Tag Archive for: Gap

Negotiation tacticsNegotiation seems to be the best way to fight the gender pay gap. In general, it has been shrinking in recent years, according to a glassdoor study, the current status of the wage gap in the US is still at about 21%, which figures into women making an astonishingly unfair .79 cents for every dollar a man makes in aggregrate. We understand that each company and each industry differs in efforts to remedy this historical issue, but one thing is clear at the current rate it will take about 40 years to reach an equitable pay scale, according to the Institute for Women’s Policy Research.  Negotiation tactics can be an important tool for women in the fight for equal pay.

Negotiation Tips for Women

Potentially the number one weapon in the arsenal against the gender pay gap is improved negotiation tactics for women. According to a recent Harvard Law article, studies surrounding the negotiation of salary demonstrate that male candidates tend to use tactics that achieve better results than women. Deeply ingrained societal biases surrounding gender roles prevent traditional male-centric negotiation strategies from being as effective for women as they might otherwise be. However, there are ways that women can significantly affect the gap by educating themselves in tactics that work well, combating gender biases and stereotypes.

University of Münster’s Jens Mazei and colleagues studied the strengths women had when compared to men in negotiation in a paper called “A Meta-Analysis on Gender Differences in Negotiation Outcomes and Their Moderators” published in the Psychological Bulletin. They discovered some intriguing ideas that indicated how women could leverage strategies that would narrow the gender pay gap significantly. Here are five findings to use in your negotiation approach:

1. Reframe the conversation: Mazei’s research indicates that due to a societal understanding of women as nurturing, women in negotiation are more effective when they consider the idea that they are working on behalf of someone other than themselves. When women come into a negotiation with a supportive notion that they are fielding a larger purpose, such as getting more for their team or even fighting gender inequality so that the next generation will get a fair shake, they tend to be more effective in negotiation.

2. Get used to the bargaining table: Like anything else, negotiation takes practice. Because, perhaps, gender bias perpetuates the attitude that it is unseemly for women to engage in negotiations, men generally have put a great deal more time into it. This lack of experience, however, is a large factor in the imbalance between men and women in this area. Getting as much negotiation experience as possible will help even the odds significantly. Practicing bargaining with others in simulation on a regular basis can have a very positive effect on the real process.

3. Informational gathering including salary transparency: Having all of the facts surrounding a position may be even more crucial for women in negotiation than it would be for a male candidate. According to Glassdoor, when women know the specific salaries, for example, of those that work in comparable positions, they have an improved ability to negotiate more equitable compensation. Indeed, companies that practice more transparency in salary have been shown to more actively lessen the wage gap in their workplaces. In addition, Mazei mentions, not only do women feel more confident in negotiation when they have this kind of information, because it is not subjective, it is easier for women to reference a concrete number without facing adverse reactions from men who might otherwise feel their authority challenged.

4. Control your visual cues: Understanding how you are presenting yourself when in an interview is obviously very useful. Some tactics that have been suggested when it comes to body language that helps women in negotiation is to make regular eye contact. Also, make low broad gestures that originate from the shoulders instead of at the elbow; this is something that expands your body allowing you to take up space more effectively. Making sure you are presenting yourself in a position of strength is something that male negotiators do regularly and should be a common practice for women as well.

5. Think about your word choices: According to executive speech coach Darlene Price, aspects of vocal inflection like upspeak can undermine the idea that you have confidence in your statement. So can putting qualifying words on the ends of otherwise concrete statements; it creates the impression of hedging. If you find you are adding phrases like, “Do you agree?” or “Right?” unconsciously to the end of statements, it is not supporting your cause and promotes the idea that you require validation for your thoughts.

It’s unfortunate that women need to work harder than men in the current system to achieve something as basic as salary equity, but many do. Employing negotiation tactics like these can help women to reach this desired reality more quickly.

Guest Contributed by Sierra Skelly

About the Author

Sierra Skelly is a creative writer and marketer from San Diego. She loves red wine, black coffee, and chilling murder mystery novels with a strong female lead.

The opinions and views expressed by guest contributors are their own and do not necessarily reflect those of theglasshammer.com

diverse workforceBy Melissa Anderson

Gap, Inc. was honored last week with a Catalyst award for its achievements in building diversity and inclusion at the company. Not only has the company made strides in increasing the number of women in key leadership positions, it has also focused on improving opportunities for women of color.

Between 2007 and 2015, the company has increased the representation of women reporting directly to the CEO from 33% to 77%. Forty percent of those top level reports are women of color. Similarly, in the same time frame, the number of women serving on Gap’s board has increased from one to four, two of whom are women of color.

Women also lead four of the company’s five brands, and since 2007, the representation of women at the vice president level has increased from 44% to 49.7%.

“Equality is engrained in everything we do. For us, it was not only the right thing to do, but also a business imperative,” said Dan Briskin, VP of Global Employee Relations and HR Shared Services, Gap Inc., during a panel at Catalyst’s annual conference on Wednesday.

The company’s award-winning diversity initiative, “Women and Opportunity,” was made up of three key pillars, according to Heather Robsahm, Senior Director of Talent Management for Banana Republic, one of Gap’s brands. These include career mobility, results oriented work environments (ROWE), and pay equity.

The vast majority (83%) of Gap’s current female executives are promoted from within, and many, like Robsahm, come from the company’s field operation. As part of its career mobility pillar, Gap has created career readiness programs to ensure employees are able to build their skills and set their career trajectory.

“We have a deep bench for women who are poised the lead the company into the future,” Robsham says.

Instituting the ROWE has helped the company improve accountability and engagement, Robsahm says, and demonstrated that people can own their time and still be successful at their jobs.

Finally, in 2014, the company affirmed it had achieved gender pay equity across its global workforce of 150,000 people. When the company set out to track its workforce pay, executives expected they might come across some gaps, so the company set aside some money to make up the difference in pay for women. But after looking at the data and partnering with an external firm to verify the results, the company found it had no significant gaps and hadn’t needed to tap into the extra cash.

“When you are focused on paying people for the work they do, and you are focused on grappling to get the best talent and focused on paying the market rate for that talent, [pay equity] naturally follows,” Briskin said.

This was the first year Catalyst named only one award winner, which, conference organizers said, emphasizes the impressiveness of Gap’s achievements.

Leadership and Courage

Also speaking at the event was Marillyn Hewson, CEO and Chair of Lockheed Martin, the defense and technology firm that took in over $46 billion in revenue last year.

In a Q&A with Catalyst CEO and President Deborah Gillis, Hewson described her views on diversity. Several years ago, she noted, Lockheed’s senior management realized it needed to get more women and minorities into its leadership pipeline.

“It starts with leadership setting the tone from the top,” Hewson said. She emphasized the importance of taking meaningful action to build diversity.

Today 20% of Lockheed’s leadership and a third of its board are women. But earlier in her career, things were different, Hewson recalled. That’s why today she places such importance on mentoring other women, she said.

She recalled often being the only woman in the room coming up in her career and noted how difficult it can be to deal with negative comments or unintentional slights when there’s no one to share them with.

At one point she was greeted in an all-male meeting with a comment that the others were glad she’d arrived because they ‘needed a pretty face’ in the room. “I said, ‘I guess I’m in the wrong room because I have other things to do,’” she remembered.

“You can be caught off guard, and having the chance to talk to other women about those things makes a difference.”

Hewson chairs the diversity and inclusion council at Lockheed Martin, and requires business leaders to meet with her once per quarter to discuss their strategies and metrics on diversity. She expects them to share information on hiring, promotion and attrition with respect to the demographics of their division. The company has also recently made an effort to incorporate white men into the conversation on diversity, she revealed. Previously, this group had felt locked out of diversity efforts, she said, which was presumably doing more harm than good.

An audience member asked Hewson to discuss a quote by Gloria Steinem: “Women still require an adjective and males don’t.”

When will a woman CEO simply be referred to as a CEO, she inquired.

“This is my fourth year as a CEO, and I don’t get the woman question as much anymore,” Hewson said. “That’s why I want to talk about being a leader.”

She encouraged women who aspire to be leaders to be courageous and take difficult assignments that showcase their capabilities and experience.

“Importantly, you bring the character and integrity that the team needs,” she said.