Measure 5.1 Gender composition of recruited employees (critical)
| What does this measure show? | This measure uses workforce data to show the gender breakdown of employees recruited during the reporting period. |
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| Why is this important? | Recruitment shapes the future of your workforce. If your hiring practices are fair and inclusive, you’re more likely to attract a broader, more diverse pool of talent. But if certain genders are consistently underrepresented among new recruits, it may point to (conscious or unconscious) bias in how roles are advertised, shortlisted, or filled. Look at this data alongside your overall workforce composition (Measure 1.1). This can show whether recruitment is helping shift the balance, or reinforcing the status quo. Greater gender-balance helps build a stronger, more inclusive workplace over time. |
| Additional questions | Use these prompts to consider this measure alongside other relevant data. Consider measure 5.3 (perceptions of recruitment by gender). Are there gendered patterns in how employees perceive the recruitment process? If so, does this help explain the gender composition of people your organisation is hiring? If you have the data, review the gender composition of applicants for roles at different levels of seniority. Are certain genders more or less likely to apply for roles at specific levels? Compare the gender composition of applicants with the gender composition of successful candidates. Are there significant differences between who applies and who gets hired? These insights can help identify potential biases or barriers in your recruitment process. They can also inform actions in your GEAP. If you have the data, look at how gender intersects with other factors, like cultural identity or disability status. Do you see different trends for groups facing intersecting inequalities? |
| Other measures to consider | Consider this measure alongside:
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Measure 5.2 Gender composition of employees who were promoted (critical)
| What does this measure show? | This measure uses workforce data to show the gender breakdown of employees who were promoted during the reporting period. |
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| How is it calculated? |
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| Why is this important? | Fair and transparent promotion practices ensure everyone has a chance to move into leadership or higher-paid roles. If one gender is consistently promoted more than others, it may point to (unconscious) bias. This can result in missed opportunities to recognise and keep talented people. Tracking the gender breakdown of promotions and comparing it to your overall workforce (Measure 1.1). This helps you spot gaps, challenge assumptions about who gets promoted, and ensure potential is recognised and rewarded fairly. |
| Additional questions | Use these prompts to consider this measure alongside other relevant data. Use the ‘level’ classification in your audit data to analyse promotions at each level of your organisation. You might consider grouping levels together to get a broader picture. You can also use ‘employee type’ to identify senior leaders. What gendered patterns in promotions emerge at each level, particularly in senior roles? Consider employment basis (e.g. full-time vs part-time) when reviewing promotions data. Do part-time employees get promoted at the same rate as full-time employees? If available, look at the average time employees spend at a level before being promoted, broken down by gender: What are the average timelines for career progression? Are there significant differences between genders? If you have the data, look at how gender intersects with other factors, like cultural identity or disability status. Do you see different trends for groups facing intersecting inequalities? |
| Other measures to consider | Consider this measure alongside:
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Measure 5.3 Perceptions of recruitment, by gender (critical)
| What does this measure show? | This measure uses employee experience data to see if people of different genders feel differently about recruitment processes. |
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| How is it calculated? |
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| Why is this important? | If certain groups see recruitment as unfair or biased, it can erode trust. This limits access to opportunities, especially in roles where one gender is already underrepresented. When employees feel hiring is fair and inclusive, they are more likely to feel valued, motivated, and committed. This measure helps you understand how different genders experience your recruitment practices. Alongside workforce data from Measure 5.1 and 5.2, it shows not just who is being hired, but how fair the process feels. If a much higher proportion of a particular gender feels that hiring practices are unfair, you may need to explore this issue further during staff consultation. |
| Additional questions | Use these prompts to consider this measure alongside other relevant data. Look at your employee experience data in relation to workplace culture and inclusion. Are there any trends in how your employees feel about the safety and inclusiveness of your organisation? Could these be impacting perceptions of recruitment? If you have the data, look at how gender intersects with other factors, like cultural identity or disability status. Do you see different trends for groups facing intersecting inequalities? |
| Other measures to consider | Consider this measure alongside:
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Measure 5.4 Perceptions of promotion, by gender (critical)
| What does this measure show? | This measure uses employee experience data to see if people of different genders feel differently about promotion processes. |
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| How is it calculated? |
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| Why is this important? | When promotion processes are seen as unfair or biased, it can reinforce existing gender imbalances. It can limit opportunities for diverse talent to progress. It can also fuel stereotypes about what a leader ‘looks like’ in your organisation, and who gets access to growth opportunities. If a higher proportion of a particular gender feel that promotion practices are unfair, you may need to explore this issue further during staff consultation. Address perceptions of unfairness or lack of transparency in promotion to build trust. This will also improve retention, and ensure employees of all genders see leadership as a path open to them. Over time, this can help break down stereotypes and strengthen your talent pipeline. It can also foster a more inclusive workplace culture. |
| Additional questions | Use these prompts to consider this measure alongside other relevant data. Use the ‘level’ classification in your audit data to look at the gender composition of your organisation at different levels. You might consider grouping levels together to get a broader picture. Is one gender more concentrated in senior levels? Could this be impacting perceptions of promotion in your organisation? If you have the data, look at how gender intersects with other factors, like cultural identity or disability status. Do you see different trends for groups facing intersecting inequalities? See measure 5.3 for further advice that also applies to this measure. |
| Other measures to consider | Certain performance measures can help shed light on each other. Consider this measure alongside:
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