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THE W 0 R LOB A N K G R 0 U P The Junction WHERE ALL THINGS DIVERSITY & INCLUSION COME TOGETHER FOR CHANGE Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized ...to Inclusion and Human Equity
Diversity speaker Trevor Wilson animated a thought-provoking session during the Information Solutions Network (ISN) Forum in 2009 that challenged participants to value individual differences in their day-to-day work. Why would the ISN host a session on diversity and inclusion (D&I)? After all, this cluster of about 1,000 staff across the Bank Group is tasked with managing the institution's information and technology-no small feat.
"IT at its best is a business enabler, not a compromise an organization's capacity to commodity," said Elisa Liberatori-Prati, achieve its goals. "You can have tolerance the Bank Group's Chief Archivist and, along without respect," said Wilson, who has with Ryan Jones, ISN's D&I Coordinator. been a professional diversity consultant "Along these lines, D&1 has this same for more than 20 years and worked with potential to breathe life into our operations thousands of companies. "We need to in a way that vastly improves what we do." value people because of their differences, and move way beyond mere tolerance." Just like a fickle network connection or ineffective firewall, a poor approach to Likewise, an organization can have nR. T kcaJ~C: I":ln I~:lv~ c:t::lff !:tvmi~d ::Ind div~r dtv withollt indlldnn Indllsinnl_____ is about creating a climate where diversity and make it part of our DNA , diversity is valued. In an inclusive we make valuable progress." environment each person is recognized and developed, and their talents are The end goal is to become an "inclusive routinely tapped into. The World Bank and equitable organization," which hires Group is poised at a threshold. Will the the right person for the job every time, institution continue to make progress and completely leverages the full talents integrating 0&1 issues, or revert of every employee. Are any organizations to past practices? there yet? "Well, there might be a few one-person companies that are doing the In the past, assimilation meant that job," he joked . differences were ignored, and organizations tended to treat employees the same. Wilson recounted personal vignettes that The focus was on fitting in . were both insightful and comic. Born in
((We need to value people because oftheir differences, and move way beyond mere tolerance." Trevor Wilson
"Equality means sameness. When we treat England to a Jamaican father and Indian people equally, we ignore differences," mother, he became a Canadian citizen emphasized Wilson. as a schoolboy. As a result, negotiating the precarious fault lines of identity "On the other hand, equity is fairness . and belonging has proved a lifelong When we treat people equitably, challenge-and opportunity. we recognize differences." These days, organizations tend to require that staff The session turned interactive as Wilson tolerate diversity. The focus is likely opened up the floor: "Do we create a to be on righting historical wrongs, climate of inclusiveness within ISN? but the approach is still group-focused. Is ISN a place where talented people In the future, Wilson suggested, choose to work because they feel they reaching human equity-in which have 'a place at the organizational organizations value the breadth table' that matters?" of talents of all staff-will require true inclusion. Individual differences The packed Preston Auditorium hummed are not only recognized, but also with the distinctive sound of a hundred systematically valued, and therefore vigorous, hushed conversations. become fundamentally important. Here, the keepers of World Bank IT were reflecting, evaluating, reinventing. Wilson outlined an "equity continuum," "I don't care if diversity, inclusion, which provided historical perspective: respect, and dignity are on every wall "Affirmative action moved organizations of this place," concluded Wilson, slowly from denial to compliance. And corporate gesturing to the four winds. "I want social responsibility has moved us you to live it." peyond compliance.
"More recently, a focus on diversity has moved us to acknowledge the business case. And as we continue to integrate
5 societal imbalance. Through the absence of option would be particularly impactful of a strong program of paternity leave, in the Bank Group's country offices, where organizations send a powerful message many staff commute long distances. to the employee: "A child is the wife's responsibility. We do not expect fatherhood Another is daycare, which has been to interrupt men's work, or to be a priority proven to reduce staff missed days for our male employees. For new fathers, by up to 30 percent and dramatically we expect business as usual." (The Bank reduce costly staff turnover. A workplace Group currently offers "up to five days" "sniffle room" allows a parent (usually of paternity leave for each childbirth the mother) to stay when a child is too or adoption.) sick to go to school, but not so ill that he or she requires a parent's undivided "It perpetuates an outdated and largely attention. Finally, dedicated physicians unviable paradigm," said Fels. For work, (either at work or nearby) reduce life, and balance Fels proposed options commutes and improve organizational to improve both the bottom line and health. This increases both work gender parity in the workplace, including efficiency and time with family. improved programs in housing, daycare, and health. Employees could opt to pay The choice is clear: a business culture that for the services that appeal to them . continues to place "a firewall between One such option is more housing avail work and home powerfully privileges male able close to the office, which reduces over female employees," concluded Fels. commutes and permits spouses to see family more. Ultimately, the rewards are manifold. "In this transformation," urged Fels, During a lively give-and-take after the "you can provide an international example keynote, it became obvious that this sort of gender equality in the workplace."
8
The event provided the opporlunity for interaction and' discussion between Bank staff and the panel.
10 and progress. The Ambassador-at-Large which focuses on women as drivers of called for a response that is commensurate economic growth. "The Bank has worked to with the seriousness of the problem: identify those obstacles in society, like the "First and foremost, we need to lack of land tenure rights, the lack of property understand violence against women as rights, all kinds of regulations and laws that not solely a woman's issue, but one that preclude women from participating as they is also about international human might in the economies of their country." rights, economic productivity, and social stability. This means that we Verveer used compelling examples from need everyone's engagement." the United States, Afghanistan, Bangladesh, the Democratic Republic of Congo, and Verveer highlighted a Bank initiative, others. She closed by calling for successful Women's Equality Equals Smart Economics, programs to be scaled up worldwide.
11
isability and Development Team (D&D] is ta D&D Team Lead, Aleksandra Posarac, said we generate evidence-based knowledge on nsure that disability aspects are included i d third, we foster internal and external pa g the well-being of people with disability and their Entering World Bank Employment: Diversity & Inclusion At Work
Bank orientations, as they go, are exciting times. New staff rush from event to event Learning the ropes and making new friends. These days, part of that process touches on diversity and inclusion (D&I) in the Bank. Back in the faLL, Senior Program Officer Joy Searcie and HR Officer Hamish Hay Led one of their customary interactive sessions with about 40 new staff.
TIME, CULTURE, AND VIEW POINTS all difference is respected and valued, "If you have a rigid orientation to time, and where all staff can contribute to the please stand closer to the door, to the mission and achieve their full potential." right," declared Searcie, herself wasting no And corporate policies support that goal. time beginning the exercise. "If you have a more flexible time orientation, please stand WORLD BANK GROUP POLICY AND D&I closer to the computer, to the left. And if The Bank Group's Articles ofAgreement call ·'We should havemo re tim efo r you fall in the middle, move along the line for recruiting on as wide a geographical thissor t of thing :· sa id lilian Pena. to an approximate point." basis as possible. The Board has identified indicators and set targets. Beyond diversity After some interim jockeying, the united targets, there is an institutional em phasis colors of Bank staff stood at attention on inclusion-how our diverse workforce is willing participants in a time-continuum effectively managed in meeting that goal. exercise. Some predictable results emerged : a German to the far right, a couple of Latin Management teams of all Vice Presidencies ·· Know ing that lhere is a corpo rate Americans trending left. have signed a D&I Compact; and Senior view tos up por t dive rsity is important"· Management vets an annual strategy. The sa id Domin iqu eNj inkeu. "How you do feel working with people on strategy's four main elements are: leader the other side?" asked Hay, eliciting some ship and accountability; reform of key staff to the importance of being flexible knowing coughs and laughter. New staff ing processes, such as recruitment, perfor and understanding different cultures from Algeria, Brazil, Chile, the Dominican mance management, and mobility; learning of the Bank. Each of us needs to Republic, France, Germany, Kenya, and in support of behavior change, including adapt to fit into this organization." South Africa shared perspectives. Searcie work environment and learning programs; brought it home: "Even with something as and measurement indicators that help "Not only was it fun, but there was simple as time, we have very distinct determine if the Bank is making a lot of useful information," said Dominique worldviews. And as we grow, we personally D&I progress. Njinkeu, a Cameroonian in PREM Trade. move along a continuum in our conception "Knowing that there is a corporate of time," she said. Searcie summed up the rationale: "Our view to promote diversity is important." effectiveness depends on staff who bring That broke the ice. From then on, staff a wide range of perspectives and Hamish Hay closed : "You can always assembled in small groups for discussion. competencies to collaborate globally with be the difference. You have the option With this new cohort poised to assimilate, a diverse array of clients." New staff were to make an active choice. You can say, conversation revolved around one singular left wanting more: "I think it was really My choice is to make sure that every tension: how much does the World Bank interesting. We should have more time for time I interact with a person, culture value D&I? Searcie continued: this sort of thing," said Brazilian Lilian that person becomes bigger. That "We deploy our diversity to create an Pena, who recently joined LCR's Urban Water person becomes better. We can all inclusive work environment globally where Disaster Management. "It opened my eyes further our mission."
14 r- i . .I,' ~J of diversity 8 inclusion
Du rin g 0&1 orie ntation sessions. HR Offi cer Ha mish Hay asked participant s to come up with a catchy ph rase to help advan ce in stitutional diversity and inclu sio n-something "that stops you dead in yo ur tra cks,"
What follows is a se lec tion of such suggestions during the pa st year, in no particu lar orrl E' T. If you can create a suitably captivating turn of phrase, email it to: pramprasad @worldbank. org.
1. Di\cover the {OmOlon, embrilce the new 21. Inclusion h IN, Exdusion is OUT 42. Diversl' i~ bedutilul l. One \({!I'. many branches 22. We represent the l'Iorld 43. We rellec t the world 3. Brinljinq the Wo dd to til(' Bank: 23. Inclusion: YOUI third eye 44. Differences
\; with Paolo Gallo HR DIRECTOR, PERFORMANCE & DEVELOPMENT
Q: Most recently, you spentJive years as • My second objective has to do HR Directorfor the European 8ankjor with the Bank's learning agenda. Reconstruction and Development. The Bank invests $80 million Any comments from that experience? annuaUy on staff learning, but many A: The last two years have been the most complain about learning opportuni revealing to see the huge crisis in the ties. I need to make sure that this financial sector. Banks coUapsed. agenda is not fragmented. Currently, There were serious repercussions. In six there are more than 3,000 Leaming months, UK unemployment went from opportunities. They need to be 700,000 to more than 2.3 million. I saw closely correlated to the Bank's a tipping point in the job market, where business and individual and perceptions completely changed. I saw team development. the Wortd Bank Group and other interna • The third is performance (~t this moment tional financial institutions become the management. This is so important newly preferred choice not only for This is not an HR issue-it is a there is no well-defined young graduates, but also for the expe corporate performance issue and rienced professional interested injoin responsibility. As an institution, or clear understanding ing the multilateral community. we need to have a clear understanding of corporate ofwhat is performance Q: Whqt are your main objectives in your results. At this moment there is no management... This position? well-defined or clear understanding A: My top three objectives are to: strengthen of what 15 performance management needs to change." the selection and development of the Ifyou stop 100 people in the best managerial talent worldwide; corridors and ask them for the deliver a learning agenda to support definition of great performance, Paolo Gallo business needs and individual profes you're going to get 100 different sional development; and build a strong answers. This needs to change. performance management culture. • First. on succession planning the Q: What ore your thoughts when you Bank needs to be very systematic in are recruftjng asenIor manager? managing talent and planning for A: The Bank is usually very good at management succession and career evaluating techniGll knowledge. development Individuals pursue However, technical knowledge is new opportunities; managers fiU necessary. but [is] not sufficient positions with more qualified [on its own] to be a successful candidates, and the institution senior manager in this organization. benefits. Along the way, we take Managerial skiUs are very important; diversity into account; and it's much to fit into the World Bank multi-culture more than fulfilling quotas. We need is another. Last but not least, [f look to make sure there is a pipeline of for] adaptability and true passion qualified candidates. for development.
16 Paving LHe Way for Leadership Accountability on D1versity 6 Inclusion Leadership The question is, now that we know the prob stiLL have to return to their communities out Lem, how do we move forward in an inclusive side the "Green Zones" of conflict and post Accountability on D&I manner and repLicate those efforts to others conflict countries. FemaLe staff in many of our who may have had Less vocaL advocates? The countries still cannot drive to the office, and Remarks by diLemma, as Dr. Banaji said, is that we tend the notion of "One Bank, One Staff" rings faLse Rachel McColgan-Arnold, to hire peopLe who Look Like us or who have for those colleagues who struggLe to deveLop Chair, WBG StaffAssociation some kind of affiLiation with us, be it aca their careers and who wonder why we have demic, sociaL, [or] national. If we couLd aLL two tiers of many benefits. Diversity and inclusion is one of those take that bLind test that the symphony topics that inspires a variety of reactions took, wouLd we reaLLy see a more diverse SimiLarLy, a negative experience between and responses, and in fact when I knew I was workforce? Or wouLd we feeL, as Dr. Banaji clients and Bank staff can do immeasurabLe coming here, I asked my executive committee aLso aLLuded to, that there was some kind damage to our reLations, and therein our coLLeagues, 13 of them from 13 different of compromise, and that our standards had effectiveness as a deveLopment partner. nationaLities and backgrounds, to give me perhaps dipped a notch. WhiLe we may have become Less arrogant over their input. And I got 13 extremeLy diverse the years, we cannot be compLacent and responses and reactions in terms of what I ...There are some interesting movements assume that our stereotypes have been com shouLd couch in a message. and some positive stories that are happening pLeteLy removed, because they can return. here at the Bank. First, at the governing As I see it, there are two sets of reactions LeveL, we anticipate the Voice debate at Many staff aLso feeL that we risk exclusion if and responses. There are the often vocaL [and the AnnuaL Meetings to translate to a more quotas repLace merit, and that the emphasis aLso] the equaLLy dangerousLy siLent group of inclusive Board of Executive Directors. It is a must be on inclusion, which ceLebrates our excluders: those that feeL that diversity and step in the right direction. Some wouLd Like differences, rather than focusing on diver inclusion threatens to dHute the status quo. to see bigger and faster steps taken, but it is sity, which is onLy part of the puzzLe. These are the peopLe who ferventLy beLieve a step nonetheLess. that there's no need to empower those who And Last, there is stiLL an overriding tendency never have had a seat at the tabLe, whether Second, the significant number of staff stuck to Limit the discussion of diversity-in spite of it's a BLack man in a white house or a girL in a in regionaL siLos-Africans confined to Africa, aLL of our efforts-to the coLor of one's skin or school. And these are the peopLe who often Asians to Asia, Latinos to LAC-has started the passport one hoLds. Ifyou had hired an hide their biases and prejudices in a cape of to move, thanks in part to the proposed rota American, an African, a European, and an history, cuLture, or reLigion. tion programs, even if they have been some Asian, aLL economists, two men and two wom painfuL adjustments. The principLes behind en, who aLL subscribed to the Chicago schooL And then there are those who I'LL caLL the [these programs] we beLieve, are sound. of economics doctrine, you wouLd have had includers. These are represented by the muL diversity on the surface, but as the recession titude of passionate groups and individuals Third, opportunities for women to move into around us clearly shows, they would all have who advocate the inclusion of the voices of management are increasing, and therein ap been caught by surprise, so diversity of per the diverse peopLe that they represent-be pears to be genuine interest in moving for spectives is equaLLy important. those constituents united by gender, nation ward on the agenda to baLance work and Life. aLity or ethnicity, sexuaL orientation, disabiL To achieve that, I beLieve we need to fish in ity, or reLigion. The Staff Association, reflect Fourth, there is growing recognition that differej;Jt diverse waters. If we keep fishing in ing I beLieve our constituents, is happy to be diversity in the workpLace makes good busi the same pond, we wiLL probabLy keep puLLing among the Latter group. ness sense, and that for D&I to have reaL insti out the same stock. tutionaL traction, behavior must be modeLed Aweek or so ago I sat with JuLie Oyegun's by management. The fact that you are the group in a three-hour marathon trying to second senior cohort to have this training in figure out why the Bank had been so chaL the past seven months is an indication to the Lenged in attracting US minorities, including attention that is reaLLy being paid to diversity. African-Americans, Latino-Americans, and those with disabilities, particuLarLy at the But there is stiLL a Lot to be done. WhiLe we higher LeveLs. It was both heartening and sit here in Washington, DC, we must recognize disheartening to Learn that as an institution that we do not and cannot operate in a vacu we are not aLone in faiLing to make interna um. Our clients, too, have their own biases, tional. deveLopment an interesting fieLd to and we mtlst factor those into our approach. pursue for those underrepresented groups. In our country offices where 40 percent of The State Department, USAID, the IMF, the our staff are out of sight, and regrettabLy out OAS-aLL of them are in the same boat. of mind, we must remember that those staff
18 Are You Aware ethnicity, and class. Others are religion, Be Mindful to geographic region, disability, culture, of Your Implicit Bias? sexuality, physical attractiveness (teeth), Combat Stereotypes height or weight, accent, similarity to self, When Harvard psychologist Dr. Mahzarin personality, taste, and beliefs (politics) . Returning to the World Bank Group for the Banaji recently addressed a Who's Who of second time in 2009, Dr. Steve L. Robbins Bank VPs and Directors-armed with a ream She used one trait to make a point. "Four paired a self-deprecating humor with keen of data-the methodology of a social percent of men in the Western world are 6' 4" insight into the workings of the human mind. scientist was recognizable, even comfortable. or taller, yet 39 percent of leaders exhibit Her conclusion, however, was anything but. this trait...What does that mean? .. We don't "The brain works on an efficiency principle. have the brightest light bulbs running the It takes up about two percent of body mass, Banaji said that most people are biased, we country or the world. The point is, we are but requires about 20 percent of the body's don't even realize it, and in most cases it costing our society if we are putting our reli energy," said Robbins. "There are billions, determines our unconscious discriminatory ance on [a trait as superficial as height]." perhaps trillions of synapses in our brains. behavior. She challenged the room full of It takes shortcuts to conserve energy. high-level staff: "Are you living your life in a Banaji then conducted a series of real-time It evolved in this way for survival." way that fits with the values that you have tests that exposed the fact that most Bank consciously set up?" Group participants have bias, however small. Robbins returned to his notion of uninten It was hard to escape the mounting evidence. tional intolerance-that well-meaning Dr. Banaji developed the Implicit Association people are often closed-minded without Test (IAT) with two colleagues more than a Just when the weight of data was becoming even realizing it: "The brain often makes decade ago to test unconscious biases. too much, Banaji offered hope: "You should decisions outside of our individual Since then, it has become something of an leave with a great deal of optimism. Advances awareness. It uses past experiences to fill in international phenomenon, visitors to the IAT in neuroplasticity suggest that we can train the gaps. Sometimes it fills it with the right website having completed more than 4.5 mil our brains to be less biased," she stressed. stuff, and sometimes it doesn't." lion demonstration tests since 1998. Today, on "I take all of this as a very strong sign that average 15,000 tests are completed each week, new learning is possible, and we will end up The solution is to be aware of this in more than 20 languages, in dozens of countries. changing how we behave and how we live." tendency and to span boundaries: "Diversity training 101 is about With such broad empirical evidence, Banaji Before adjourning to a strategic session open-mindedness. Period," said Robbins. can afford to be bold . She asserted that chaired by MD Graeme Wheeler, participants implicit biases are pervasive. For example, in the United States, more than 80 percent The key is to be mindful that unconscious stuJjhappens. of test takers showed an implicit negativity When we are mindful ofthe negative biases we might have, toward the elderly compared to the young; then we are able to overcome them. and more than 75 percent of self-identified Dr. Steve L. Robbins Whites and Asians showed an implicit prefer ence for racial White relative to Black. buzzed about the Banaji session. "I think it "The key is to be mindful that unconscious opens our eyes and our minds to a realm of stuff happens. When we are mindful What is surprising, however, is that people opportunity at this organization," said Hasan of the negative biases we might have, are often unaware of their own implicit Tuluy, VP of HR. "At the World Bank, we need then we are able to overcome them." biases-even while honestly reporting that to be truly open to the perspectives and In the absence of such awareness, they believe they lack these biases. Moreover, directions of our client countries." the consequences may be damaging . implicit biases predict real-world behavior: Homogenous groups lead to groupthink, those who are higher in implicit bias have Paul Cadario of TQC agreed. "From the and closed systems eventually stagnate been shown to display greater discrimination. perspective of Directors and VPs, by being and die. aware of our own prejudices and biases, we are Published scientific evidence is accumulating better able to identify the systemic biases "Diversity and inclusion can greatly rapidly: to date, more than 200 published that we have allowed to exist in our process enhance creativity and innovation," scientific investigations have used a version of identifying talent and mobiLizing to achieve Robbins pointed out, reminding of the IAT. the Bank's mission," he said. "Therefore, an participants that it takes practice. event like this," he continued, "helps put us "The more you care for strangers and The IAT is a flexible tool. It can be constructed in a position to change those recognition the more friends you amass, the better. to measure bias in any number of dimensions and award systems in order to make the This work is hard ...Together, we can of human variation: gender, age, race, Bank a more effective place to work." fight the strong winds of injustice."
19 A Leadership Lunchtime Conversation on D&I-A Summary
After the morning's presentations, Dr. Banaji joined Bank Managing Director Graeme Wheeler and about 30 Directors and VPs for a working lunch to continue the conversation on biases and how they play out in decision-making .
Beginning by referring colleagues to the Zedillo Report, Wheeler noted that "Voice" and "Participation" are at the top of the concerns listed by the high-level commis sion set up to advise on modernizing WBG corporate governance. Commenting that we are a relatively small but very complex orga
nization, with none of the standard checks During aworking lunch, Or. Banaji joined directors and VPs to discuss the bia s, inclusion, and institutional culture at the World Bank . and balances typically found in either the private or public sectors, Wheeler pointed out that we need to build our own solutions. declines. This trend was reversed and of net hires are new to the organization. there was movement back to harmony only The conclusion reached was that there GENDER PARITY, TARGETS, when the proportion of women reached is a clear need for us to assume a more AND PUSH BACK about 40 percent of the orchestra. proactive and targeted approach to Using the case study of international external recruitment. symphony orchestras, taken from her Professor Banaji explained that setting academic work with Harvard colleague explicit targets for minorities-similar DIVERSITY BEYOND GENDER, Richard Hackman, Dr. Banaji expanded to the gender parity in management RACE, NATIONALITY on the issue of introducing a gender target-invariably produces unhappiness Beyond the defined metrics we are neutral recruitment process. and discomfort in organizations. familiar with, there is also diversity She advised that "push back" or even in background, in approach, in thinking . Her research found that representation backlash should be anticipated. Participants were preoccupied with how alone is not sufficient to create harmony; much diversity we really hire : Are we in fact, declines in happiness and produc Several questions were raised about capable of working with people who have tivity often marked the arrival of women how these goals and metrics will further not spent a lot of their lives studying or in the orchestras. She found that both play out in different situations-between working with us in some capacity? men and women reported greater job headquarters and country offices, satisfaction in work settings that were internationally and locally appointed staff. Wheeler posed the questions: Who can male-dominated rather than mixed. assimilate the core essence of the As the few "token" female colleagues WHAT NEXT? organization at entry yet remain authentic? were joined by additional women, the Taking advantage of Dr. Banaji's presence, Who can get things done? How well can perceived work atmosphere deteriorated the group discussed the IAT from a "what newcomers function? How well can they for everyone-both men an d women alike. next?" perspective, particularly in terms get projects through the organization? of hiring new staff. What metrics do we apply to assess This occurs because the increasing leadership performance? numbers of women in the orchestra Participants agreed that simply poaching allows them to become a significant diverse staff from one unit to another The MD went further. He raised questions subgroup, share their experiences with was not improving the Bank's diversity. about our competitiveness for the best each other, and function as a political An important point raised was that about candidates. How often are we rejected? force. Men recognize that their control 92 percent of all GH+ appointments are Who rejects us and why? It was generally over status and organization is threatened, internal and 85 percent of Bank consultants agreed that the organization needs and the perceived work atmosphere are former staff, meaning only 15 percent diversity of thinking-dimensions of
20 freshness from individuals and groups ".. .Why can teams of people find better who, for at least a few years post-entry, solutions than brilliant individuals might be able to bring their entire selves working alone? And why are the best to work. "Eventually you become less or group decisions and predictions those non-diverse," someone observed. that draw upon the very qualities that make each of us unique? The answers Banaji spoke of 'streams of diversity' lie in diversity-not what we look like MO Graeme Wheeler makes closing remarksallhe plenary sess ion. and encouraged grou ps to bond outside, but what we look like within, horizontally, pushing their peers to be our distinct tools and abilities." inclusive. To explore this concept further, she recommended the article "Imagining In summing up, the MD invited reflection Leadership" by Catherine Marshall on the following takeaways: (Educational Adminstration Quarterly, 1. There is a need for more systemic Volume 31, 3 (1995)]. thinking and solutions. 2. We need to do much more work on Or. Steve L Robbins MANAGING CHANGE AND DIFFERENCE the IAT and understanding unconscious Wheeler encouraged the group to think bias-both generally for the entire of D&I not only as a way of being, but also organization, and particularly for as a way of doing business. "Doers who are strategic staffing decision-makers. also thinkers are needed to take us into the 3. How can we reverse the fact that we next phase of organizational relevance," he atomistically replicate the current stated. "Bringing more outsiders in would D&I composition of our workforce? be a very good thing, but only if we help all Dr. Mahzarin Bana]1 staff-internal and incoming-manage their In thanking participants for their very careers better for the business." high level of engagement and Dr. Banaji for her excellence and generosity, Julie Dr. Banaji encouraged the participants Oyegun summed up lessons learned so to think about how teams are structured, far from the country office D&I pilot with and referred to a passage from The four questions she thought we should Difference: How the Power of Diversity always ask ourselves in thinking about Creates Better Groups, Firms, Schools, and 0&1: Who is missing? Why? Does it Societies by Scott E. Page. matter? Should the WBG fix it? Julie Oyegun. Chief Diversity Officer. at the podium. 21 It is now a year since Oyegun joined the INCLUDING WOMEN LEADERS VIA The participation of women in village training to Lead a new, interactive session COMMUNITY DEVELOPMENT COUNCILS decision-making represents an important on D&I: "I try to personaLize the issues so The Afghan government Launched the transformation in a society where women that managers pLace themseLves in the NationaL SoLidarity Program (NSP) in 2003. were LargeLy absent from the pubLic forum. frame, enabLing teams to acknowLedge and It is an attempt to strengthen the capacity appreciate difference," said Oyegun. "The of LocaL communities to identify, manage, In agreement is Haji Noor Sayed, a CDC goaL is to encourage aLL of us to deveLop and monitor their own deveLopment projects. member of Khowja Kayan in Mir Bacha skills to reflect on D&I from personaL, Koot District of KabuL Province, who team, and business perspectives." The NSP fosters Community DeveLopment emphasized that the NSP has created a Councils (CDCs), new community groups sense of unity among viLLagers. "The most "The session served as an exceLLent founda eLected through secret baLLot. Thus far, important effect of NSP in our viLLage is tion for ensuring diversity awareness and the CDCs are including more women that everybody feeLs mutually responsibLe inclusion within the organization," said than the more traditionaL shuras. for spending the funds we receive to Mercy Tembon, Burundi Country Manager. impLement projects," he said. "It got us to think about what we couLd do "The NSP has heLped peopLe stand to foster a supportive environment in our on their own feet," said Brishna Safi, MaLeha Arzish, a CDC member from northeast offices in a way that difference is acknowL a femaLe CDC member from the QaLi Khan ern Badakhshan Province, said that apart edged and respected-and the taLents, skiLLs, village in ALi Shing District in the eastern from buiLding ruraL infrastructure, the CDCs and experiences of everyone Leveraged to province of Laghman. There, Brishna have become a center for resoLving ~ocaL meet individuaL and organizationaL goaLs." works with her CDC to heLp design, issues: "At the beginning, it was difficuLt to impLement, and even monitor projects. convince men in our viLLage to accept partici "It's a very bonding and transformative pation from women in decision-making." experience," says Vanessa Andris, HR "The CDCs are improving governance senior consuLtant who designs and faciLi at the grassroots LeveL" Brishna toLd However, this trend is changing. These tates the training. "The way JuLie does it Bank staff during a recent event focused days, women have much more of a say they really get issues on the tabLe very on the roLe of Afghan women in deveLopment. about issues that impact village Life. quickLy. They are happy to get insight on how to deaL with these issues-many What is more, the project is improving of which they were previousLy unabLe to women's skiLLs: "Thus far, the NSP has even define. They aLso reaLize they are made important contributions to the not aLone and know they can caLL on formation of sociaL capitaL and governance fellow CD/CMs for ideas and support." in our communities," said AmanuLLah Siddiqi, a CDC member from Parwan Province. Oyegun says the piLot has now transitioned into a fuLL-bLown approach to gLobaL In just six years, NSP has disbursed more inclusion. "If we are persistent and are than $572 miLLion in grants, funding more abLe to taLk about these issues earLy and than 40,000 smaLL infrastructure projects often, we can Learn to Leverage our in about 22,000 villages-or about two diversity in an inclusive way." thirds of the country's ruraL popuLation.
WOMEN'S 'RIGHTS AND PARLIAMENT In a separate event, Bank staff met Kabul: International Ms. Shukria Barukzai, a Member of the Afghan ParLiament and a prominent human Women's Day
To mark 2009's Diversity and Inclusion Month in March, staff in the Bank's KabuL, Afghanistan office organized two events focused on InternationaL Women's Day and the roLe of women in deveLopment. In a country where women's rights are often subject to internationaL critique, it was a timeLy opportunity to evaLuate progress and discuss the way forward.
24 country office staff. First stop: meetings with various ethnic and religious communi ties around Kosovo, including the Roma, Ashkali, and Egyptians. In Fushe-Kosove, near Pristina in central Kosovo, Muhamet Arifi, a Roma from Balkan Sunflowers-an international NGO that promotes reconcili ation through volunteerism and community engagement-, explained why these com munities face barriers to health care and Parliament Member Ms. Shukria Barukzai spoke about the status of women in Afghan government and society. education. A full 40 percent of the Roma community lack birth certificates, IDs, or rights activist. She painted a fairly dire states. Today, memories of conflict are any form of official documentation. This means picture, but cited progress: women's repre still fresh. In a sub-region where the mere they cannot access state social services, or sentation in Parliament is increasing, and 12 presence of a cross or minaret was once a World Bank programs. "For the State, these percent of government employees are now pretext for violence, it is hardly surprising people do not exist," said Ranjit Nayak, the women, a majority of whom are teachers. that the Bank Group's development work is World Bank's Representative in Kosovo, and fraught with challenges. host of the visit. "As a development insti In many provinces, traditional cultural tution, this is important to us. If people practices still prevent women from In the post-conflict Balkan states, don't count, we can't help them." participating fully in society, said Barukzai, perhaps more than any place on Earth, who represents the Kabul constituency in the Bank Group's effectiveness is inextri MULTICULTURALISM AT WORK the lower house (Wolesi Jirga). Fortunately, cably linked to diversity and inclusion. For Down the road in the history-rich town of the Ministry of Women's Affairs has a that reason, Diversity Chief Julie Oyegun Prizren in southern Kosovo, participants mandate to advocate for women's rights. convened a group of Country Managers in met Mayor Ramadan Muja. Local represen "However, its efforts are hampered by Pristina, Kosovo. Attending were World tatives from the Bosnian, Gorani, and Turkish insufficient human and financial resources Bank Country Managers from Albania, minorities were also present. "Prizren is in to address the full range of women's issues," Bosnia and Herzegovina, Kosovo, many ways a model of multiculturalism, explained Barukzai. Ms. Barukzai said the Macedonia, Montenegro, and Serbia, as with different communities and religions international community's demands for well as IFC representatives from Albania co-existing," said Nayak. "We met the gender equity in Afghanistan are often too and Bosnia-Herzegovina. Mayor and visited Muslim, Christian Orthodox, modern for traditional Afghan society. and Christian Catholic shrines in the To reach those levels, Afghans will first IDENTITY AND ACCESS center of the old town. It was a good need to be better educated. The group immediately decamped via bus example for us aU to see where there is for a unique field trip with some local an earnest attempt to work together." However, there are positive signs. The parliamentary elections were one such example. In some areas, women received more votes than men. Barukzai also high lighted CDCs, which have allowed women to make village-level decisions in a new and transformative way.
Promoting Inclusion in the Post-Conflict Balkans In the former Yugoslavia, a series of violent wars erupted during the 1990s. Ethnic conflicts and economic disruptions prevailed as a new map emerged in fits and starts-ultimately yielding seven new
25 At the Serb Orthodox Monastery near of 30, Kosovo had a unique opportunity to and the efforts they make in different ways Decan in western Kosovo, Father Sava Janjic steer the culture away from its difficult past. to make it an even better one," said Nayak. spoke of the challenges of everyday life in a "Reconciliation takes time," responded "I remain most gratefuL to Julie [Oyegun] region that is overwhelmingly Muslim . He President Sejdiu, "but it can be best for seLecting our region to include in pledged to continue to serve the entire assisted through economic progress." her pilot, and for bringing us together in community, following the egalitarian this forum in Pristina." traditions of the monastery. "DIVERSITY IS HOW WE DO BUSINESS" As the assembly of regional leaders moved "Each of these participants invested their Jan-Peter Olters, the World Bank Representa to adjourn, consensus emerged that frequent time and commitment in this venture, tive in Montenegro, said the value of the face-to-face interaction between Bank staff and I cannot thank them enough for Bank's emphasis on socioeconomic development and ethnic communities will help foster trusting me and embracing the unknown so is clear. "It was very much a message I took better inclusion in World Bank programs. wholeheartedly," said Oyegun. "I think we away from the meeting with Father Sava in Camille Nuamah said she will redouble efforts saw how our institutional commitment to the Orthodox monastery," he said. "The hope to make projects ethnically neutral or even diversity and inclusion is of direct relevance for a more prosperous future might alter the ethnicity- and gender-affirmative. She plans to the client's economic development. out,look and increase willingness to reach This is innovative, value-added D&I, at the beyond and over one's fence." heart of our operational effectiveness."
INCLUDING MINORITIES Jan-Peter Olters called the experience The next day, Kosovo's Prime Minister Hashim IIFather [Sava] and his insightful: "For diversity to be a source Thaci, President Fatmir Sejdiu, and several brothers allowed refugees in of wealth and inspiration, as stressed Ministers met with the Bank Group represen by all of us, we need a combination of tatives. The delegation briefed the Prime the church. It is a spirit that understanding, respect, and tolerance-and Minister on key aspects of the institution's I hope in coming decades an exchange of views and ideas. On many efforts to serve the poorest of the poor from levels, through our programs, the World Bank all ethnic groups across diverse communities. will become characteristic Group can provide this forum for all the The Representative in Albania, Camille ofall this area." Balkan countries. Nuamah, gave an account of the Bank's Social us Vice President Joe Biden, Service Delivery Project, which is reaching, during a visit in May 2009 when he met with "This experience is certain to resound and women and disabled people more effectively Father Sava and his brotherhood. influence the way we are doing our jobs than previous initiatives. here in the Balkans," Olters concluded .
In Macedonia, the government still confronts Our thanks to Lundrim Aliu who a huge challenge in breaking the cycle contributed to this story. of poverty, reported Markus Repnik . But he to meet individually with staff to stress the singled out a promising new initiative- importance of diversity and inclusion. conditional cash transfers based on a Brazilian model-that provides financial "Diversity is not just who we are, but how we Ranj;t Nayak, World Bank incentives to families to send children to do business," said Simon Gray, the Bank's school. "Macedonia is the first country in the Representative in Serbia. He recommended all Representative in Kosovo region to launch such a program," he said. regional staff receive support in improving their English-language skills, which could serve Q: You have been the Bank's Rep in Kosovo Kosovo's President Fatmir Sejdiu thanked the to diminish linguistic barriers to reconciliation. for several years. What is your role? group for the Bank Group's efforts, and said A: 1 manage the Bank portfolio of operations, Kosovo's developmental priorities continue Referring to "an exhilarating two days," the country office here in Pristina, and to be energy, agriculture, education, and Ranjit Nayak called the event rich, coordinate the Kosovo team, both here and transport. He underlined the importance of productive, and enjoyable. "The combination virtually in Washington and other offices. nurturing better relations with Serbia, as of meetings with Kosovar citizens, 1 am also responsible for our coordination well as with other neighboring countries, government officials, and internal sessions with development partners, the government, while expressing hope that Kosovo's ethnic got us thinking in ways that were unique NGOs, and civiL society. tensions would be overcome. and 1 must say that 1 got more than what 1 had initially anticipated. Q: How has the Bank's operations Oyegun complimented the very progressive portfolio evolved? constitution and remarked that, with 50 "I was struck by how much each of my A: Soon after the conflict, the Bank was percent of the population under the age colleagues cares about our institution, focused more on infrastructure. Today,
26 to minorities, since most government institutions tend to be exclusionary, not by design, but in practice. When the World Bank designs, implements, and monitors its programs, it needs to ensure participation and inclusion, to ensure that project benefits go to everyone irrespective of ethnicity, gender, age, or disability.
Q: What are some porticular challenges, therefore, for the Bank's office in Pristina? A: One of the challenges I had coming in to the assignment was to make the Bank office ethnically diverse. So I began hiring Serbs into the office through a very neutral recruitment process, initially with much difficulty. This is the reality of the development environment in which the Bank works.
Q: Why, in your view, is it important to aspire to being more inclusive in your office? A: It is quite a challenge to fulfill our internal Bank requirements of being diverse and inclusive. It is vitally · important, however, not only because it is ethical, but also because successful approaches are based on diverse ideas, which are possible with a diverse mix of educational backgrounds, socialization, gender, ethnicities, and nationalities.
Q: After the two-day forum with Julie Oyegun, what priorities emerged? A: It became clear to my colleagues and me that we need to adapt our Balkan Country Managers and Julie Oyegun meet in post·conflict Kosovo. approaches, methods, and instruments to reach everyone. At least in the field, when poverty coincides with ethnic minorities, focusing on specific ethnic [W]hen poverty coincides with our main focuses are building institutional groups becomes the Bank's business, capacity and working in areas of social because poverty alleviation is the Bank's ethnic minorities, focusing on and human development and energy. core mandate. And this is what we specific ethnic groups becomes In the future we may consider agriculture saw-very starkly. and rural development. the Bank's business, because Q: Can you draw any lessons fram your poverty alleviation Q: What are the prevailing challenges? initial efforts in the Kosovo country office? is the Bank's core mandate. A: We have many different ethnic groups. The A: Despite all the constraints against majority is the Albanian ethnic group-about achieving diversity and inclusion, Ranjit Nayak, 90 percent-and the minorities include it is still possible. It requires tremendous World Bank Representative in Kosovo Serbs, Bosniak, Gorani, Roma, Turk, Ashkali, persistence, patience, and determination, and Egyptian. Kosovo is ethnically polarized, and our team in Pristina can contribute to primarily between Albanian and Serb shaping a formidable human resource strategy ethnicities. It is a challenge to reach out for the World Bank Group if asked.
27 - --
Introducing the External Members of the US Minorities Working Group
Nicholas M. 8assey Nicholas Bassey is Director ofthe Institute for International Public Policy (IIPP), part of the United Negro Fund Special Programs Corporation, based in Fairfax, Virginia. He oversees all phases of the Fellowship Program, which provides public policy and international affairs education and practice opportunities to minority students.
Throughout his career, Bassey has focused on making higher education opportunities available for all people, regardless of economic status. Prior to joining IIPP, Bassey served as Assistant Vice President for Program Development at the Council for Opportunity in Education.
Mr. Bassey graduated from Morehouse College, and earned his graduate degree from George Washington University in Washington, DC.
Lindsay 8ernsten Lindsay Bernsten is Deputy Director of Programs at the Hispanic College Fund, a foundation that empowers Hispanic high school and college students to become community leaders and achieve successful careers in business, science, technology, engineering, and math. Since its founding in 1993, the organization has awarded Sl5 million in scholarships to more than 5,000 Hispanic youth.
Bernsten became involved with the Hispanic College Fund in 2004 when she volunteered for the first Maryland Hispanic Youth Symposium, which was held at her university. Originally from Maryland, she spent one year studying in Chile and has traveled extensively in South America.
She graduated from the University of Maryland in 2005 with a bachelor's degree in modern languages and linguistics.
Ofield Dukes Ofield Dukes is President, Ofield Dukes & Associates, a public relations firm in Washington, DC, with specialized expertise in political affairs and minority issues, particularly with an African-American and African focus.
Graduating from Wayne State University in Detroit, Dukes began his career as a journalist. but moved to Washington, DC to join the Johnson-Humphrey administration as Deputy Director of Information for the President's Committee on Equal Employment Opportunity. Dukes started his own public relations firm in 1969 with Motown Records as his first client, and Lever Brothers his second. In 2001, Dukes received the Gold Anvil award from the Public Relations Society of America (PRSA) .
Dukes has also worked as a communications consultant for many Democratic presidential campaigns, and served on the boards of the CongressionaL BLack Caucus Foundation and the Lopez graduated with a bacheLor's degree from exclusive career preparatory agency for Martin Luther King, Jr. Center for NonvioLent Queens CoLLege, and earned her master's and Ph.D. the Oprah Winfrey Leadership Academy Change. In his roLe as an educator, he has in Spanish Literature from CoLumbia University. in South Africa. served as adjunct professor at American University and Howard University, where he Julianne Malveaux Ramsey joined LEAD from a career in business, heLped write the pubLic reLations curricuLum. JuLianne MaLveaux is President and CEO of Last particuLarly software and web-conferencing Word Productions, a muLtimedia company she services. A native of Denver, CoLorado, Leonard L. Haynes, III founded, producing broadcast programming and Ramsey graduated with honors from Hampton Leonard Haynes is Senior Advisor, Office content for conferences and training. Last Word University, and received his MBA from the of the Assistant Secretary for Postsecondary is currentLy deveLoping The Malveaux Report for Leonard N. Stern SchooL of Business, Education in the Department of Education. He the PubLic Broadcasting Service (PBS), a program at New York University. has extensive experience as an educationaL on the economy and peopLe of coLor. advisor and poLicy maker in the US government, Stanley L. Straughter including positions in the Department of MaLveaux is aLso a writer and academic. StanLey Straughter is Chairman of the Education and the Department of HeaLth She has heLd many teaching and feLLowship Board, the Constituency for Africa (CFA), and Human Services. Prior to his current post, positions, most recently at Bennett CoLLege a muLtimedia content service provider that he was Executive Director of the White House for Women, where as Professor of Diversity, distributes news from across Africa to tens Initiative on HistoricaLLy BLack Colleges she deveLoped and taught the class, Diversity of millions around the world . and Universities. in the Twenty-first Century. She has written extensiveLy for newspapers, journaLs, and Straughter previousLy served as CFA's Treasurer. In addition to his pubLic service work, Haynes periodicaLs and has been a syndicated He joined (fA from a career in LegisLative is an educator, and has served on facuLty at newspaper coLumnist; she has authored affairs, financiaL management, and nonprofit GrambLing State University, The Brookings severaL books, including, The Paradox of Loyalty: fundraising. He is aLso affiLiated with Thompson, Institute, George Washington University, and An African American Response to the War Cobb, BaziLio and Associates (TCBA), the Howard University. During his distinguished on Terrorism. Largest African American-owned accounting career, Haynes has participated on many paneLs firm in the United States. and committees focused on minority and equaL MaLveaux hoLds a BA and MA in economics opportunity issues. He has written wideLy on from Boston CoLLege, and a Ph.D. in Straughter has more than 30 years' experience the subject of desegregation and the roLe of economics from MIT. in internationaL deveLopment, and has Lived BLack coLLeges. and worked in many countries in Africa, CentraL Pat Parker Asia, and the Caribbean, and in Russia. As a Haynes hoLds a BA from Southern University, Pat Parker is President and CEO of Native finance speciaList, he has provided services to a master's in American history from American Management Services, Inc., (NAMS), foreign governments in governance and trans Carnegie-MeLLon, and a Ph.D. in hig her providing management support services, parency and counseLed governments on trade education administration from such as event management and technicaL poLicy and foreign direct investments. Ohio State University. assistance, to the federaL government, tribaL governments, and the private sector. He is activeLy invoLved with many internationaL Sherazade Langlade organizations and, in particuLar, is the Honorary Sherazade LangLade is Managing Director of After working in the Indian HeaLth Service for ConsuL for the RepubLic of Guinea. UpwardLy GLobaL, a nonprofit in New York City 10 years, Parker started her own business in that eLiminates barriers to workforce entry for 1989. In 1992, she joined with her sister Tonya Peter Yu highLy skilled immigrants. In her roLe as a human to form Native American Management Services, Peter Yu is Assistant Dean and Director resources and diversity speciaList, she has deveL Inc. Currently, Parker is a board member of the of the FacuLty-Student Mentoring Program oped and conducted training for various institu NationaL Indian Business Association, American in the Office of African-American Affairs (OAAA) tions including JPMorgan Chase, Boston Experi Indian Business Leaders, and Women Empower at the University of Virginia (UVA). ALong ence Corps, and Harvard Graduate SchooL of Edu ing Women for Indian Nations. with working with students through the cation and Community Service Society, New York. mentoring program, Dr. Yu is aLso activeLy She has won many business and service engaged in academic affairs. He is a reguLar LangLade received a master's in public awards, including Business Women's Network speaker for the UVA SchooL of Commerce's administration from Baruch College and Entrepreneur of the Year, Office Depot internationaL trade course, and has Led severaL a bacheLor's degree in government and Business Woman of the Year, and NationaL UVA visits to Asia, including the popuLar poLitics from St. John's University. Native Woman Business of the Year, GLobaL Business Experience China program. NationaL Indian Business Association. Estela R. Lopez In 2002, she was profiLed in Self-Made Yu is currentLy transLating one of John Dewey's EsteLa Lopez is a Senior Associate with Millionaires Women Entrepreneurs, by books into Chinese, which is part of a Larger ExceLencia in Education, a nonprofit Lausanne C. Lee. project to transLate Dewey's compLete works dedicated to acceLerating Latino student into Chinese, invoLving more than 40 schoLars. success in higher education, where she Pat is a member of the Choctaw Nation Leads the Growing What Works initiative. of OkLahoma. Dr. Yu was born and grew up in Shanghai, China. He hoLds a graduate certificate (equivaLent to a Her career in higher education includes Ric Ramsey BA) from Shanghai Teacher's University, China; positions as Vice Chancellor of Academic Ric Ramsey is President and CEO of the an MA in Linguistics from the University of Affairs for Connecticut State University Leadership Education And DeveLopment Exeter, UK; and a Ph.D. in education from the and Provost and Vice President for Academic (LEAD) Program, one of the nation's Leading University of Virginia. Prior to UVA, Dr. Yu Affairs at Northeastern IlLinois University. minority youth business education programs. taught for six years at Shanghai Teacher's From 1990 to 1995, she was Vice President University, China. for Academic affairs at the Inter American During Ramsey's tenure, he has added University of Puerto Rico. new partner universities and expanded the student base, drawing in more Native In Hartford, Connecticut, Lopez was co-chair American and inner city students. As a of the BLue Ribbon Commission on Higher measure of the organization'S effectiveness, Education, which produced a pLan to LEAD programs are offered at 10 of the increase the number of students going on to nation's top business schooLs, with 65 college or university by 25 percent. In 2008, percent of its 7,500 aLumni working in the she was appointed to the Connecticut Judiciary worLd of business. One of the program's Review Committee. initiatives, LEAD GLobaL. became the
The importance of diversity has been to the importance ofrecruiting recognized by the World Bank Group personnel on as wide a geographic since its inception. Article V, Section basis as possible." The last 20 years 5(d) of the institution's charter, the have seen an expansion in focus that IBRD Articles ofAgreement, reads: now includes several dimensions of "In appointing the officers and staff diversity-nationality, gender, race, the President sholl, subject to the sexual orientation, fostering a palllmount importance ofsecuring the respectful and inclusive workplace, highest standards ofeffidency and and accommodations for persons technical competence, pay due regard with disabilities. As an international institution, the • 02 FYI0 data show that IBRD has GENDER OF IBRD SECTOR AND COUNTRY World Bank Group has staff from 167 achieved the lower end of the target for DIRECTORS AND MANAGERS countries. Almost two-thirds of our staff Part II Managers; IFC has met the target What is more interesting is the nationality (61 percent) come from developing of 45% of GF-GG female staff; and GEF composition of Sector and Country countries, and more than 15 percent of has gender parity in its management. Managers and Directors. Data for IFC our staff come from Sub-Saharan Africa • When we add in other GF+ staff, the were not available for this article. and Caribbean countries, a proxy we use WBG indicators for GF-GG females and for Black staff. SSA/CR nationals increase to 43% When it comes to nationality composition and 11.2%, respectively. of IBRD Sector and Country Directors and We take our commitment to diversity Managers: and inclusion very seriously, and we are GENDER PARITY IN MANAGEMENT • There are more Part II Sector continually working to be more In March 2009, President Zoellick Directors (54%) than Country representative of the people we serve. announced a new diversity target: Directors (32%). Per a Board request from some two gender parity in management by the • 47% of Sector and 52% of Country decades ago, we report on the diversity end of 2012. What have we done to Managers are from Part II countries. composition of GF+ net staff (and for achieve our new targets? • 80% of SSA/CR Country Managers the indicator for Sub-Saharan and are in SSA/CR countries (12/15). Caribbean (SSA/CR) nationals, staff on The gender composition of the manager HO Appointments only). At the latest PC cadre has not changed significantly PIPELINE Board meeting on diversity in December from FY05 . Although 43% of WBG staff in GF-GG are 2009, we agreed to expand the staff on female, 59% of our GF+ hires are male. which we report to include all GF+ staff If we look at all GH+ WBG staff, the 65% of our GA-GE hires are female. This regardless of contract type or funding figures increase: 32% are women. pattern is shown in the graphic below, source. The net staff targets are IBRD has 34% women in senior which denotes the gender composition currently being reviewed and may be positions and IFC has 27%. of each institution compared to the realigned accordingly. In the meantime, GF+ gender composition. we now track diversity of all GF+ staff SECTOR AND COUNUY and continue to report on GF+ net staff. DIRECTORS/MANAGERS AGING POPULATION • Women comprise about a third Diversity is not only nationality and • The WBG continues to strive to of both Sector and Country Director gender. Many organizations are looking meet its diversity targets, positions. at their staff composition in terms of some of which have been achieved • Sector Managers are 35% female while generations. While the populations of by its member institutions. Country Managers are 29% female. many Part 1 countries are aging, many
World Bank Group Diversity Indicators and GF+ Net* Staff Targets as of Q2 FY10
60 GEF
50 45% • 5% MIGA
40 • • IFC 30 IBRD
20 WBG
10 Targets
0 Female Part II Females in SSA/CR Managers Managers GF-GG (HQ Appointments Only)
• Net is defined here as staff on the Administrative Budget 34 Part II countries are growing and re maining young. IBRD staff are on aver Slow Changes: Women are 31 % of WBG Managers age 44.6 years old. Managers are about up from 27% in FY05. 51.6 years old, meaning they retire in a 700 • Female decade. Only 3% of IBRD staff are in 600 • Male Generation Y, 24 years or younger. Are 500 all generations represented? Do we un 400 (32%) derstand our younger clients? 300 200 51 (32%) WHY TRACK DIVERSITY DATA? 100 / 21 There is an old truism, "What gets measured, gets done." Each quarter, the IBRD!GEF IFC MIGA WBG Total Board-reported diversity statistics are posted on the HR Insight website. On our website you can also find the Diversity Gender of IBRD Sector and Country Directors and Inclusion (D&I) Compacts each VPU and Managers and Management Team signed, which are due at the end of this fiscal year. We en 250 Female courage you to review both sites and 200 • Male know the D&I goals your management 150 team said you would accomplish. 100
We are also looking forward to hearing 50 from you through the WBG Staff Survey, the results of which are due in the Sector Country Sector Country Total coming weeks. We'll share our findings Directors Directors Managers Managers on the diversity website.
Nationality Composition of IBRD Sector and IBRD Staff by Generation Country Directors and Managers 3%
• Pari"
• Part I
Sector Country Sector Country Total Directors Directors Managers Managers
Gen Y • I Same Pattern? New Hires FY09- Q2FY10 Gen X •(born 1965-81) 100% Baby Boomers 90% • Female (born in or before 1964) 80% • • Male 70% ~ 60% 50% 40% 30% 20% 10% o IBRD! IBRD! IFC IFC MIGA MIGA WBG WBG GEF GEF GF+ GF+ Total GF+ GF+
35 Look for more coverage of the month's events and insightful 'Speakers in the news/eNer and next Issue of the