Diversity at the Top:

1
Diversity at the Top

• Reconfiguring Executive Management in the
  Multilateral Sector

2
Is this an issue in the multilateral sector?

• Trends very similar to corporate world,
  e.g.,occupational segregation
  
• a preponderance of women in admin., clerical
  support and in junior ranks with other
  minorities
  
• a dearth of woman, and other minorities at the
  executive level
  
• But with additional unique features
• political governance structures
• international civil service mandate
• an international and multicultural workplace
  i.e., staff from all parts of the world
  
• high global mobility

3
Diversity is a WBG business imperative.

• It is in our best interests to value all
  differences as strategic assets. Optimal use of
  the widest range of backgrounds, perspectives and
  experience
• Results in better solutions to complex problems.
  
  
• It is in our mandate to recruit on as wide a
  geographical basis as possible (Articles of
  Agreement).
  
• Broadens our global knowledge base.
• Increases responsiveness to clients.
• Enables us to reflect the world we serve and
  represent.
  
• Provides a role model for clients.

4
Who is concerned?

• Our member states, about
• geographical and national representation some
  about gender
  
• Our clients partners, about
• our integrity/consistency of good governance
  messages
  
• our ability to understand their issues and
  respond appropriately
  
• Ourselves, management staff (identity groups
  and as a whole), about
  
• employment equity
• equal opportunities, especially to executive
  positions
  
• quality of workplace environment

5
Can we deal with it?

• Excellence through Equality (1992, WBG )
• Political will, commitment leadership James
  Wolfensohn
  
• Three key focus areas initially
• Nationality gender race
• New challenges opportunities

6
The 1998 WBG HR Reform took a more comprehensive
approach to diversity

• Part II nationals 40 at GF
• Women 45 (GF-GG) 30 (GH)
• SSA/CR 10 (GF)
• Mentoring,
• integration/induction
• support
• VPU-level Diversity
• Agreements

• Ambitious staff-on-board targets for nationality,
  gender and race
  
• Expanding opportunities for professional
  development
  
• Increasing managerial accountability

7
So what have we done?

• Mentoring program for SSA/CR nationals continued
  program for Part II women launched (2002).
  
• Junior Professionals Program for SSA/CR
  nationals14 JPPs cumulative since 1998.
  
• Diversity Boards created (GSD, ISG, EXT).
• Bank-wide awareness programs continuing on
  gender, race, disability.
  
• Diversity Agreements constrained by FY01 budget
  crisis were put on hold until recruitment
  picked up.
  
• Working with Respect training launched (2000),
  publication produced (2002).

8
Progress on the targets has been mixed

• Nationality little movement of Part II
  representation at GF--has not exceeded 38.5.
  
• Gender steady progress at GF-GG (from 33.9 in
  FY98 to 39.5) and GH (from 17 to 22.2). Part
  II women have not made the same progress,
  although the only female MD is SSA/CR.
• Race mixed resultsgood progress at GH (from
  5.3 in FY98 to 7.1) little movement at GF-GG
  (from 7.8 to 8.3). But SSA staff are
  concentrated in Africa region (in both IBRD
  IFC).

9
But it is all making a difference to gender
equality over time
10
..and to other indicators
11
We have built a body of experience

• We recognized that retention (i.e., building
  successful careers) is as important as
  recruitment, and put in place mentoring,
  coaching, career development.
• Diversity Agreements have been used as tools for
  planning, raising awareness and building
  buy-in they need teeth (sanctions) to be
  effective as accountability tools.
• Pay and grade studies highlighted gaps. Systemic
  mechanisms developed for equitable salary setting
  (1999) developing systemic approach to
  adjustments based on a 2000 exercise.
• The Racial Equality Program demonstrates that a
  regional approach can help raise awareness and
  improve numbers (esp. at senior levels).
  

12
And we are used as a benchmark by the
international organizations

• We measure favorably against other UNAs, MDBs in
  both nationality and gender composition.
  
• Our mentoring programs are best
  practice--expertise provided to WHO, UNHCR, other
  UNAs.
  
• Diversity agreements are a model for the UNAs.
• We were among the first UNAs/MDBs to have gender
  racial equality advisers, and Anti-Harassment
  Advisers.
  

13
Looking forward, our business model is changing

• Decentralization
• Workforce profile
• Nature of work knowledge Bank flat structure
  matrix

• Closer to more vociferous clients
• New candidate profiles recruitment practices
  e.g., senior hiring
  
• New skills set still economics engineering
  but also strong sociology, health and education
  

14
...which requires mobilizing our diversity in the
broadest sense

• Nationality, gender and race are still valid
  areas of focuswe will continue to work on them.
  
• But to enhance our development effectiveness, we
  need to address other dimensions of diversity,
  esp. at the top. We seek fresh perspectives
  
• Credentials diverse set of educational
  institutions.
  
• Disciplines broad mix within the
  logic of selectivity.
  
• Language passport/citizenship not
  the only valid indicator of diversity.
  
• Background experience from NGOs and
  Part II countries outside of
  public academic sectors.

15
Next Steps By FY05, we want to see

• Existing nationality, gender and race targets
  achieved, with better overall diversity in
  executive management and leadership.
  
• Significant improvement in retention rates.
• Significantly higher levels of staff rotation.
• Increased ability to source, recruit and develop
  outstanding talent from non-traditional pools,
  using comprehensive labor market analysis.
  
• Diverse pipelines directly attributable to the
  actions of managerswho are recognized for their
  achievements.
  
• All units worldwide reflect the Bank Groups
  diversity, working with respect for differences,
  and mobilizing the value-added of differences.