welcome to our new template...to get to equal, we must transform workplace culture, but progress...

GLOBAL AND LOCAL RESEARCH

Copyright © 2020 Accenture. All rights reserved. 3

GLOBAL RESEARCH APPROACHOVERVIEW

HOW DOES A CULTURE OF EQUALITY FOSTER

AND BUILD AN EMPLOYEE

INNOVATION MINDSET?

Executive survey

• Test how strongly executives hold these core beliefs (i.e., vs. other ‘non-cultural’ beliefs)

• Understand to what extent their company has the associated actions in place

Employee survey

• Test how strongly employees hold the core beliefs (i.e., to what extent their employer should act in an area)

• Understand to what extent their expectations are met by employer

Modelling

• Identify the biggest gaps in employer/employee alignment

• Model what impact closing that gap has on outcomes including attrition, aspirations, inclusion and profitability

Case studies

• Find companies which have identified a culture gap in their organisation and successfully developed and launched a program to bridge it.

Copyright © 2020 Accenture. All rights reserved.


28geos

1,700+ Senior Executives• Geo split: 50+ in each geo*; 100+ in UK, US• Org size: 50+ employees min; 19% with 5,000+ employees• Seniority: 60% Executive / 40% Direct reports• Demographics: 32% women; 13% LGBT; 20% ethnic minority (US)

30,000+ Employees • Geo split: Min. 1,000 in each geo, 1,500+ in UK, US• Seniority: Below Executive; not on management committee• Demographics: ~20% have a disability, ~10% LGBT+• Ethnic minorities: splits available in US, UK, South Africa • Misc: All education levels; All professions

*excludes Japan

GLOBAL RESEARCH APPROACHDEMOGRAPHICS


In Indonesia, Accenture partnered with Femina to conduct a Focus Group Discussion (FGD) withmen and women respondents to explore culture, priority, and incentive in working environment.Topics discussion are Bold Leadership, Comprehensive action, and Empowering Environment.

LOCAL RESEARCH APPROACH

RESPONDENTSFemale and Male Executive Leadership with 10+ years experience

INDUSTRIES• Insurance• Healthcare• FMCG• Property Consultant• Delivery Service• Hotel• Telecommunication• Banking

Source: Femina Focus Group Discussion

To get to equal, we must transform workplace culture, but progress remains slow.


67%Men

77%Women

77% of women and 67% of men globally (88% of women and 86% of men in Indonesia) believe culture is important in helping them to thrive in the workplace.

Importance of culture in Indonesia is high compared to global.

Culture is important for the majority of employees

Copyright © 2020 Accenture. All rights reserved. Source: Getting to Equal 2020 Global and Indonesia Research


Employee expectations around culture are on the rise

Younger generations tend to be even more concerned with workplace culture than their older counterparts: 75% of Gen Z (vs. 64% Boomers) say culture is important.

“Millennial has the idea, senior has the experience. So we combine them during the FGD. No gap between junior and senior.” (Head of Human Capital and Partner Department – Insurance in Indonesia)

Baby Boomers1944-1964

Gen X1965-1980

Gen Y1981-1994

Gen Z1995 or later

64%

70%

75%

75%

Copyright © 2020 Accenture. All rights reserved. Source: Getting to Equal 2020 Global Research and Femina Focus Group Discussion


Over the past three years, we have asked employees to share their perceptions of leaders’ efforts to build more inclusive cultures – the results are flat indicating that employees see no improvement.

Yet, employees report no progress in leaders' efforts to build a more equal workplace

55 58 55

2018 2019 2020

Source: Getting to Equal 2020 Global and Indonesia Research and Femina Focus Group Discussion

Hidden talent is not the main focus since organization still prioritize the business. So equality sometimes being neglected.

60(ID)

65(ID)

56(ID)


Leaders say they recognize the importance of culture, but it remains a low priority


Most leaders say a culture of equality is importantMajority of leaders (68% Globally) believe an inclusive workplace environment/culture is vital to thesuccess of their business. In Indonesia it is even higher at 86%.

“Diversity and inclusion is not a new thing. Diversity cannot stand alone without inclusion. Gender, religion, doesn’t matterin term of we make decision for someone can grow or not.” (HR Director – FMCG in Indonesia)


100%

88%

88%

88%

86%

84%

76%

75%

Innovation

Using emerging technologiesresponsibly

Attracting and retaining the righttalent

Brand reputation

An inclusive workplaceenvironment/culture

Environmentalimpact/sustainability

Workforce diversity

Diverse leadership

INDONESIA

75% Women

65% Men

Financial Performance 63%

Work diversity

Environmental impact/sustainability

64%

68%

68%

72%

75%

77%

77%

An inclusive workplace environment/culture

Using emerging technologies responsibly

Attracting and retaining the right talent

Innovation

Brand reputation

GLOBAL


Just 21% of leaders identify culture as a top priority; 76% identify financial performance.

But culture remains a low priority

Source: Getting to Equal 2020 Global and Indonesia Research

INDONESIA

GLOBAL

Just 30% of leaders identify culture as a top priority; 80% identify brand/quality.

80%72%

66%60%

42%34% 30%

22%

Brand /Quality

FinancialPerformance

Innovation Expansion Talent Diversity Culture Environment

76% 72%

57% 54% 54%

34%

21%17%

FinancialPerformance

Brand /Quality

Innovation Expansion Talent Diversity Culture Environment


We found big perception gaps between what leaders say they are doing and what employees experience


Two thirds of leaders (68% Globally, 71% in Indonesia) feel they create empowering environments in which employees can be themselves; can raise concerns; and can innovate without fear of failure.

Just one third of employees agree (36% Globally), but close to half (45%) in Indonesia.

“Every year we hold an innovation competition for individuals or groups.” (Head of Human Capital and Partner Department – Insurance in Indonesia)

“Employees are the center. Our founder said that company will not work with machine but work with people.” (HR Business Service –Property Consultant in Indonesia)

36%Employees

68%Executives


Leaders believe employees are more empowered than they actually feel


We found big perception gaps between what leaders say they are doing and what employees experience

The proportion of employees who do not feel included in their organizations is 10x higher than leaders believe.


2%

20%

10%

36%

51%

18%

37%

26%

EXECUTIVES

EMPLOYEES

Not at all included Not very included Somewhat included Completely included

44%

88%

INDONESIA

GLOBAL

No leaders believe their people feel ‘not at all included’ – but 25% of employees disagree.

25%

8%

50%

39%

11%

53%

14%

Not at all included Not very included Somewhat included Completely included

25%

92%

EMPLOYEES

EXECUTIVES


More than three-quarters of leaders (76% Globally, 86% in Indonesia) say employees have good control over when, where, how they work. Just 29% (both Globally and Indonesia) of employees agree.

“We have flexible working arrangement. We can work everywhere, any time, open, flexible.” (VP Human Resources –Telecommunication in Indonesia)

Employees disagree with leaders over how much flexibility they have 29%

Employees

76%Executives



73% Globally (78% in Indonesia) of employees say their organization offers training/upskilling opportunities (vs. 88% of leaders in Global, 100% in Indonesia).

“We need the right people to maintain business growth, such as migrate to online digital socialization. So employees have to up skill.” (HR Director – Health Care in Indonesia)

Employee training opportunities not as common as leaders believe

73%EMPLOYEES

88%EXECUTIVES



Many employees don’t feel safe raising sensitive issuesEmployees feel much less safe raising a range of sensitive issues than leaders believe.


86%

86%

84%

82%

65%

62%

62%

60%

Raise a concern about thebehaviour of a senior

colleague

Tell their manager/supervisorthat they are not coping with

the pressure at work

Raise a concern about theirmental health

Be open about a physicaldisability

81%

81%

84%

81%

77%

65%

61%

67%

66%

64%

Raise a concern about thebehaviour of a senior

colleague

Raise a concern about theirmental health

Be open about a physicaldisability

Tell their manager/supervisorthat they are not coping with

the pressure at work

Be open about the fact thatthey identify as LGBT+

INDONESIAGLOBAL

If leaders close the gap by half, organizations and employees would benefit


Closing the perception gap benefits employees significantly Narrowing the perception gap by half, would have very positive impacts on employee’s feelings of inclusion, their senior leadership aspirations and retention.

INCLUSION

Employees would be morelikely to feel completely included.

The proportion of women who feel like a key member of their

team would rise* by 43% from 1-in-4 (Globally) and rise* by 156% from 1-in-8 (Indonesia) to over 1-in-3, while the proportion of men who also feel that way would rise by 5%.

Employees would be morelikely to aspire to senior leadership.

The proportion of women who have a strong ambition to reach a leadership position in their organization would

increase by 22% from 24% to 29%, while men’s leadership aspirations would remain the same.

Employees would be lesslikely to leave their employer.

The proportion of women planning to stay with their current employer over the

next 12 months would rise* by 5% from 85% to 89%. The retention rate for men would rise by 1%.

ASPIRATIONS RETENTION

*% change



If companies were able to close perception gaps by half, we estimate that global profits would be 33% higher per year. This would have added USD3.7 trillion to global corporate profits in 2019.

Closing perception gaps could boost global profits

3.7

11.3

Potential Profits

Current Profits (2019)

Annual increase in global profits in our model scenario

+3

3%

Source: Getting to Equal 2020 Global Research

Culture Makers lead the way by ‘Saying, Doing and Driving’ cultural change


We identified a subset of senior executives who are ahead of the curve – they “Say, Do and Drive” inclusive culture. Just 6% of leaders (9% of women leaders) are fully committed ‘Culture Makers’.

Introducing the culture makers

What does it mean to “Say-Do-Drive”?

These leaders… • Say: Building a more inclusive culture

is an organizational priority • Do: Recognize the importance of

culture and identify change as a personal goal

• Drive: Reward their people for building a more inclusive culture

Culture Makers

Say & Do; but don’t Drive

Say; but don’t Do

Not saying: Do not believe culture is important for

viability of their organization

All Executives

32%

31%

31%

6%

Women Executives

25%

32%

34%

9%

Source: Getting to Equal 2020 Global Research and Femina Focus Group Discussion

The FGD result states, leaders are at the “Say” and “Do” level, not yet “Drive”.They have various inclusion programs, but not encouraging people to do so.


MORE GENDER-BALANCED

YOUNGERLEAD GROWING

ORGANIZATIONS

Key culture maker demographics

Culture Makers comprise a more gender-balanced and younger group leading organizations that are growing more than twice as fast as their peers.

45:55 Women/Men vs 32:68 (Average)

68% Millennialsvs 59%

25% $1bn+ Revenuesvs 19%


“Global leader target should achieve 50% women” (Director of Human Resources – Hotel in Indonesia)

“From total 1200 employees across Indonesia, 80% are millennials. We try to make policies that are tailored for them.” (Head of Human Capital and Partner Department – Insurance in Indonesia)


Culture makers recognize the importance of culture for employeesCulture Makers are more in tune with the workforce; the importance they assign to culture is very similar to that of employees.

A workplace environment free from discrimination

and harassment

Culture MakersEmployees

All Executives

Pay equality and transparency

Being given the trust and the freedom to be creative

Availability of family leave

Flexibility over where and when I

work

92%87%

76%

94%82%

72%

93%84%

77%

88%79%

67%

78%76%

68%


“There are no differences in benefits and benefits. But for overtime, office operational cars are prioritized to take women employees home”. (Head of Human Capital and PartnerDepartment – Insurance in Indonesia)

“Companies can survive because of innovation and creativity, so culture must be maintained and built to survive.” (Human Capital – Delivery Service in Indonesia)


Culture makers lead faster growing organizations

All Executives Culture Makers

Sales

3.7%

8.2%

Profits

2.3%

7.3%

Source: Getting to Equal 2020 Global Research

Culture makers lead organizations which are growing more than twice as fast as average.


BOLD LEADERSHIP

• Leaders must believe that culture matters

• Prioritize culture

• Benchmark progress

• Setting & publishing targets

• Reward & recognize people on progress

COMPREHENSIVEACTION

EMPOWERING ENVIRONMENT

• Go beyond the data

• Solicit dialogue with employees

• Face-to-face meetings

• Focus groups

• Capture feedback to quickly drive change

• Cultivate Culture Makers • Creative opportunities for future

Culture Makers• Bring leaders and culture-

minded employees together • Develop specific & actionable

solutions

Achieving a Culture of Equality Proven Anchors


Make improving company culture as important as financial growth, talent and productivity.

“I do not see gender when recruiting, couriers can be women but on average are men. But I noticed, women are tougher." (Human Capital - Delivery Service in Indonesia)

“Women leadership inclusion talk show. One of the topic is balancing between professional life and family." (HR Director - Health Care in Indonesia)

"We have a fun environment. Trust, innovation, excitement, and entrepreneurship are our cultures". (Human Capital Division Head –Banking in Indonesia)

Thank You

welcome to our new template...to get to equal, we must transform workplace culture, but progress...

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