Question 1 Identify and discuss the dimensions of diversity which are evident in the case study. Question 2 In terms of Jackson’s Consecutive Level Approach to organisational culture change, at which level is Cisco (based on the information presented in the case study)? Discuss. Question 3 “SAP reviews its gender representation numbers against its employment equity targets every quarter, and sets a target towards meeting them through its recruitment process.” What is employment equity and how do organisations such as SAP go about implementing it? Discuss.
SA Tech Firms Strive To Disrupt Gender Status Quo
(3 September 2021, ITWeb)
South African technology firms are stepping up efforts to hire more women, as they also press forward to ensure more
women progress to C-suite roles.
Although more women have entered SA's male-dominated tech industry over the past few years, defining the status quo
remains a tough mission, with women still significantly under-represented within the sector, and men still earning higher
salaries. Only 23% of tech jobs are held by women in SA - out of 236,000 ICT roles, according to a study by Women in
TechZA.
The imbalance between men and women in the global technology sector is unlikely to be remedied unless organisations,
schools and universities work together to change entrenched perceptions about the tech industry, according to a
PwC report.
Cisco, SAP, BCX and Dell told ITWeb their company culture is changing, as they prioritise paving multiple pathways and
introduce initiatives to ensure women enter and pursue careers traditionally considered as being for “men only”.
Charmaine Houvet, senior director for growth, public policy and government strategy at Cisco, says the company has a
long-running commitment to achieving gender equality, and diversity numbers have improved to 40% of the executive
leadership team comprising women, and 53% are diverse in terms of gender and ethnicity.
“Interestingly, I note that more companies are listing gender equality as a priority and yet this is not showing up in senior
leadership representation. At Cisco, we believe gender balance happens in companies only if it is intentionally led by the
CEO and exco.
“To ensure equal pay for equal work, Cisco expanded its existing global pay parity programme to include not just the
examination of salaries, but also promotions, stock and bonuses. We want to look at all the individuals across the
company that are getting promoted and ask ourselves if we see balance and equity in that process.”
Houvet says countries and companies have adopted regulatory and legislative tools to improve the status quo, but this is
not proving to be effective overall, although there are limited pockets of excellence evident.
“Once women are attracted into an organisation, very little effort is put into developing and retaining them. In addition to
developing credible peer networks, mentoring, coaching and sponsorship, I believe it is essential for senior leadership to
actively lead, communicate and own the process. It must not be seen as another tick-box compliance exercise, or women
will forever remain under-represented in one of the most critical sectors in the economy.”
Genevieve Koolen, human resources director at SAP, says there is significant emphasis on gender diversity across its
A global organisation has set a global goal of having 50% women employee representation by 2030.
“In SAP Africa, we have reached an impressive 46% of women in our organisation already – an achievement we are very
proud of. Furthermore, three of our five executive board members in Africa are women, including our MD. We are driving a
strong focus on developing and advancing women in our business.”
SAP reviews its gender representation numbers against its employment equity targets every quarter, and sets a target
towards meeting them through its recruitment process, she adds.
Where possible, SAP also ring-fences roles that HR thinks require better gender representation and then headhunts
accordingly.
“This is only the beginning, and we have a long way to go. Diversity, as you know, is a global challenge that requires
constant commitment and systemic change in organisations. At SAP, we are edging a little closer every day,” adds Koolen.
Hope Lukoto, chief of human resources at BCX, notes the firm has taken steps to ensure its environment enables the
recruitment of more women into technical positions, supported by learning and development programmes geared towards
upskilling for opportunities.
BCX has 34% female representation within the organisation.
“As part of the technology sector, gender representation has been a challenge; however, we have committed to
continuously refreshing our transformation strategy, with the goal of 45% representation in the next three years.”
BCX places emphasis on equipping women for promotion, through robust talent management strategies and succession
management. Gender representation policies have also been weaved into the entire value chain; she points out.
Question 1
Identify and discuss the dimensions of diversity which are evident in the case study.
Question 2
In terms of Jackson’s Consecutive Level Approach to organisational culture change, at which level is Cisco (based on
the information presented in the case study)? Discuss.
Question 3
“SAP reviews its gender representation numbers against its employment equity targets every quarter, and sets a target
towards meeting them through its recruitment process.”
What is employment equity and how do organisations such as SAP go about implementing it? Discuss.
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