Gender pay gap numbers at a glance
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Our continued actions
Robin Kranich
Executive Vice President,
Human Resources
Gartner
Gartner U.K. Gender Pay Gap Report 2019
Fostering an inclusive culture
We are committed to improving the resources and support available to our associates that foster an inclusive culture at Gartner. During 2019, we launched our first-ever “Embracing Diversity: Being Inclusive” training program focused on why diversity and inclusion are important, the role of unconscious bias and what steps every associate can take to mitigate bias and advance inclusion.
Our employee resource groups (ERGs) are instrumental in driving grassroots-level diversity and inclusion efforts including leadership development, partnering
with recruiting and driving employee engagement. The Women at Gartner ERG continues to flourish with new chapters and members worldwide. Its four key priorities include: recruitment, professional development, engagement and visibility.
In the U.K., we hosted several successful events to drive more engagement among all genders, including events focusing on the role of male allies, professional development and giving back to the community.
Growing with Gartner
Gartner’s growth provides a wealth of opportunities for our associates. During 2019, in the U.K., this growth resulted in 44% of promotions being women and 45% of new hires being women. Providing the right opportunities for our associates continues to be part of our people philosophy.
We are following our own advice and continue to work on a range of key initiatives to increase the number of women in leadership roles and, as this improves over time, close the gender pay gap.
Our commitment to embrace gender diversity to get better, faster and stronger, every year
Gartner is committed to diversity, inclusion and engagement across all aspects
of our business.
Our success is fueled by our people. We foster an environment of exceptional professional development to ensure each of us can reach our full potential. This includes embracing gender diversity and actively removing all barriers to support inclusion, engagement and growth at Gartner.
We are a multicultural, global business serving clients in more than 100 countries around the world. Our teams are composed of individuals of different genders, geographies, religions, cultures, ethnicities, races, sexual orientations, abilities and generations. We are united in our mission and we work together to solve problems. In doing so, we operate at the highest ethical standards, with respect for all of our associates, clients and communities. Our people are at the heart of our success. As we grow, we will continue to embrace inclusion and engagement as an opportunity to get better, stronger, faster — year after year.
At Gartner, men and women in equivalent roles delivering similar performance are paid equally. This is at the core of our pay-for-performance strategy. However, we do have a gender pay gap driven by a disproportionate number of men in senior, higher-paying roles.
Consistent with our values and commitment to diversity, we will close the gender pay gap over time. Increasing the number of women in leadership roles throughout our company is critical in this effort.
Addressing this disparity is beneficial to women and society as a whole. It also makes compelling business sense.
Gartner research shows that, in most organizations, there is a significant drop in the number of women transitioning to middle-management positions. This leads to a disproportionately lower percentage of women progressing to senior leadership positions. Gartner research recommends addressing four key challenges when taking action on the gender pay gap:
Lack of insight into the extent of the gender pay gap
Unconscious bias by pay and promotion decision makers
Salary offers don’t consider the potential presence of past bias
Pay gap is only a symptom of larger workplace challenges for women
Our approach to pay
Building the right foundation
The U.K. is leading the way in requiring all organizations with more than 250 employees to publicly share their gender pay gap data. Now that we are one Gartner (post-CEB acquisition), we are positioned to go beyond this requirement by proactively examining gender pay gap data in all of our key markets worldwide.
During 2019, we performed a global review of our key talent decisions (performance reviews, bonus payments, annual merit increases and promotions) that impact gender pay gap and noted the following consistently across all business units:
All these key talent decisions were very similar for men and women in 2019.
Additionally, performance ratings and annual merit salary increases were slightly
higher for women and the rate of promotion was 1% higher for women.
We will continue to monitor this at key talent milestones to help mitigate the impact of bias while helping to reduce our companywide gender pay gap.
Attracting top talent
Attracting top talent continues to be fundamental to our long-term growth. While women comprise 42% of our associates in the U.K., only 21% of our upper quartile positions are held by women. Wherever possible, we include at least two female candidates in the recruitment process for senior positions. And because of our sustained long-term growth, we will have plenty of new roles and promotion opportunities that will help us close our gender pay gap over time.
Starting in 2017, U.K. organizations with more than 250 employees are required
to report on their gender pay gap. Gartner is one of thousands of U.K. employers reporting data this year. In 2017, Gartner acquired CEB and we therefore reported CEB-specific data in the 2017 and 2018 reports. As of 2019, in this report, Gartner
is reporting as one consolidated entity.
Overview
DRAFT
Effective 2019, Gartner will report as one consolidated entity
(post-CEB acquisition and integration work in 2017-2018).
As of 2019 snapshot, Gartner’s gender pay gap narrowed 1.3% in mean pay gap and gender bonus pay gap narrowed 3.1% in mean bonus pay gap, both of which are improvements since the prior year. Additionally, representation of females in the upper pay quartiles increased 1%. Also, 97% of women received bonuses (which is a 2% improvement from prior year).
Overview
These figures show the difference between the hourly pay of all male and female employees, in all roles, expressed relative to male employees’ pay.
Gender pay gap
This shows the split of men and women in each quarter of our workforce when ordered by pay.
Distribution across pay quartiles
Numbers at a glance
Our continued actions
Our approach to pay
Overview
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