62%
60%
71%
77%
47%
75%
78%
88%
100%
100%
Figure 2. Gender Representation at pay spans 7 and above as at 31 March 2011.
Number of Employees
Gender Representation at pay spans 7 and above as at 31 March
2011.
40
35
30
25
20
15
10
5
0
Female
Male
Pay Span Pay Span Pay Span JESP 5-8 JESP 9-13 JESP 147
8
9
18
JESP 20
Pay Span
Figure 2 illustrates the lack of representation of women in the senior pay spans.
To identify if the low representation of women in senior management is prevalent across all
grade structures the gender representation across the five identified groups has been
collected.
The tables in Annex A show the percentage of women and men in each of the five groups. It
is apparent when looking at the data for the staff groups that there is a gender equality
issue in all groups.
The first table shows the general grade structure, female representation is significantly
higher than male representation in the administrative grades, AA and AO, representation
then becomes more balanced at the HEO grade and then female representation falls behind
male representation at SEO level.
12
In the departmental grade structure there are more men than women at all levels (apart
from the anomaly relating to pay span 8 legal roles commented on previously). A possible
explanation for this is that these roles tend to be specialist and often focus within
engineering, Information Technology or other traditionally male subject areas.
The secretarial grade group is predominately female with only 2 male secretaries out of over
250 in the group.
The support grade group is comprised of a small number of staff (83 staff) of whom 48 are
female and 35 are male.
3.1.2
representation by hours worked
The lack of flexible working hours is often cited as a barrier to women’s progression to the
senior roles within an organisation. The ability to work part time which suits many women
when raising a young family is argued to be difficult to support within senior management
positions.
To consider how part time working affects gender representation, Annex B displays two
tables showing the gender representation for part time staff and for full time only staff. On
the 31st March 2011, 90% of the part time roles in the organisation were being utilised by
women, so it is clear that the lack of part time roles above pay span 5 (as shown in Annex
B) is going to have an impact on women.
When considering just the full time staff in the IOM CS, gender equality appears to be even
more of a problem than evident from the data for all staff. The representation of women
starts to drop below men’s levels of representation at Pay Span 4 as opposed to Pay Span 6.
There are 6 members of staff working part time above Pay Span 5, of these 5 are men and
one is a women. These jobs tend to be within the Departmental grade structure, roles which
are specialised in nature and require specialist experience or qualifications which may make
the jobs hard to recruit to and so management are eager to retain the staff currently
employed. These positions are also more likely to lack a management responsibility which
makes it easier for management to accommodate staff working flexibly.
3.1.3
Representation by Age range and Years Service
Annex C displays a table outlining gender representation in the various age groups and
another which displays gender by years of service.
There are more women than men in every age range which reflects the fact that there are
more women in the service than men. When considering how long employees have been in
the service women make up a greater percentage of civil servants with less than 20 years of
service. However, there are more men than women in the service who have served over 20
years. Potentially this is accounted for by the greater proportion of women taking career
breaks or entering the workforce after having children.
13
3.2
Pay Gap Data
Annex D displays the Pay Gap information of the Civil Service as at 31 March 2011.
According to the OECD, the gender pay gap (also known as gender wage gap) is the
difference between male and female earnings expressed as a percentage of male earnings.
There is a debate to what extent this is the result of gender differences, implicit
discrimination due to lifestyle choices (e.g., number of hours worked, need for maternity
leave), or because of explicit discrimination. However, most governments accept that it is a
useful indicator of gender equality and aim to close the gender pay gap.
Looking at pay gap data in Annex D reveals that when the pay gap data is split by the pay
spans the male average wage remains higher than the female average wage in all
categories except pay span 3. The pay gap is between 1% and 6%.
The pay gap when looking at the average salary for men and the average salary for women
across all pay spans is significant, 24%.
When separated to consider the pay gap between full time and part time only staff, the full
time gender gap remains high at 21%; the part time pay gap, which is just 9%, is distorted
by the fact that there are a very small number of men working part time, in comparison to
the number of women.
The overall pay gap is confirming that there is a large number of women in the organisation
who are occupying the administrative grades compared to men who occupy more of the
senior roles in the organisation.
14
4. Benchmarking
4.1
Benchmarking against the Current Working population of the Isle of Man
Annex E shows the resident economically active Manx population from the 2011 Census.
54% of the economically active population is male and 46% is female. When looking at the
figures for working for an employer full time the percentage moves slightly to 58% and 42%
respectively and when considering the Isle of Man’s part time workers 22% are male and
78% of the part time work force is female.
Within the IOM CS 44% of the workforce is male and women make up 56% of the
workforce. Women make up 90% of the part time workforce.
4.2
Benchmarking Against the UK Civil Service
Figures regarding the UK Civil Service have been obtained from the UK Civil Service
Statistics report from the Office for National Statistics.
UK Civil Service as
at 31 March 2011
53%
IOM Civil Service as
at 31 March 2011
56%
Percentage of female employees working
at the administrative level
50%
(Administrative
Assistant and
Administrative Officer)
58%
(Pay Span 1 and 2)
Percentage of the part time work force
which are female
Percentage of Senior Civil Service which
are female
84%
90%
35%
(Comparable to JESP)
Gender Pay Gap for all employees
Gender Pay Gap for full time employees
Gender Pay Gap for part time employees
Gender Pay Gap for all employees where
responsibility level is taken into account
16%
11%
17%
Between 2% and 7%.
19% of JESP posts
0% of Chief Officers
Group
24%
21%
9%
Between 1% and 6%.
Percentage of female employees
These figures show that the IOM CS contains a similar percentage of women with a similar
percentage working at the administrative level when compared with the UK Civil Service.
There is a significantly lower representation of women in the senior management group than
compared to the UK Civil Service.
The gender pay gap for the IOM Civil Service is higher when looking at all employees and
full time employees than the UK Civil Service, however, the gap is shorter when this is
considered by different responsibility levels which reaffirms that the gap is in the main
caused by the high number of women employed at the lower grades of IOM Civil Service.
15
The median pay gap between men and women in the UK the last time official statistics were
published by Office for National Statistics was 19.8%.
4.3
Benchmarking Internationally
Annex F displays the Organisation for Economic Co-operation and Development (OECD)
Gender pay gap.
Annex G displays the World Economic Forum’s Global Gender Gap.
The Organisation for Economic Co-operation and Development (OECD) produced a gender
profiling tool which helps compare gender pay gap data for countries around the world.
Annex F shows that the lowest scores are in New Zealand. Within Europe, the UK gender
gap is the second highest in Europe. Norway and Belgium have a gender pay gap over 10%
lower than the IOM Civil Service comparative.
The World Economic Forum’s Global Gender Gap Index which ranked 135 countries
according to salaries, workforce participation, and access to education as well as other
criteria shows that they ranked the Nordic countries as the leaders in the field. It states that
Iceland, Norway, Finland and Sweden all see women paid almost as much as men and
occupying almost as many senior jobs. It also found that ‘whilst many developed economies
have succeeded in closing the gender gap in education, few have succeeded in maximising
the returns from this investment. The Nordic countries are leaders in this area. On the whole
these economies have made it possible for parents to combine work and family.’
4.4
Opportunity Now Benchmarking Trends Analysis 2010 - 2011
The Opportunity Now Benchmarking survey is the UK’s most extensive survey of gender
equality, diversity and inclusion in the workplace and contains information from 50 private
sector and 26 public sector organisations. It is often used by UK Government departments
and boards as a benchmarking tool to evaluate their progress towards creating an inclusive
workplace for women. The Opportunity Now benchmarking exercise considers three areas
which are as follows:



Motivate which asks organisations about their motivation and leadership,
Act which asks organisations about the types of action being taken, and
Impact which asks organisations about the impact of such action, in different ways,
on the organisation.
Motivate found that in 2010, 87% of organisations had a business case covering diversity
and that 27% of chief executives had taken up the position of gender champion. This was
an increase from 18% in 2008. Scores in the engagement section found that both the public
and private sectors (49% and 45% respectively) were relatively low in how effectively
organisations communicate the gender strategy with their employees.
Act found that in 2010, 92% of employers had a gender diversity strategy and the same
number had a diversity team or person. Diversity training was widespread with 95% of
organisations offering it, 41% of organisations reporting that it was mandatory for all staff
16
and 59% saying it was mandatory for all staff with supervisory roles. Follow on actions
taken to embed diversity into the organisation culture were not as widespread with only
32% incorporating diversity targets into annual performance reviews. The flexible working
options offered were numerous with all organisations offering at least three options, for
example part time working, term time hours, flexi-time, however, 28% of organisations said
they did not consider flexibility at all when designing new roles or when advertising existing
roles.
Organisations have implemented a range of initiatives to encourage the engagement of
women in the more senior levels of the organisation.
Initiatives to support women in senior management roles
Mentoring and reverse mentoring programmes
Unconscious bias training built into recruitment,
development promotion
Focus groups for senior/mid-level women to understand their
challenges
Senior Leader sponsors for all high potential women
Maternity management and ‘Maternity Returners’ coaching
Training/activities to promote inclusive behaviours to ensure
per acceptance of newly promoted women
Appointment of male gender champions
Specific training for women, following promotion
Financial support to carers required to travel globally
Taken from the Opportunity Now Benchmarking Trends Analysis 2010/11
% of
organisations
currently doing
this
76%
61%
61%
55%
54%
51%
43%
32%
22%
70% of organisations stated they had conducted an equal pay audit and 61% stated that
action was taken when a pay gap is identified and resources are allocated to the issue.
Impact found that 91% of organisations presented workforce profile data to their main
board. 30% of senior managers in the public sector are women compared to 29% of the
senior managers in the private sector. Performance improvements relating to the
recruitment, progression and engagement of female employees were reported by over 63%
of organisations and a reduction in staff turnover was reported by 39% of organisations.
Gender and Hierarchy 2010




18% of women at the Chief Executive/Chief Officer level. In the private sector this
12% and in the public sector this 26%.
23% of women at the Governing board level. In the private sector 22% in the public
sector 25%.
29% of women at the senior management level. In the private sector 29% and in
the public sector this is 30%.
44% of women at the other managerial levels. In the private sector this is 44% and
in the public sector this is 43%.
17

54% of non managerial employees are women. In the private sector this is 57% and
in the public sector this is 48%.
Comparison with the Isle of Man situation
The IOM CS does not have a business case or strategy for greater gender diversity and has
not identified a Gender Champion to lead the organisation, and convince the service of the
need for gender diversity.
The IOM CS does not offer diversity training and there are no proposals to include targets
directed towards improved organisational diversity into performance reviews.
The IOM CS does offer at least three options of flexible working at various levels of the
organisation for example, TOIL, career breaks, term time working and part time or reduced
hours.
Considering the table representing the range of initiatives organisations offer to support
women in senior management roles the IOM CS does not currently offer any of these
programmes except for;


Mentoring and coaching, although there is a lack of female mentors in these
schemes; and,
Maternity management offered centrally which focuses on the processes and letters
involved rather than the conversations managers should have with staff before and
during maternity and the management and support of people returning from
maternity leave.
The IOM government has an Equal Opportunities handbook which was produced in 2007
and allows for positive action to be taken in certain circumstances. It requires updating and
a new awareness campaign so that managers are aware of the possibilities included within
it.
The IOM CS has presented workforce data to the Civil Service Commission which has
prompted this further report; the data relating to gender needs to be more extensive and
captured as a performance target on its own to ensure it is not lost in the other data being
presented.
The IOM CS has not conducted an equal pay audit.
18
5. IOM Civil Service Recruitment 01 April 2010 – 31 March 2011
Annex H, shows the figures for recruitment taking place over the course of one financial
year, 1st April 2010 to 31st March 2011. Annex I breaks these figures down looking at the
recruitment which occurred in each pay span.
The recruitment information for the Civil Service between April 2010 and March 2011 only
portrays a snapshot of the situation within the IOM CS and provides an idea about where
potential areas of concern are in the recruitment process to help focus initial
recommendations. Data from other governments regarding their recruitment statistics was
unattainable for this report and therefore the report is unable to comment on how IOM CS
recruitment compares to other public and private organisations.
The number of female applications up to Pay Span 5, compared to the number of females
shortlisted compared to the number of females appointed appears to be reasonably equal in
comparison to the number of male applications, shortlisted candidates and appointees.
There is an anomaly in this data relating to pay span 3. The majority of posts in this pay
span are Personal Secretary posts and the grade is made up predominantly of women.
When reaching Pay Span 6* (SEO level in the general structure) there is a fall in applications
from women, (34 per cent of the applications compared to the 50 – 60 per cent in the
previous pay spans). This is generally reflected through the rest of the senior posts with the
percentage of women applying for JESP posts, for example, ranging from 0 to 28%.
The percentage of women applying for JESP posts is broadly similar to the percentage of
women shortlisted suggesting that there isn’t a problem in short listing available applicants.
However, it is clear that, as there were no appointments of women to the CLG level in the
year, shortlisted women are hitting a barrier at the interview stage. The data implies that
addressing the gender imbalance through recruitment practices requires looking at why
women are not applying for the senior roles in as great a number as men and why women
are not successful at interview for these high level positions.
72 of the adverts processed were for limited term appointments and of this 10 were not
filled. Of the 62 limited term appointments which were advertised and filled women
accounted for 77% of the appointments. Only 3 LTA positions appointed to were above pay
span 5. Men were successful for two of these positions and the third was a woman.
43 of the adverts processed were for part time positions and of this 6 were not filled. Of the
37 part time positions advertised and filled, women accounted for 89% of the appointments.
Only 1 of the part time positions advertised was above pay span 5. This appointment was
for a legal officer (D804) in the AGC and a man was appointed to the post.
When considering Annex J, which looks at the recruitment details for JESP posts over the
last 4 years, the disproportion is clear and striking, 77% of applicants for JESP roles were
male, 86% of candidates shortlisted were male and all appointees were male.
19
6. IOM Civil Service Leavers 01 April 2010 – 31 March 2011
In the period beginning on 1 April 2010 and ending 31 March 2011 there were a total of 171
people who left the service. Of this 60% were women and 40% were men.
The grounds for leaving the Civil Service during 2010/11 showed that the majority of those
leaving (69%) left due to resignation. There is currently no data available to show how
many of the resignations were submitted as a result of gender issues, such as the need for
increased flexibility in the role or non-returners from maternity leave.
20
7. Why are there so few Women in Senior Management Positions?
Women in Management Worldwide (Davidson and Burke, 2011) reports that research shows
the trend in developed countries worldwide is that women are entering the workplace at
levels similar to men, with similar credentials but their career paths quickly diverge;
furthermore, women are obtaining the necessary experience for advancement but still fall
short in gaining the senior positions.
If it is not credentials and experience creating the shortfall of women in senior leadership
other reasons must be considered for the so called ‘leaky talent pipeline’ whereby more
women are left behind at each transition up the management ranks.
There are many theories and literature which suggest reasons for the lack of women in the
senior management. These reasons are well researched and information from the many
studies in this area have been collated below.
It is impossible to know which circumstances apply to the IOM CS and represent the
greatest barriers to women’s advancement without conducting a staff wide survey to gather
a representative sample of the IOM CS workforce’s views. It is likely that all of the reasons
below have some part to play therefore tackling all of these issues should be considered by
any employer who wishes to create an increasingly equal and therefore successful
organisation.
7.1
Worklife Balance
The choice to start and raise a family disproportionately affects women’s career
development. In the 2011 ILM ‘Ambition and gender at work’ report, 3000 managers of
various public and private organisations were surveyed and the results showed that;




42% of women had taken statutory maternity leave;
21% had left to care for children;
9% of men had taken paternity leave; and
2% had left to care for children.
Women pay a higher price for success, a survey of almost 1000 senior male and female
managers around the world carried out by McKinsey & Co for the report ‘Women Matter’
found that 54% of the women were childless compared to 29% of the men and 33% of the
women were single compared to 18% of the men. The report quotes a Harvard business
review survey which confirms that the higher up the corporate ladder a woman is, the fewer
children she has whereas the reverse is true for men.
Women in Management Worldwide (Davidson and Burke, 2011) found that childcare was an
important concern for women in almost all countries. The disproportionate responsibility for
childcare combined with the lack of availability for flexible hours in senior management
roles, or the concern regarding how many hours will be expected of an appointee above the
21
jobs advertised full time hours, contributes to gender imbalance affecting women once they
have returned to the working environment.
7.2
Access to Development and Training
Research indicates that talented women at the lower levels of the organisation may not
receive the necessary development opportunities compared to their male counterparts
(Powell, 2010).
McKinsey & Co (Women in the Economy, April 2011) found that organisations are not
‘systematically watching these women at the middle management level and putting in
programs that would help them develop and get over the next [promotion] hurdle.’
39% of applicants for the IOM CS Senior Management Development Programme (SMDP)
were female in 2010 and this dropped to under 30% in 2011. Prior to this there was a break
in offering the programme due to an evaluation of the course and tendering process. The
previous programmes run in 2002/4 and 2005/6 had a female representation of 17% and
30% respectively.
The fact more men than women undertake this course may reflect a variety of reasons, the
lack of women in senior management available to participate in the course, most applicants
come from SEO level where representation at 31 March 2011 was 40% which equates to the
representation in the 2011 programme, or the lack of confidence/desire for women to put
themselves forward for such development opportunity.
Training courses such as the IOM CS Middle Management Development Programme (MMDP)
and Senior Management Development Programme (SMDP) are offered on a full time
schedule and this may be difficult for women to attend if they have childcare responsibilities
and difficult for a manager to accommodate if they have a part time worker as there is a
greater percentage of time lost due to increased TOIL. This should be explored further
within an employee survey.
7.3
Male Dominated Culture
Research by Catalyst, a consultancy firm, entitled ‘Cascading Gender Biases, Compounding
effects’ suggests organisations unconsciously promoting the traits exhibited by the
organisations senior leadership and that even talent management systems can be vulnerable
to this gender bias. In most organisations, as in the IOM CS, the leadership is predominately
made up of male executives
Catalyst found that in many organisations executives set the tone while employees mirrored
these traits that had made the existing leaders successful.
Therefore, leadership becomes defined by masculine stereotypes and employees, both male
and female, tend to be viewed as less competent or as weak leaders if they display qualities,
22
characteristics and skills considered atypical or feminine which leads to a perpetual cycle of
bias against women.
The report specified that respondents to a focus group conducted for the report raised
concerns that managers may have difficulty identifying talent which doesn’t look like what
they expect it to look like.
Though this is likely to affect both men and women, Research by Newarks Rutgers
University and published in the journal Psychology of Women Quarterly (2009) discovered
that ‘women who came across as ambitious, competitive and capable could put themselves
at as much as a disadvantage as women who presented themselves as competent yet
modest.’ It found that women when presenting themselves at interview are ‘damned if they
do and dammed if they don’t’ being unable to present themselves as confident and self
assured without appearing ambitious, disingenuous and controlling due to the interviewers
unconscious bias.
Morrison, White and Van Velsor (1987) reported that women had difficulties fitting into their
organisations culture and were seen by men as wanting too much for themselves or for
other women, or had performance difficulties. Managerial women had to walk a fine line,
they had to be tough but not too tough, and they had to stand on their own yet ask for help
when needed. More than 20 years later, male-defined views of work and career success still
represent the norm (O’Neil, Hopkins and Bilimoria, 2008).
7.4
Women’s Discomfort in Promoting Themselves
A lack of confidence repeatedly crops up in studies as one of the barriers to women’s
progression to senior leadership.
‘Ambition and gender at work’ (ILM report, 2011) claimed that women are impeded in their
careers by lower ambitions and expectations. Compared to their male counterparts they lack
the self belief and confidence which leads to a cautious approach to career opportunities.
‘Women Matter’ (McKinsey & Co, 2007) argues that one of the keys to success lies in the
ability to promote oneself and be assertive about one’s performance and ambitions, it
appears women try to minimise their own contributions. In a survey of MBA students 70%
of female respondent’s rate their own performance as equivalent to that of their co-workers
whilst 70% of men rate themselves higher than their co-workers.
The same report detailed the following case studies to support this claim:
 HP internal research discussed in the same report showed that women will only apply
for a position if they think they meet 100% of the job specification, whereas men will
apply if they think they meet 60%.
 A board member of a large banking group recently claimed that ‘On the same
project, men will show 100% ambition even if they only have 50% of the required
23

skills, whereas women will be concerned about having only 80% of the required
skills’.
Lloyds TSB found though female employees are 8% more likely than men to meet or
exceed their performance targets they are less likely to apply for promotion.
If women are less likely than men to recognise – and appreciate – their own performance, it
will be difficult for them to emphasise their talents and gain recognition in the organisation.
7.5
Recruitment Bias
An organisation placing an advert and claiming there is equality of opportunity is not doing
enough to harness all of its available talent and as there is clear evidence that women are
more hesitant to put themselves forward and men are more likely to apply for stretching
jobs, even if each of their ability is the same it can be argued that open advertising may not
produce the best candidate either.
To ensure the most effective leaders are appointed all available talent should be represented
at the shortlisting and interview stage so senior women within the organisation should be
identified and encouraged to apply.
‘A Business Case for Women’ (McKinsey Quarterly, 2008) gives an example: ‘One European
company in a technical sales oriented line of business was receiving only 5% of job
applications for a specified job from women, by changing the ad’s stock photo of a man to
one of the company’s senior women and by focusing the text on enthusiasm and innovation
instead of aggressiveness and competitiveness the company raised the rate of applications
from women to 40%.’ This statistic displays how dramatically advert wording and
organisational perception can influence the gender make up of applicants.
Bias can become present at any point during the selection process, this can be a result of a
previous bad experience recruiting a female senior manager or can be because the
organisation values time served rather than potential talent which may indirectly
discriminate against the female applicants who may have entered the service later or taken
career breaks.
7.6
Lack of Female Role Models
The lack of female role models in senior management cannot help but have a negative
impact on the career ambitions and expectations of women within the service. Mentoring is
a proven successful tool in addressing women’s self-belief and confidence in their ability to
succeed at high level roles. (Ambition and gender at work, ILM Report 2011)This is difficult
to achieve due to a lack of senior women within the IOM CS to act as mentors to
prospective future leaders. Without any role models the likelihood is that women will have a
heightened perception of the difficulty of achieving success
24
In ‘Women Matter’ (McKinsey & Co, 2007) the report identifies that a major barrier that
emerged from their research was that women have a difficulty identifying with success and
that this appears to restrict their own professional success. Women in Leadership: A
European Business Imperative (Catalyst, 2000) found that in the US 64% of women see the
absence of a female role model as a barrier to their development.
McKinsey & Co (Women in the Economy, April 2011) reviewed over 100 existing research
papers, surveyed 2,500 men and women and interviewed 30 chief diversity officers and
experts to understand the factors that hold women back. They found that Women in their
survey cited a number of familiar factors they found to be discouraging including: Lack of
access to informal networks where they can make important connections, a lack of female
role models higher up in the organisation, and a lack of sponsors to provide opportunities,
which many male colleagues have.
7.7
A Lack of Understanding of Gender Diversity Issues
McKinsey & Co in their various reports on gender equality within the working environment
underline the necessity of transparency, claiming that ‘it is the first step towards achieving
any change.’ Where a company does not gather, report and monitor the key data in relation
to gender within the workforce, it cannot hope to adequately address the challenges of
reaching gender equality.
Organisations which are able to promote and retain women most successfully have senior
executives who monitor key performance indicators and incorporate them into regular
reviews.
7.8
Womens Own Choices and Preferences
The Financial Times report on Gender & The Workplace: What do women really want from
work (May 2011) discusses how women rank a number of career priorities such as flexible
work arrangements, collaboration, making a contribution, working with people they respect.
They reference at least 10 studies which show that women are motivated by these aspects
of a job rather than pay and advancement which are the big incentives to men.
This means that if women do not see the qualities they desire in a role e.g. job-satisfaction
in senior roles within an organisation they may opt out of applying to join its leadership
cohort.
McKinsey & Co (Women in the Economy, April 2011) argued that Women often elect to
remain in jobs if they derive a deep sense of meaning professionally. More than men,
women prize the opportunity to pour their energies into making a difference and working
closely with colleagues. Women don’t want to trade that joy for what they fear will be
energy-draining meetings and corporate politics at the next management echelon.
25
8. Bibliography
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February 2010 issue, p.58 - 61
Bolso, A (2011) ‘Ignore the doubters. Norway’s quota on women in the boardroom is working’,
Guardian, Monday 18th July 2011
Cane, A (2011) ‘Maternity: In constant fear of mentioning babies’ Financial Times, May 25 th 2011
CIPD (2010), ‘Opening Up Talent for Business Success’
Davies, Lord of Abersoch et al (2010) ‘Women on Boards’
Davidson, M. J. and Burke, R. J. (ed) (2011), ‘Women in Management Worldwide – Progress and
Prospects’ 2nd edition, Gower Publishing Company, Surrey
Dawson, S et al (2011), ‘Voluntary Gender Equality Reporting in Organisations with 150 to 249
Employees’ Government Equalities Office
Equality and Human Rights Commission Research Report 55 (2010), ‘Gender Pay Gap reporting
Survey 2009’
Eyre, E (2011), ‘Women managers ‘aim lower and settle for less’ than men’, Training Journal, April
2011 issue, p.12
Gresser, C (2011) ‘Gender & The Workplace: What do women really want from work?’ Financial
Times, May 25th 2011
Griffiths, J (2006) ‘ Creche Course’ Coaching Development
Hewitt, S (2011), ‘Bringing on the next generation’ Training Journal, June 2011 issue, p.45 - 49
Hoban, V (2010), ‘A Bumpy Ride?’ Edge, May 2010 Issue, p.40-41
Honey, P (2011), ‘Apologetic Women in the Boardroom’ People Management, viewed on 23/10/2011
www.peoplemanagement.com/pm/sections/your-say/blogs/specialists/peter-honey.htm
Institute of Leadership and Management (2011), ’Ambition and Gender at Work’
Leimon, A (2011), ‘What Happened to the Women’ Training Journal June Issue, p. 66 – 70
Little, B (2010), ‘Best Practice Talent Management’ Training Journal, November 2010 Issue, p. 46-49
McKinsey & Company, (2008), ‘A Business Case for Women’
McKinsey & Company, (2007), ‘Women Matter’
Manning, S (2008), ‘Pushing for Greater Gender Equality in the Public Sector – Survey of findings
from the International Women’s Conference 27-28 February 2008’, National School of Government,
London
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Manning, S (2007), ‘What do Public Sector Women Really Think About Taking on Senior Roles? –
Survey of findings from the International Women’s Conference 8-9 March 2009’, National School of
Government, London
Murray, S (2011) ‘Glass Ceilings: Unconscious bias still holding women back’ Financial Times, May 25 th
2011
Office for National Statistics, (2011), ‘Civil Service Statistics – 2011’
Office for National Statistics, (2010), ‘Civil Service Statistics – 2010’
Opportunity Now, (2011), ‘Benchmarking Trends analysis 2010/11’
Paton, N (2009), ‘Interview Stereotyping Undermines Women’, Management Issues
Paton, N (2009), ‘Talent Management – Just for Men’, Management Issues
Ryan, Dr M & Haslam, A (2007) ‘ CIPD Change Agenda – Women in the Boardroom The Risks of
being at the top’ CIPD
Smedley, T (2007), ‘The Flag Bearers’, People Management, June 2007 Issue, p.31-33
Stidder, N (2011) ‘Gender & The Workplace: Case study’ Financial Times, May 25 th 2011
Sweeney, C (2011), ‘Women on boards – how do we improve representation?’ CIPD,
www.cipd.co.uk/comment-insight/comment/women -boards.aspx
Thomson, P (2010), ‘Step this Way’, Coaching Equality
Tuhus-Debrow (2009), ‘The female advantage’ Ideas May Issue
Weekes, S (2010), ‘Women at the Top’, Edge, July/August 2010 Issue, p.30-35
‘Why Women make good leaders’, HR Daily, viewed 20/10/2011,
www.hrdaily.com.au/n106_news_selected.php?act=2&nav=1&selkey=1896
‘Women’s Representation’, Home Office, viewed 20/10/2011,
www.homeoffice.gov.uk/equalities/women/womens-representation
‘Women and Work’, Home Office, viewed 20/10/2011,
www.homeoffice.gov.uk/equalities/women/women-work
Woodruffe, C (2009), ‘What about me?’ Training Journal, October 2009 Issue, p. 50 – 54
Worman, D & McCartney, C (2009), ‘In the Pipeline - CIPD report’ People Management, August 2009
Issue
27
Annexes for the Civil Service Report on Gender Equality
28
Annex A – Demographics of the Civil Service by grade as at 31 March
2011.
All figures for Male and Female are as a percentage of the total number of employees shown
by the Grand Total.
Grade
JESP 5-8
JESP 9-13
JESP 14-18
JESP 20
Grand Total
Female
10 (22%)
3 (14%)
0 (0%)
0 (0%)
13 (19%)
Male
35 (78%)
18 (86%)
3 (100%)
1 (100%)
57 (81%)
Grand Total
45
21
3
1
70
Grade
AA
AO
EO
HEO
SEO
OS7
Grand Total
Female
113 (81%)
300 (70%)
175 (61%)
85 (52%)
27 (40%)
3 (20%)
703 (64%)
Male
27 (19%)
126 (30%)
113 (39%)
78 (48%)
41 (60%)
12 (80%)
397 (36%)
Grand Total
140
426
288
163
68
15
1100
Grade
D100 - D183
D200 - D281
D300 - D382
D400 - D481
D500 - D508
D600 - D681
D701 - D713
D803 - D804
D902 - D908
Grand Total
Female
68 (64%)
83 (47%)
16 (22%)
45 (26%)
83 (38%)
15 (19%)
4 (29%)
10 (56%)
1 (25%)
325 (38%)
Male
39 (36%)
95 (53%)
56 (78%)
127 (74%)
137 (62%)
64 (81%)
10 (71%)
8 (44%)
3 (75%)
539 (62%)
Grand Total
107
178
72
172
220
79
14
18
4
864
Grade
Executive Secretary
Personal Secretary
Secretary
Senior Secretary
Grand Total
Female
3 (100%)
68 (100%)
79 (99%)
114 (99%)
264 (99%)
Male
0 (0%)
0 (0%)
1 (1%)
1 (1%)
2 (1%)
Grand Total
3
68
80
115
266
Grade
Support Grade 2
Support Grade 1
Support Manager 3
Support Manager 2
Grand Total
Female
25 (69%)
13 (59%)
7 (35%)
3 (60%)
48 (58%)
Male
11 (31%)
9 (41%)
13 (65%)
2 (40%)
35 (42%)
Grand Total
36
22
20
5
83
29
Annex B – Demographics of the Civil Service by hours worked as at
31 March 2011.
All figures for Male and Female are as a percentage of the total number of employees shown
by the Grand Total
Part Time Staff
Pay Span
Pay Span 1
Pay Span 2
Pay Span 3
Pay Span 4
Pay Span 5
Pay Span 6
Pay Span 7
Pay Span 8
Grand Total
Female
128 (86%)
182 (95%)
18 (90%)
50 (93%)
30 (83%)
0 (0%)
1 (33%)
0 (0%)
409 (90%)
Male
20 (14%)
9 (5%)
2 (10%)
4 (7%)
6 (17%)
2 (100%)
2 (67%)
1 (100%)
46 (10%)
Grand Total
148
191
20
54
36
2
3
1
455
Female
83 (59%)
397 (70%)
65 (65%)
197 (38%)
139 (40%)
42 (29%)
6 (23%)
9 (53%)
1 (25%)
10 (22%)
3 (14%)
0 (0%)
0 (0%)
952 (49%)
Male
57 (41%)
171 (30%)
35 (35%)
322 (62%)
212 (60%)
103 (71%)
20 (77%)
8 (47%)
3 (75%)
36 (78%)
18 (86%)
3 (100%)
1 (100%)
989 (51%)
Grand Total
140
568
100
519
351
145
26
17
4
46
21
3
1
1941
Full Time Staff
Pay Span
Pay Span 1
Pay Span 2
Pay Span 3
Pay Span 4
Pay Span 5
Pay Span 6
Pay Span 7
Pay Span 8
Pay Span 9
JESP 5-8
JESP 9-13
JESP 14-18
JESP 20
Grand Total
30
Annex C – Demographics of the Civil Service by age range and by
years’ service as at 31 March 2011.
All figures for Male and Female are as a percentage of the total number of employees shown
by the Grand Total
Age
17 - 29
30 - 39
40 - 49
50 - 59
60 - 69
70 - 75
Grand Total
Female
153 (72%)
259 (57%)
438 (55%)
418 (53%)
94 (54%)
5 (63%)
1367 (56%)
Male
60 (28%)
192 (43%)
365 (45%)
365 (47%)
81 (46%)
3 (37%)
1066 (44%)
Grand Total
213
451
803
783
175
8
2433
Years Service
< 1 year service
1 - < 5 years
5 - < 10 years
10 - <15 years
15 - <20 years
20 - <25 years
25 - <30 years
30 - <35 years
35 - <40 years
40 - <45 years
Grand Total
Female
84 (68%)
335 (63%)
392 (58%)
239 (57%)
128 (58%)
105 (48%)
41 (38%)
20 (29%)
15 (27%)
8 (62%)
1367 (56%)
Male
39 (32%)
198 (37%)
281 (42%)
181 (43%)
91 (42%)
115 (52%)
66 (62%)
50 (71%)
40 (73%)
5 (38%)
1066 (44%)
Grand Total
123
533
673
420
219
220
107
70
55
13
2433
31
Annex D - Pay Gap information of the Civil Service as at 31 March 2011.
Overall Gender Pay Gap
The figure below uses the annual salary for all fulltime staff and all part time staff as if they worked full time.
Average wage = £32,769
Average wage (Male) = £37,832
Average wage (Female) = £28,779
Pay Gap = 24%
Full Time Gender Pay Gap
This figure is calculated by only looking at the full – time employees salaries within the organisation.
Average full time wage – £34,476
Average full time wage (Male) - £38,283
Average full time wage (Female) - £30,414
Pay Gap = 21%
Part Time Gender Pay Gap
This figure is calculated by only looking at the part time staff employed in the IOM Civil Service but uses the annual
salary figure as if they were employed full time.
Average part time wage - £25,290
Average part time wage (Male) – £27,606*
Average part time wage (Female) – £25,098
Pay Gap = 9%
*there are only 45 men working part time within the IOM Civil Service as at 31 March 2011 compared to the 410 women.
Pay Span 1
Pay Span 2
Pay Span 3
Pay Span 4
Pay Span 5
Pay Span 6
Average wage =
£19,659
Average wage
(Male) = £20,310
Average wage
(Female) =
£19,419
Average wage =
£24,123
Average wage
(Male) = £24,217
Average wage
(Female) =
£24,094
Average wage =
£28,741
Average wage
(Male) = £28,682
Average wage
(Female) =
£28,768
Average wage =
£32,112
Average wage
(Male) =£32,626
Average wage
(Female) =
£31,434
Average wage =
£40,170
Average wage
(Male) = £40,293
Average wage
(Female) =
£39,971
Average wage =
£50,965
Average wage
(Male) = £51,247
Average wage
(Female) =
£50,260
Pay Gap = 4%
Pay Span 7
Pay Gap = 1%
Pay Span 8
Pay Gap = 1%
Pay Span 9
Pay Gap = 4%
JESP 5-8
Pay Gap = 1%
JESP 9 -13
Pay Gap = 2%
Average wage =
£63,467
Average wage
(Male) = £63,910
Average wage
(Female) =
£62,073
Average wage =
£69,951
Average wage
(Male) = £71,051
Average wage
(Female) =
£69,070
Average wage =
£70,709
Average wage
(Male) = £71,226
Average wage
(Female) =
£68,676
Average wage =
£91,201
Average wage
(Male) = £92,445
Average wage
(Female) =
£89,138
Pay Gap = 3%
Pay Gap = 3%
Average wage =
£99,147
Average wage
(Male) =
£101,128
Average wage
(Female) =
£95,187
Pay Gap = 6%
Pay Gap = 6%
Pay Gap = 4%
32
Annex E – Isle of Man Census Data, 2011
TABLE 8 - RESIDENT ECONOMICALLY ACTIVE POPULATION BY EMPLOYMENT STATUS 2011
Employment Status
Works for an employer full time
Works for an employer part time
Works for more than one employer part time
Is self-employed employing others
Is self-employed not employing others
Unemployed
Total Economically Active*
Total
29,117
7,185
732
1,817
5,358
1,475
44,609
Male
16,812
1,547
224
1,330
3,780
907
24,033
Female
12,305
5,638
508
487
1,578
568
20,576
*total is less than sum of categories as multiple response possible.
Annex F – Organisation for Economic Co-operation and Development
Gender pay gap
Unadjusted gender gap in median earnings for full-time employees
Country
Australia
Austria
Belgium
Canada
Czech Republic
Denmark
Finland
France
Germany
Greece
Iceland
Ireland
Israel
Italy
Japan
Korea
Netherlands
New Zealand
Norway
Poland
Portugal
Spain
Sweden
Switzerland
United Kingdom
United States
OECD average
Gender wage gap
16.4
19.4
8.9
19.8
18.1
12.1
19.7
13.1
21.6
9.6
13.5
10.4
20.3
11.8
28.3
38.9
16.7
7.8
8.7
10.0
15.6
11.8
14.9
19.5
19.8
19.8
15.9
33
Annex G – World EconomicForum’s Global Gender Gap
Country
Iceland
Norway
Finland
Sweden
Ireland
New Zealand
Denmark
Philippines
Lesotho
Switzerland
Germany
Spain
Belgium
South Africa
Netherlands
United Kingdom
United States
Canada
Latvia
Cuba
Ranking
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
85.3%
84.0%
83.8%
80.4%
78.3%
78.1%
77.8%
76.9%
76.7%
76.3%
75.9%
75.8%
75.3%
74.8%
74.7%
74.6%
74.1%
74.1%
74.0%
73.9%
Annex H – Recruitment figures for the Civil Service between 1 April
2010 and 31 March 2011
Recruitment Figures
225
2924
9
2915
1735
1180
800
543
257
137
72
209
65.6
34.4
Number of jobs advertised
Total number of applications
Total number of applications with no equal opportunity form
Total number of applications with equal opportunity information
Total number of applications received from women
Total number of applications received from men
Total number of applicants shortlisted
Total number of shortlisted candidates who were female
Total number of shortlisted candidates who were male
Number of women appointed
Number of men appointed
Total number of appointments
Percentage of women appointed
Percentage of men appointed
34
Annex I – Recruitment figures for the Civil Service between 1 April 2010 and 31 March 2011 by pay span
Total number of applications received in 10-11
Applications received for this pay span by women
Applications received for this pay span by men
Candidates shortlisted for this pay span who were women
Candidates shortlisted for this pay span who were men
Women appointed to this pay span
Men appointed to this pay span
Total number of applications received in 10-11
Applications received for this pay span by women
Applications received for this pay span by men
Candidates shortlisted for this pay span who were women
Candidates shortlisted for this pay span who were men
Women appointed to this pay span
Men appointed to this pay span
Pay Span 1
Pay Span 2
Pay Span 3
Pay Span 4
Pay Span 5
Pay Span 6
Pay Span 8
864
576 (66.8)
286 (33.2)
104 (80)
26 (20)
19 (82.6)
4 (17.4)
1277
786 (61.7)
488 (38.3)
252 (76.6)
77 (23.4)
60 (74.1)
21 (25.9)
95
82 (86.3)
13 (13.7)
37 (88.1)
5 (11.9)
10 (100)
0
315
158 (50.2)
157 (49.8)
83 (61.9)
51 (38.1)
27 (71.1)
11 (28.9)
184
87 (47.8)
95 (52.2)
45 (52.3)
41 (47.7)
16 (51.6)
15 (48.4)
85
29 (34.1)
56 (65.9)
17 (43.6)
22 (56.4)
5 (38.5)
8 (61.5)
8
4 (50)
4 (50)
1 (33.3)
2 (66.7)
0
(2) 100
JESP 5-8
47
4 (8.5)
43 (91.5)
1 (6.7)
14 (93.3)
0
5 (100)
JESP 9-13
22
6 (28.6)
15 (71.4)
2 (16.7)
10 (83.3)
0
4 (100)
JESP 14-18
13
3 (23.1)
10 (76.9)
1 (20)
4 (80)
0
1 (100)
35
JESP 20
14
0
14 (100)
0
5 (100)
0
1 (100)
Annex j – Recruitment for JESP Posts BETWEEN 10/08/09 AND 31/03/12
No
No
Yes
No
No
No
No
No
No
No
Yes
Yes
No
No
No
No
No
No
No
No
No
No
No
No
Number of men applied (%)
Number of men shortlisted (%)
Number of men appointed (%)
36
14
7
1
3
8
14
1
4
3
14
2
10
10
8
10
5
1
9
7
4
3
27
1
14
4
4
2
0
11
7
1
2
0
0
0
7
3
0
5
2
0
0
0
0
1
2
0
1
2
2
0
3
3
8
2
6
3
7
0
6
9
4
6
7
1
4
0
1
3
2
1
8
178 (77)
61 (86)
21 (100)
16
9
3
0
16
13
0
0
0
7
2
11
4
4
9
0
0
5
7
3
1
27
0
7
18
11
3
3
19
21
2
6
3
14
2
17
13
8
15
7
1
9
7
4
4
29
1
15
2
0
0
3
5
3
2
3
2
5
1
2
4
2
4
2
1
4
4
1
3
4
1
4
1
0
0
0
1
2
1
0
0
0
0
1
1
0
1
1
0
0
0
0
1
0
0
0
Gender
Appointed
52 (23)
10 (14)
0 (0)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Female
Shortlisted
Number of women applied (%)
Number of women shortlisted (%)
Number of women appointed (%)
No
No
No
Yes
No
No
Yes
Yes
Yes
No
No
No
No
No
No
Yes
Yes
No
No
No
No
No
Yes
No
Male
Shortlisted
JESP 9-13
JESP 5-8
JESP 9-13
JESP 5-8
JESP 5-8
JESP 5-8
JESP 5-8
JESP 9 - 13
JESP 5 - 8
JESP 20
JESP 9-13
JESP 9-13
JESP 14-18
JESP 9-13
JESP 9-13
JESP 5-8
JESP 5-8
JESP 5-8
JESP 5-8
JESP 5-8
JESP 9-13 M2
JESP 5-8
JESP 9-13
JESP 9-13
Total Applied
MNH
DTL
TPO
DAFF
DTL
Gen Reg
DTL
DCCL
OFT
CSO
TPO
AGC
DOE
WA
DHA
DED
DOI
WA
DOI
DED
AGC
DOI
Treasury
DEFA
External
applied
Closed
Not Appointed to
Not Appointed to
Closed
Closed
Closed
Not Appointed to
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Closed
Internal
Applied
Director of Manx National Heritage
Director of Tourism
Chief Officer
Chief Veterinary Officer
Director of Tourism
Chief Registrar
Director of Finance
Chief Executive Officer
Chief Officer
Chief Secretary
Chief Officer
Legislative Drafter
Chief Executive
Chief Executive
Chief Executive Officer
Deputy Chief Executive
Director of Finance
Director of Operations
Director of Planning and Building Control
Director Civil Aviation
Government Advocate
Head of Health & Safety at Work Inspectorate
Collector of Customs and Excise
Chief Executive
Female
Applied
Grade
Male Applied
Dept
LTA
Status
FTE
Internal
Job Title
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Male
Annex K - The Case for Greater Equality
Why should organisations be interested in developing and engaging the talents of women?
There is strong evidence to suggest that greater gender diversity strengthens organisations.
Organisations which create a balanced mix of male and female talent amongst their senior
leadership get the best people into leadership positions. This is particularly important with
the acknowledged shortage of effective managerial talent (Burke and Cooper, 2006).
Tarr-Whelan (2009) indentifies five benefits organisations realise by having more women
within senior jobs:





Higher profits
Policies that contribute to individual and societal health – education, families,
entrepreneurship
A stronger integration of work and family leading to higher productivity and quality
of life
Increased commitment to both personal and corporate responsibility and broader
longer term planning
Management that reflects the twenty first centuries – teamwork, participative
decision making.
A 2007 report ‘Women Matter’ (McKinsey and Co) argued that it was imperative to create
gender diversity for the benefit of organisations.
They conducted a study which measured organisational excellence against nine criteria:
leadership, direction, accountability, co-ordination and control, innovation, external
orientation, capability, motivation, work environment and values. The study examined the
evaluations of 115,000 employees of 231 public and private companies, as well as non-profit
organisations. They found that companies who ranked highly in these areas performed
better economically than companies with a low score. They then looked at 101 of these
companies who publish the composition of their governing bodies and found that companies
with three or more women in senior management functions score more highly on average
for each organisational criterion than companies with no women at the top.
The study notes that correlation is not necessarily cause, but that the correlation between
organisational excellence and women’s participation in management bodies is nonetheless
striking.
They conducted a further study which looked at economic performance of the 89 European
listed companies with the highest level of gender diversity in top management posts. They
found that, on average, there could be no doubt that these companies were outperforming
in their sector in terms of return on equity.
When they asked business executives globally what they believe the most important
leadership attributes are for success today, each of the top four—intellectual stimulation,
inspiration, participatory decision-making and setting expectations/rewards—were more
commonly found among women leaders.
37
‘A Business Case for Women’ (McKinsey Quarterly, 2008) highlights that One European
Commission study showed that 58% of the companies with diversity programs reported
higher productivity as a result of improved employee motivation and efficiency, and 62%
said that the programs helped attract and retain highly talented people.
The importance of gender diversity can also be seen not just in economic or in efficiency
terms but as preparedness for the upcoming talent shortfall. McKinsey notes that the
reduction of available talent is likely to increase in the coming decades and that the obvious
response is to engage and develop women within the workforce to close this gap.
In addition gender diversity provides a benefit to the image of the organisation, according to
one European Commission study diversity programmes have had a positive impact on
employee motivation for 58% of the companies that have implemented them and 69%
noted an improvement in their brand image.
The case for greater equality, which has often been pushed in terms of fairness, equality
and political correctness, should now be considered in the following terms:





Improving the performance, efficiency, and economics of the organisation,
Attracting and retaining talent;
Providing a positive image of the organisation with a modern management structure
Addressing the issue of an aging workforce and the acknowledged shortfall of talent
Cost effectiveness; prevention of women leaving the organisation taking their
training and institutional knowledge with them and requiring the organisation to go
through the recruitment process again.
Making changes to the organisation to improve the gender diversity has a price and in times
of economic restraint could be seen as generating unnecessary costs. However, these
changes provide long term and measurable benefits to the organisation, ensuring that the
best people are in leadership positions
38
Appendix 2
INTRODUCTION
In August 2012 the Civil Service Commission agreed to conduct a survey to obtain views of
improve the Gender Equality within the Civil Service at the Senior Management level.
950 people across Isle of Man Government undertook the survey of which 37% were male
and 63% were female.
This report considers the responses of the Civil Servants who responded in order to try and
address the problem of Gender Inequality within the Isle of Man Civil Service. It is
recommended that the next stage will be to consider gender representation in other areas of
Isle of Man Government.
55% (518) of the respondents were Civil Servants and the demographics of these people
are as follows:
 36% male and 64% female
 85% full time and 15% part time
 49% mange staff and 51% do not manage staff
 40% are looking for promotion opportunities and 60% are not
This report contains the summarised findings of the survey. The full results of the survey are
contained in Annex A.
39
QUESTION 1
TO WHAT EXTENT DO YOU AGREE OR DISAGREE WITH THE FOLLOWING
STATEMENT? GENDER EQUALITY HAS ALREADY BEEN ACHIEVED FOR THE MOST
PART WITHIN THE ISLE OF MAN CIVIL SERVICE
The results show that 57% of staff agree that gender equality has been completely or
partially achieved within the Isle of Man Civil Service.
However, gender has an effect on how people felt about gender equality within the Isle of
Man Civil Service.
The results shows that the percentage who completely or partially agree that gender
equality has been achieved rises to 72% if you consider only the male respondants; and
drops to 48% if you consider only the female respondants.
46% of male respondants completely agree that gender equality has been achieved
compared to 11% of female respondants.
QUESTION 2
TO WHAT EXTENT DO YOU AGREE OR DISAGREE WITH THE FOLLOWING
STATEMENT? THERE ARE STILL BARRIERS TO WOMEN PROGRESSING TO TOP
LEVELS OF MANAGEMENT (A GLASS CEILING) WITHIN THE ISLE OF MAN CIVIL
SERVICE
The results show that 39% of staff partly agree that there are still barriers to women
progressing to senior management.
70% of female respondants responding completely or partly agree that there are barriers to
women progressing compared to 24% of male respondants.
53% of male respondants completely disagree that there are barriers which exist for women
trying to progress to senior management compared to 10% of female respondants.
This was reflected in the comments in relation to this question, when talking about barriers
the majority of comments from the male civil servants related to childbearing and family
responsibilities
‘This is regettably down to women taking time off to have children and child care
arrangements. Greater progress can only come from men taking a more involved role in
child care. There are no barriers within the Civil Service.’
Although this was also discussed as an issue in the comments from the female civil servants
responding there were many other issues raised like coaching, all male interview panels,
styles of leadership, visibility of role models and confidence of women within the service.
‘Barriers exist in the minds of more senior officers who are failing to adjust and recognise
new methods of managing and leading in the workplace.’
40
QUESTION 3
DO YOU BELIEVE THERE IS A PROBLEM WITH GENDER DIVERSITY WITHIN THE
ISLE OF MAN CIVIL SERVICE?
The result for this question shows that overall the majority of respondents do not believe
that there is a problem with gender diversity with 38% of respondents saying that there is a
problem and 62% saying there is not.
Separating the results by gender shows that the female respondants are split about whether
there is a problem with gender diversity within the IOM CS with 50% saying they believe
there is and 50% saying they believe there is not.
82% of male respondants believe that there is not a problem with gender equality.
QUESTION 4
THE CORPORATE LEADERSHIP GROUP REFERS TO THE MEMBERS OF THE
SENIOR CIVIL SERVICE (JESP GRADES). WHAT IMPACT DO YOU BELIEVE A
CORPORATE LEADERSHIP GROUP WHICH HAS AN EQUAL MIX OF FEMALE AND
MALE MEMBERS WOULD HAVE ON THE ORGANISATION?
The survey results show that 56% of the respondants believe that an equal mix of women
and men within the Corporate Leadership Group would have a positive impact; 39%
believing it would have no impact and 5% believe it would have a negative impact.
64% of women responded that the CLG would be improved with a more equal mix of
women and men involved compared to 41% of men.
Considering the response from the people who are already within the CLG the results
reflected the views of the civil service as a whole, 56% believe it would have a positive
impact on the organisation and approximately 40% believe it would have no impact.
A consistent message was delivered from both men and women through the comments in
that the best person should be given the role and that quotas or positive discrimination
would not be beneficial.
QUESTION 5
WHAT EFFECT DO YOU BELIEVE THE FOLLOWING INITIATIVES WOULD HAVE
ON IMPROVING THE GENDER DIVERSITY OF THE ISLE OF MAN CIVIL SERVICE?
 Including in all job adverts that applications will be considered from candidates
wishing to job share, work part time hours or develop flexible working arrangements
 Ensuring that wherever possible, recruitment panels contain a mix of gender
 Enabling leadership and management development course to be delivered on a
flexible basis
 Incorporating diversity training into development programmes and core skills training
courses, as appropriate
41

Increasing the number of flexible working posts at HEO and equivalent grades and
above
 Creating a women's network which offers coaching and mentoring and provides and
opportunity to attend lunch time sessions on building confidence and leadership skills
The above proposals were supported by the people responding to this survey. The creation
of a women’s network was the least popular with 49% of respondants supporting it and
24% of respondants who felt it would have a negative impact. The other proposals were
supported with 60% - 70% of respondants selecting they believed they would have a
positive impact on the gender diversity within the Civil Service.
The results when considered indivudally as proposals show that female respondants are
more likely to believe the proposals will have a positive impact than male respondants;
however, male respondants do not believe the proposals would have a negative impact
rather that they would have no impact.
The majority of female respondants felt all of the proposals would have a positive impact;
the results for positive impact range from 61% to 80%. For male respondents the range
who believed the proposals would have a positive impact was from 28% to 55%.
The proposal which had the largest agreement on whether it would have a positive impact
on gender diversity was the delivery of leadership and management development courses
on a flexible basis; this was felt to be the most important by both male respondants (55%)
and female respondants (80%).
QUESTION 6
WOULD YOU SUPPORT THE INTRODUCTION OF ANY OF THE FOLLOWING
INITIATIVES?
 Including in all job adverts that applications will be considered from candidates
wishing to job share, work part time hours or develop flexible working arrangements
 Ensuring that wherever possible, recruitment panels contain a mix of gender
 Enabling leadership and management development course to be delivered on a
flexible basis
 Incorporating diversity training into development programmes and core skills training
courses, as appropriate
 Increasing the number of flexible working posts at HEO and equivalent grades and
above
 Creating a women's network which offers coaching and mentoring and provides and
opportunity to attend lunch time sessions on building confidence and leadership skills
The results for this question mirror the answer to question number 5 with the results for
supporting all the proposals overwhelming in favour high apart from the Women’s network
where the people responding answered 44% support it and 30% would not support it.
42
QUESTION 7
HOW BEST WOULD YOU DESCRIBE YOUR OWN LEVEL OF PERSONAL
CONFIDENCE?
The results show a difference in the level of personal confidence of male and female
respondants.
17% of men reporting a high level or personal confidence compared to 8% of women and
51% of men responding with a quite high level of personal confidence compared to 42% of
women.
QUESTION 8
WHEN CONSIDERING A POTENTIAL NEW JOB OPPORTUNITY HOW MUCH OF THE
JOB SPECIFICATION WOULD YOU HAVE TO FEEL CONFIDENT YOU MATCHED
BEFORE YOU CONSIDERED APPLYING FOR THE ROLE?
The results for this question show that 65% of staff felt that they would need to feel
confident they fully met the person specification requirements before they considered
applying for the position and 28% of respondants said they would have to meet roughly half
of the person specifications.
There is a slight difference between the genders in response to this question, 67% of female
civil servants would have to feel they fully met the person specification requirements
compared to 61% of male civil serants.
QUESTION 9
WHAT DEVELOPMENT DO YOU THINK WOULD HELP YOU PREPARE FOR A
HIGHER GRADED POST? (YOU MAY SELECT MORE THAN ONE
RESPONSE)COACHING, MENTORING, SHADOWING, TRAINING COURSES
(INTERNAL), TRAINING COURSES (EXTERNAL)
The results show that most respondants believed nearly all the development types listed
would have benefits in preparing them for a higher graded position apart from External
Training Courses where only 23% of people responding believed it would help.
The type of development which most people believed would help them prepare for a higher
graded post was mentoring which 71% of respondants selected, this was followed closely by
shadowing.
Female respondants feel that mentoring and shadowing will be of most benefit to them.
Male respondants feel that external training courses and coaching will be of most benefit to
them.
43
QUESTION 10, 11 AND 12
HAVE YOU TAKEN MATERNITY LEAVE DURING YOUR EMPLOYMENT IN THE ISLE
OF MAN CIVIL SERVICE?
14% of the people surveyed have taken up maternity leave whilst working within the IOM
Civil Service.
The questions investigated how that maternity leave was managed and what arrangements
were available for the member of staff after their period of maternity leave.
57% did not have regular contact from their line manager and 61% were not kept informed
of developments at work. 81% of respondents did not have a planned phased reintroduction
into the work place. 47% did not feel they were given adequate support from their line
manager in their reintroduction to work or adjusting to managing their new home priorities.
The results show that working from home, job sharing and term time working were not
available to respondents, however most were able to take up flexible hours or flexi-time and
over half were able to take part time hours if they wanted to.
QUESTION 13, 14 AND 15
DO YOU OR YOUR SPOUSE OR PARTNER HAVE CHILDREN? THIS INCLUDES
BIOLOGICAL, ADOPTED, FOSTERED, STEPCHILDREN OR CHILDREN WHO YOU
PROVIDE THE MAJORITY OF CARE FOR.
These questions relate to the family makeup of the respondents, whether they have children
and what age they currently are.
The results show that the majority of both male and female respondents who undertook this
survey have children. 71% of male respondents have children whom they provide the
majority of care for compared to 59% of female respondents.
The data shows no great difference in the age of the youngest children these parents have
or in the percentage of respondents who have children living at home with them.
There is no data we can consider regarding women who have left the workforce to raise
children. Data is not collected on women who leave after taking maternity and what the
main reasons for this are.
44
QUESTION 16
DO YOU FEEL IF YOU WERE TO PROGRESS TO THE NEXT GRADE YOUR WORK
WOULD MAKE ORGANISING YOUR HOME LIFE DIFFICULT (ARE YOU TOO TIRED,
DO YOU MISS TIME WITH FAMILY, FRIENDS AND FREE-TIME ACTIVITIES)
The response to this questions showed that 38% of staff felt that progressing to the next
grade would make organising their home life difficult and 62% felt it would not.
For female respondants the figures were 40% felt it would make organising their home life
more difficult and 60% felt it would not compared to 34% of male respondants who felt it
would make their home life more difficult and 65% who felt it would not.
QUESTION 17 AND 18
HAVE YOU EVER MANAGED A MEMBER OF STAFF WHO HAS UNDERTAKEN A
PERIOD OF MATERNITY LEAVE
34% of people who responded to this survey have managed a member of staff on maternity
leave.
The results show that managers have difficulty managing maternity leave however there is
not a statistacally significant difference in how difficult male and female mnagers find
managing maternity leave.
Question 18 asked how easy or difficult managers found situations when a member of staff
is undertaking maternity leave. The results show that managers felt the worklaod increases
for other members of the team and the uncertainty of whether those on maternity will
return were the situations which managers found the most difficult.
QUESTION 19
PLEASE STATE THE EXTENT TO WHICH YOU AGREE WITH THE FOLLOWING
STATEMENTS






Generally pregnant women tend to be less committed to work than other members
of the team
During recruitment it is reasonable that a woman should declare upfront if she is
pregnant
It is worth training someone who is pregnant even though she may not return to
work
Some women abuse their rights during pregnancy, maternity leave and on return to
work
There is often resentment amongst the wider team towards women who are
pregnant or on maternity leave
Flexible working arrangements are easily accommodated
45



Women returning to work after maternity leave are/would be just as committed to
work as other members of the team
A woman being pregnant has no impact on decisions regarding career development
within the IOM CS
A woman having young children has no impact on decisions regarding career
development within the IOM CS
73% of respondants disagreed or strongly disagreed that generally pregnant women tend to
be less commited to work than other members of the team. 14% agreed or strongly agreed.
70% of respondants agreed or strongly agreed that a woman should declare upfront if she
is pregnant.
38% of respondants agree or strongly agree that some women abuse their rights during
maternity leave. 34% disagree or strongly disagree with this.
30% of respondants agreed or strongly agreed that there is often resentment amoungst the
wider team towards women who are pregnant or on maternity leave. 53% of respondants
disagree or strongly disagree with this.
48% of respondants agreed or strongly agreed that flexible working arrangements are easily
accomodated. 44% of respondants disagree or strongly disagree with this.
75% of respondants agreed or strongly agreed that women returning to work after
maternity leave are/would be just as committed to work as other members of the team.
17% of respondants disagree or strongly disagree with this.
QUESTION 20, 21 AND 22
FLEXIBLE WORKING
There are more female respondents who are working flexibly and who have asked to work
flexibly than male respondents. 29% of respondents have taken advantage of part time
working; of this 90% were female.
27% of respondents have made a request for flexible working, of these 77% were female.
31% of the requests for flexible working made by the respondents were turned down.
The results show that 63% of female respondent’s rate flexibility within their role as very
important to them compared to 52% of male respondents.
79% of female respondents are satisfied with the flexibility of their role and the hours they
work compared to 88% of male respondents.
46
QUESTION 23
HOW OFTEN HAS EACH OF THE FOLLOWING THINGS HAPPENED TO YOU IN THE
LAST THREE MONTHS?




I came home from work so tired that I wasn’t able to do the things that needed
doing at home.
The amount of time I spent at work made it difficult for me to fulfil my family
responsibilities.
Work that I had to do at home meant that I was so tired when I got to work, I
wasn’t able to work well.
I find that my family duties make it difficult for me to concentrate at work.
40% of respondents to this survey said that they came home from work so tired that they
were not able to do things which needed doing at home several times a week or several
times month in the last three months; of this 67% were female.
23% of respondents to this survey said that the amount of time they spent at work made it
difficult for them to fulfil their family responsibilities several times a week or several times
month in the last three months; of this 66% were female.
6% of respondents to this survey said that work that they had to do at home meant that
they were so tired when they got to work they wasn’t able to work well several times a
week or several times month in the last three months; of this 58% were female.
4% of respondents to this survey said that they find that their family duties make it difficult
for them to concentrate at work several times a week or several times month in the last
three months; of this 74% were female.
47
ANNEX A
Results from the Gender Survey
48
INTRODUCTION
These figures are from the people whom responded to the survey and selected they were a
civil servant.
When considering all the results to this survey the preconceived notions and beliefs of the
respondents must be take into consideration as this sample is self selected.
49
QUESTION 1
To what extent do you agree or disagree with the following statement? Gender equality has already been
achieved for the most part within the Isle of Man Civil Service
Answer Options
Response Percent
Response Count
Completely agree
Partly agree
Partly disagree
Completely disagree
Don't Know
Comments
answered question
skipped question
23.7%
33.0%
18.0%
15.8%
9.5%
123
171
93
82
49
78
518
0
Gender equality has already been achieved for the most part within
the Isle of Man Civil Service
9.5%
Completely agree
23.7%
Partly agree
15.8%
Partly disagree
Completely disagree
18.0%
33.0%
Don't Know
Gender equality has already been achieved for the
most part within the Isle of Man Civil Service
All Civil Servants
Female Civil Servants
Male Civil Servants
46%
%
33%
37%
26%
24%
18% 21%
11%
Completely agree
Partly agree
12%
Partly disagree
Answer Options
50
16%
21%
8%
Completely
disagree
10% 10% 8%
Don't Know
QUESTION 2
To what extent do you agree or disagree with the following statement? There are still barriers to
women progressing to top levels of management (a glass ceiling) within the Isle of Man Civil Service
Response
Percent
Answer Options
Response Count
13.9%
39.0%
12.2%
25.5%
9.5%
Completely agree
Partly agree
Partly disagree
Completely disagree
Don’t know
Comments
72
202
63
132
49
81
answered question
skipped question
518
0
To what extent do you agree or disagree with the following statement?
There are still barriers to women progressing to top levels of
management (a glass ceiling) within the Isle of Man Civil Service
10%
Completely agree
14%
Partly agree
25%
Partly disagree
Completely disagree
39%
Don’t know
12%
To what extent do you agree or disagree with the following statement? There
are still barriers to women progressing to top levels of management (a glass
ceiling) within the Isle of Man Civil Service
All Civil Servants
Female Civil Servants
Male Civil Servants
53%
50%
39%
26%
20%
20%
14%
12% 11%
15%
10%
10% 10% 9%
Completely disagree
Don’t know
4%
Completely agree
Partly agree
Partly disagree
Answer Options
51
QUESTION 3
Do you believe there is a problem with gender diversity within the Isle of Man Civil Service?
Answer Options
Yes
No
Any additional information in relation to this question?
Response
Percent
Response
Count
38.0%
62.0%
195
318
83
answered question
skipped question
513
5
Do you believe there is a problem with gender diversity
within the Isle of Man Civil Service?
Yes
No
82%
62%
51%
50%
38%
18%
All Civil Servants
Female Civil Servants
52
Male Civil Servants
QUESTION 4
The Corporate Leadership Group refers to the members of the senior civil service (JESP Grades).
What impact do you believe a Corporate Leadership Group which has an equal mix of female and
male members would have on the organisation?
Response
Percent
Answer Options
Response Count
55.6%
38.9%
5.5%
Positive Impact
No Impact
Negative Impact
Comments
284
199
28
99
answered question
skipped question
The Corporate Leadership Group refers to the members of the senior
civil service (JESP Grades). What impact do you believe a Corporate
Leadership Group which has an equal mix of female and male
members would have on the organisation?
5%
Positive Impact
No Impact
39%
56%
Negative Impact
53
511
7
QUESTION 5
What effect do you believe the following initiatives would have on improving the gender diversity of
the Isle of Man Civil Service?
Positive
Impact
Negative
Impact
No
Impact
Response
Count
Including in all job adverts that applications will be
considered from candidates wishing to job share,
work part time hours or develop flexible working
arrangements
349
81
83
513
Ensuring that wherever possible, recruitment panels
contain a mix of gender
350
10
155
515
Enabling leadership and management development
course to be delivered on a flexible basis
361
17
133
511
Incorporating diversity training into development
programmes and core skills training courses, as
appropriate
314
25
169
508
Increasing the number of flexible working posts at
HEO and equivalent grades and above
346
88
80
514
Creating a women's network which offers coaching
and mentoring and provides and opportunity to attend
lunch time sessions on building confidence and
leadership skills
252
121
141
514
Answer Options
answered question
skipped question
What effect do you believe the following initiatives would have on
improving the gender diversity of the Isle of Man Civil Service?
600
500
400
300
200
54
Increasing the number of
flexible working posts at HEO
and equivalent grades and
above
No Impact
0
Enabling leadership and
management development
course to be delivered on a
flexible basis
Negative Impact
100
Including in all job adverts that
applications will be considered
from candidates wishing to job
share, work part time hours…
Positive Impact
515
3
Including in all job adverts that applications will be
considered from candidates wishing to job share, work part
time hours or develop flexible working arrangements
Positive Impact
No Impact
Negative Impact
78%
68%
50%
16%
23%
16%
Civil Servants
13%
27%
10%
Female Civil Servants
Male Civil Servants
Ensuring that wherever possible, recruitment panels
contain a mix of gender
Positive Impact
No Impact
Negative Impact
79%
68%
48%
49%
30%
20%
2%
Civil Servants
4%
1%
Female Civil Servants
Male Civil Servants
Enabling leadership and management development course
to be delivered on a flexible basis
Positive Impact
No Impact
Negative Impact
80%
71%
55%
40%
26%
18%
3%
Civil Servants
2%
Female Civil Servants
55
5%
Male Civil Servants
Incorporating diversity training into development
programmes and core skills training courses, as appropriate
Positive Impact
No Impact
Negative Impact
71%
62%
45%
33%
46%
26%
5%
Civil Servants
8%
3%
Female Civil Servants
Male Civil Servants
Increasing the number of flexible working posts at HEO and
equivalent grades and above
Positive Impact
No Impact
Negative Impact
79%
67%
48%
16%
25%
17%
Civil Servants
10%
28%
11%
Female Civil Servants
Male Civil Servants
Creating a women's network which offers coaching and
mentoring and provides and opportunity to attend lunch
time sessions on building confidence and leadership skills
Positive Impact
No Impact
Negative Impact
61%
49%
40%
27%
24%
28%
25%
32%
14%
Civil Servants
Female Civil Servants
56
Male Civil Servants
QUESTION 6
Would you support the introduction of any of the following initiatives?
Answer Options
I would
support
this
I would
not
support
this
I am not
sure
about this
Response
Count
335
92
74
501
383
47
71
501
375
35
90
500
328
58
113
499
321
99
78
498
217
148
133
498
Including in all job adverts that applications
will be considered from candidates wishing
to job share, work part time hours or
develop flexible working arrangements
Ensuring that wherever possible,
recruitment panels contain a mix of gender
Enabling leadership and management
development course to be delivered on a
flexible basis
Incorporating diversity training into
development programmes and core skills
training courses, as appropriate
Increasing the number of flexible working
posts at HEO and equivalent grades and
above
Creating a women's network which offers
coaching and mentoring and provides and
opportunity to attend lunch time sessions on
building confidence and leadership skills
answered question
skipped question
Would you support the introduction of any of the following
initiatives?
600
500
400
300
I would support this
200
I would not support this
100
Increasing the number of
flexible working posts at
HEO and equivalent
grades and above
Enabling leadership and
management
development course to
be delivered on a…
Including in all job
adverts that applications
will be considered from
candidates wishing to…
0
I am not sure about this
57
503
15
QUESTION 7
How best would you describe your own level of personal confidence?
Answer Options
Response Percent
Response
Count
11.4%
59
45.3%
234
35.6%
184
7.0%
36
0.8%
4
I have a high level of personal confidence and rarely
feel any self-doubt
I have quite a high level of personal confidence, but
occasionally have a few doubts about myself
I feel fairly self-confident but do suffer doubts about
myself as well
I do tend to lack self-confidence and can feel real doubts
about myself
I really lack self-confidence and have severe doubts
about myself
answered question
skipped question
517
1
How best would you describe your own level of personal
confidence?
I have a high level of personal
confidence and rarely feel any selfdoubt
I have quite a high level of personal
confidence, but occasionally have a
few doubts about myself
I feel fairly self-confident but do
suffer doubts about myself as well
1%
7%
11%
36%
45%
I do tend to lack self-confidence and
can feel real doubts about myself
How best would you describe your own level of personal
confidence?
All Civil Servants
45%
Female Civil Servants
Male Civil Servants
51%
42%
36%
42%
25%
11%
17%
7% 8% 5%
8%
1% 1% 1%
I have a high level of I have quite a high
I feel fairly self- I do tend to lack self- I really lack selfpersonal confidence level of personal
confident but do confidence and can confidence and have
and rarely feel any
confidence, but suffer doubts about feel real doubts severe doubts about
self-doubt
occasionally have a
myself as well
about myself
myself
few doubts about
myself
58
QUESTION 8
When considering a potential new job opportunity how much of the job specification would you have
to feel confident you matched before you considered applying for the role?
Response
Answer Options
Response Count
Percent
6.4%
33
Partially meet the person specification requirements
Meet roughly half of the person specification
28.3%
146
requirements
65.2%
336
Fully meet the person specification requirements
answered question
515
skipped question
3
When considering a potential new job opportunity how much of the
job specification would you have to feel confident you matched
before you considered applying for the role?
7%
Partially meet the person
specification requirements
28%
Meet roughly half of the person
specification requirements
Fully meet the person
specification requirements
65%
59
QUESTION 9
What development do you think would help you prepare for a higher graded post? (You may select
more than one response)
Answer Options
Coaching
Mentoring
Shadowing
Training courses provided by the Isle of Man
Government
Training Courses provided by external providers (if
so what?)
Comments
Response
Percent
Response Count
54.9%
70.7%
66.5%
272
350
329
56.6%
280
28.3%
140
112
answered question
skipped question
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
495
23
What development do you think would help you prepare for
a higher graded post? (You may select more than one
response)
Coaching
Mentoring
Shadowing
Training courses Training Courses
provided by the
provided by
Isle of Man
external providers
Government
(if so what?)
What development do you think would help
you prepare for a higher graded post?
Percentage of respondants
Men
70%
60%
50%
40%
30%
20%
10%
0%
Female
64%
61%
64%
39%
35%
36%
Coaching
Mentoring
Shadowing
Type of Development
60
61%
39%
45%
54%
Training courses Training Courses
provided by the
provided by
Isle of Man
external providers
Government
(if so what?)
QUESTION 10
Have you taken maternity leave during your employment in the IOM Civil Service?
Answer Options
Response Percent
Response Count
13.5%
86.5%
70
448
Yes
No
answered question
skipped question
518
0
Have you taken maternity leave during your employment in the
IOM Civil Service?
21%
Yes
No
79%
61
QUESTION 11
Which of these statements most agree with your experience during maternity leave?
Answer Options
Prior to my maternity leave I received all the
information I required and was involved in
discussions with my manager to plan for my
absence.
I received regular contact from my line manager.
I was kept informed of developments at work
I was made aware of promotion opportunities
There was two way communication with my line
manager
I had discussions with my line manager prior to my
return
I had a planned phased re-introduction to the
workplace
I felt I was given adequate support from my line
manager in adjusting to managing my reintroduction
to work
I felt I was given adequate support from my line
manager in adjusting to managing my new home
priorities
I felt I was given adequate support from my line
manager following my maternity leave
Yes
No
I don't
remember
Response
Count
44
19
8
71
22
20
9
40
43
51
9
8
10
71
71
70
31
34
6
71
43
23
5
71
9
57
5
71
32
33
5
70
32
33
5
70
33
32
5
70
answered question
skipped question
62
71
447
19
0
8
9
8
34
30
23
10
10
6
5
63
33
33
32
5
5
5
5
I felt I was given adequate support from my line manager
following my maternity leave
51
I felt I was given adequate support from my line manager
in adjusting to managing my new home priorities
43
I felt I was given adequate support from my line manager
in adjusting to managing my reintroduction to work
40
31
I had a planned phased re-introduction to the workplace
60
9
I had discussions with my line manager prior to my return
50
20
There was two way communication with my line manager
22
I was made aware of promotion opportunities
44
I was kept informed of developments at work
20
I received regular contact from my line manager.
70
Prior to my maternity leave I received all the information I
required and was involved in discussions with my manager
to plan for my absence.
80
Which of these statements most agree with your experience during maternity
leave?
9
32
32
33
57
43
40
Yes
No
I don't remember
QUESTION 12
70 QUESTION 12
Were any of the following arrangements available to you
61
(even if you did59 not take them up)? 62
60
Were any of the following arrangements available to you (even if you did not take them up)?
Answer Options
50
47
Working from home in normal working hours
Flexible hours/Flexitime
Job sharing/week on-week off etc
40
Part-time hours
Term-time working
Time off for family reasons, e.g. to care for a sick
child
30
Yes
No
7
47
7
39
2
29
29
Don’t Know
61
21
39 59
29
62
1
1
2
1
4
32
8
Don’t Know
No
Response
Count
Yes
69
69
68
69
68
32
69 29
answered question
skipped question
21
70
448
20
10
7
1
8
7
4
2
1
2
1
64
Time off for
family reasons,
e.g. to care for a
sick child
Term-time
working
Part-time hours
Job
sharing/week
on-week off etc
Flexible
hours/Flexitime
Working from
home in normal
working hours
0
QUESTION 13
Do you or your spouse or partner have children? This includes biological, adopted, fostered,
stepchildren or children who you provide the majority of care for.
Answer Options
Response Percent
Response Count
63.2%
36.8%
327
190
Yes
No
answered question
skipped question
517
1
Do you or your spouse or partner have
children? This includes biological, adopted,
fostered, stepchildren or children who you
provide the majority of care for.
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Yes
71.4%
63.2%
36.8%
All Civil Servants
59.3%
28.6%
Male Civil Servants
65
No
40.7%
Female Civil Servants
QUESTION 14
How old is your youngest child?
Answer Options
Response Percent
Response Count
3.1%
8.6%
9.2%
11.6%
20.5%
11.3%
35.8%
10
28
30
38
67
37
117
Under 1
Under 3
Under 6
Under 10
Under 15
Under 18
18 and Over
answered question
skipped question
327
191
How old is your youngest child? - Female Civil Servants
2.1%
9.2%
Under 1
10.3%
36.9%
Under 3
Under 6
Under 10
9.7%
Under 15
Under 18
18 and
Over
20.5%
11.3%
How old is your youngest child? - Male Civil Servants
4.5%
Under 1
7.6%
Under 3
7.6%
34.1%
Under 6
Under 10
14.4%
Under 15
Under 18
18 and
Over
11.4%
20.5%
66
QUESTION 15
Do you currently live with your children?
Answer Options
Yes
No
Response Percent
Response Count
78.9%
21.1%
258
69
answered question
skipped question
327
191
Do you currently live with your
children? - Male Civil Servants
25.8%
Yes
No
74.2%
Do you currently live with your
children? - Female Civil Servants
17.9%
Yes
No
82.1%
67
QUESTION 16
Do you feel if you were to progress to the next grade your work would make organising your home
life difficult (Are you too tired, do you miss time with family, friends and free-time activities)
Answer Options
Yes
No
Response Percent
Response Count
38.0%
62.0%
195
318
answered question
skipped question
513
5
Do you feel if you were to progress to the next grade your
work would make organising your home life difficult (Are
you too tired, do you miss time with family, friends and
free-time activities) - Female Civil Servants
40.0%
Yes
No
60.0%
Do you feel if you were to progress to the next grade your
work would make organising your home life difficult (Are
you too tired, do you miss time with family, friends and
free-time activities) - Male Civil Servants
34.6%
Yes
No
65.4%
68
QUESTION 17
Have you ever managed a member of staff who has undertaken a period of maternity leave
Answer Options
Response Percent
Response Count
34.3%
65.7%
177
339
Yes
No
answered question
skipped question
69
516
2
QUESTION 18
Please select how easy or difficult the following is to manage when a staff member is taking maternity leave on a scale of one to five with one being simple and five
being very difficult. If you have not had to manage the situation then please select N/A.
Answer Options
Finding information on managing and supporting
pregnant staff
Pregnancy arising during limited term contracts
Sickness absences during pregnancy
Arranging or planning cover during maternity leave
Training new staff to cover the work of those on
maternity leave
Workload increases for other members of the team
The uncertainty of whether those on maternity will
return to work
Receiving sufficient notice from those on maternity
leave about their return dates to work
Increased levels of sickness absences on return
from maternity leave
Part time or flexible working on return from maternity
N/A
1
2
3
4
5
Response
Count
14
52
35
39
24
10
174
109
34
13
11
35
30
14
43
45
15
31
35
13
19
29
12
10
22
174
172
174
21
17
44
38
31
23
174
10
14
37
41
45
25
172
14
21
30
35
43
31
174
13
44
46
30
27
13
173
38
40
27
31
22
16
174
25
25
35
43
28
16
172
answered question
skipped question
70
174
344
Finding information on managing and
supporting pregnant staff
40
35
Percentage
30
25
20
Male
15
Female
10
5
0
N/A
1
2
3
4
5
Difficulty (One = simple , Five = Very difficult)
Pregnancy arising during limited term
contracts
80
70
Percentage
60
50
40
Male
30
Female
20
10
0
N/A
1
2
3
4
Difficulty ( One = Simple, 5 = Very difficult)
71
5
Sickness absences during pregnancy
35
Percentage
30
25
20
15
Male
10
Female
5
0
N/A
1
2
3
4
5
Difficulty ( One = Simple, 5 = Very difficult)
Arranging or planning cover during
maternity leave
35
Percentage
30
25
20
15
Male
10
Female
5
0
N/A
1
2
3
4
Difficulty ( One = Simple, 5 = Very difficult
5
)
Training new staff to cover the work
of those on maternity leave
30
Percentage
25
20
15
Male
10
Female
5
0
N/A
1
2
3
4
Difficulty ( One = Simple, 5 = Very difficult)
72
5
Workload increases for other
members of the team
35
Percentage
30
25
20
15
Male
10
Female
5
0
N/A
1
2
3
4
5
Difficulty (One = Simple, 5 = Very difficult)
The uncertainty of whether those on
maternity will return to work
35
Percentage
30
25
20
15
Male
10
Female
5
0
N/A
1
2
3
4
5
Difficulty (One = Simple, Five = Very Difficult)
Receiving sufficient notice from those
on maternity leave about their return
dates to work
Percentage
40
30
20
Male
10
Female
0
N/A
1
2
3
4
Difficulty (One = Simple, Five = Very difficult)
73
5
Increased levels of sickness absences
on return from maternity leave
30
Percentage
25
20
15
Male
10
Female
5
0
N/A
1
2
3
4
5
Difficulty (One = Simple, Five = Very Difficult)
Part time or flexible working on
return from maternity
30
Percentage
25
20
15
Male
10
Female
5
0
N/A
1
2
3
4
Difficulty (One = Simple, Five = Very Difficult)
74
5
QUESTION 19
Please tell me the extent to which you agree with the following statements
Answer Options
Generally pregnant women tend to be less committed to work
than other members of the team
During recruitment it is reasonable that a woman should declare
upfront if she is pregnant
It is worth training someone who is pregnant even though she
may not return to work
Some women abuse their rights during pregnancy, maternity
leave and on return to work
There is often resentment amongst the wider team towards
women who are pregnant or on maternity leave
Flexible working arrangements are easily accommodated
Women returning to work after maternity leave are/would be just
as committed to work as other members of the team
A woman being pregnant has no impact on decisions regarding
career development within the IOM CS
A woman having young children has no impact on decisions
regarding career development within the IOM CS
Strongly
agree
Agree
Disagree
Strongly
disagree
No opinion on
this
Response Count
18
54
216
155
67
510
119
239
70
52
31
511
58
269
101
26
56
510
49
145
127
48
142
511
34
121
202
66
87
510
40
203
169
55
44
511
95
287
70
14
43
509
47
134
163
48
116
508
55
147
152
43
111
508
answered question
75
511
Generally pregnant women tend to
be less commited to work than other
members of the team
Percentage
50
40
30
Female
20
Male
10
0
Strongly
agree
Agree
Disagree
Strongly
disagree
No opinion
on this
During recruitment it is reasonable
that a woman should declare upfront
if she is pregnant
60
Percentage
50
40
30
Female
20
Male
10
0
Strongly
agree
Agree
Disagree
Strongly
disagree
No opinion
on this
It is worth training someone who is
pregnant even though she may not
return to work
60
Percentage
50
40
30
Female
20
Male
10
0
Strongly
agree
Agree
Disagree
76
Strongly
disagree
No opinion
on this
Some women abuse their rights during
pregnancy, maternity leave and on
return to work
35
Percentage
30
25
20
15
Female
10
Male
5
0
Strongly
agree
Agree
Disagree
Strongly
disagree
No opinion
on this
There is often resentment amongst
the wider team towards women who
are pregnant or on maternity leave
Percentage
50
40
30
Female
20
Male
10
0
Strongly
agree
Agree
Disagree
Strongly
disagree
No opinion
on this
Percentage
Flexible working arrangements are
easily accommodated
45
40
35
30
25
20
15
10
5
0
Female
Male
Strongly
agree
Agree
Disagree
77
Strongly
disagree
No opinion
on this
Percentage
Women returning to work after
maternity leave are/would be just as
committed to work as other members
of the team
70
60
50
40
30
20
10
0
Female
Male
Strongly
agree
Agree
Disagree
Strongly
disagree
No opinion
on this
A woman being pregnant has no
impact on decisions regarding career
development within the IOM CS
Percentage
40
30
20
Female
10
Male
0
Strongly
agree
Agree
Disagree
Strongly
disagree
No opinion
on this
Percentage
A woman having young children has no
impact on decisions regarding career
development within the IOM CS
35
30
25
20
15
10
5
0
Female
Male
Strongly
agree
Agree
Disagree
78
Strongly
disagree
No opinion
on this
QUESTION 20
Have you ever taken advantage of
Answer Options
Yes
No
Response
Count
Part time working
Flexitime
Job Sharing
Term-time working
Made a request to change working arrangements
Had a request for the above declined
143
402
29
20
130
41
349
97
434
439
351
430
492
499
463
459
481
471
answered question
skipped question
Percentag
Have you ever taken advantage of the following flexible
working arrangements - Female Respondants
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
No
Yes
79
516
2
Percentage
Have you ever taken advantage of the following flexible
working options - Male Respondants
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
No
Yes
QUESTION 21
Are you satisfied with current working arrangements in regards to hours worked and flexibility?
Response
Percent
Answer Options
81.7%
18.3%
Yes
No
If not please specify why not
Response Count
421
94
116
answered question
skipped question
515
3
Are you satisfied with current working arrangements in
regards to hours worked and flexibility? - Female
Respondants
21.3%
Yes
No
78.7%
80
Are you satisfied with current working arrangements in
regards to hours worked and flexibility? - Male
Respondants
12.0%
Yes
No
88.0%
QUESTION 22
How important is it to have flexibility within your role?
Answer Options
Very
Some
Not important
Response
Percent
Response Count
59.3%
37.3%
3.5%
307
193
18
answered question
skipped question
81
518
0
How important is it to have flexibility within your
role?- Female Respondants
3.0%
34.2%
Very
Some
62.7%
Not
important
How important is it to have flexibility within your
role? Male Respondants
4.3%
Very
43.2%
52.4%
Some
Not
important
QUESTION 23
How often has each of the following things happened to you in the last three months?
Answer Options
Several
times a
week
Several
times a
month
Once or
Twice
Never
Response
Count
88
118
201
106
513
39
77
172
224
512
I came home from work so tired that I
wasn’t able to do the things that needed
doing at home.
The amount of time I spent at work made
it difficult for me to fulfil my family
82
responsibilities.
Work that I had to do at home meant that
I was so tired when I got to work, I wasn’t
able to work well.
I find that my family duties make it
difficult for me to concentrate at work.
4
27
99
382
512
1
18
136
357
512
answered question
skipped question
How often has each of the following things happened to you
in the last three months? - Female Respondants
350
300
250
200
150
100
50
0
Work that I had
to do at home
meant that I was
so tired when I
got to work, I
wasn’t able to…
I came home
from work so
tired that I
wasn’t able to
do the things
that needed…
Several times a week
Several times a month
Once or Twice
Never
How often has each of the following things happened to you
in the last three months? - Male Respondants
200
180
160
140
120
100
80
60
40
20
0
Work that I had
to do at home
meant that I was
so tired when I
got to work, I
wasn’t able to…
I came home
from work so
tired that I
wasn’t able to do
the things that
needed doing…
Several times a week
Several times a month
Once or Twice
Never
83
514
4
DEMOGRAPHICS
Are you male or female?
Answer Options
Male
Female
Response
Percent
Response Count
35.9%
64.1%
185
330
answered question
skipped question
515
3
Are you male or female?
35.9%
Male
Female
64.1%
84
What is your age?
Answer Options
Response
Percent
Response Count
0.0%
1.4%
13.3%
27.5%
39.7%
18.2%
0.0%
0
7
69
142
205
94
0
Under 18
18 to 24
25 to 34
35 to 44
45 to 54
55 to 64
65 or over
answered question
skipped question
0.0%
517
1
Male:
What is your age?
0.0%
1.1%
10.3%
Under 18
22.2%
18 to 24
25 to 34
27.0%
35 to 44
45 to 54
55 to 64
39.5%
0.0%
0.0%
65 or over
1.5% What is your age?
Female:
16.1%
15.2%
Under 18
18 to 24
25 to 34
35 to 44
27.7%
45 to 54
55 to 64
39.5%
65 or over
85
Do you work full time or part time
Do you work full or part time?
Answer Options
Full time
Part time
Response
Percent
Response Count
85.0%
15.0%
438
77
answered question
skipped question
515
3
100.0%
97.3%
90.0%
80.0%
85.0%
78.1%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
21.9%
10.0%
15.0%
2.7%
0.0%
All Civil Servants
Male Civil Servants
Female Civil Servants
Do you currently manage staff
Answer Options
Yes
No
Response
Percent
Response Count
48.5%
51.5%
246
261
answered question
skipped question
60.0%
507
11
Do you currently manage staff?
56.4%
50.0%
55.7%
51.5%
48.5%
43.6%
40.0%
44.3%
30.0%
20.0%
10.0%
86
0.0%
All Civil Servants
Male Civil Service
Female Civil Service
Are you currently seeking promotion opportunities?
Answer Options
Yes
No
Response
Percent
Response Count
40.2%
59.8%
206
306
answered question
skipped question
70.0%
512
6
Are you currently seeking promotion opportunities?
60.0%
50.0%
40.0%
30.0%
20.0%
59.8%
62.4%
55.5%
44.5%
40.2%
37.6%
10.0%
0.0%
All Civil Servants
Male Civil Servants
Female Civil Servants
Do you work in an area which is predominately female or predominately male?
Answer Options
Predominately male
Predominately female
An equal mix of gender
Response
Percent
Response Count
26.3%
35.6%
38.1%
136
184
197
answered question
skipped question
517
1
Do you work in an area which is
predominately female or predominately
male?
26.3%
38.1%
Predominately male
Predominately female
35.6%
An equal mix of gender
87
88