Gender equity in the corporate environment is a key element in driving innovation, growth and inclusive success. Our gender equity self-assessment for leaders is designed to provide actionable and clear steps to support and advance gender equity in organisations.

Note: While this assessment refers to men and women, we do not adopt a binary understanding of gender. Instead, we recognise the full spectrum of gender identities and affirm the equal recognition of all genders. Our approach is based on an inclusive perspective that seeks to reflect the diversity of gender identities and to support an environment that is respectful and equitable for all individuals.

Measure 1 of 6
Measure #1: Demonstrate strong personal commitment from the CEO

Please answer each question by selecting the most appropriate response based on the scale provided below:

1 Strongly disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly agree

Make gender equity a visible component of the organisation's strategy and business plan

  • 1.

    Gender equity is included as an objective in the strategic plan, with a clear timeline.

    (eg over 1-3-5 years)

    • This field is required

  • 2.

    The management committee has validated a clear action plan for gender equity, including people responsible for its execution, and regularly monitored progress.

    • This field is required

  • 3.

    Each business line, division, or role is required to submit a gender equity strategy accompanied by an action plan.

    • This field is required

  • 4.

    Gender equity is included in our values and our code of conduct.

    • This field is required

  • 5.

    The vision and strategy for gender equity are formally communicated to all employees.

    (eg at seminars or general meetings, in newsletters, internal memos, etc.)

    • This field is required

The CEO must lead by example

  • 6.

    My team and I are leading by example in inclusive leadership: we refuse to participate in all-male roundtables, we use inclusive and equal terminology, we are considerate of meeting schedules, and we take care to give women the floor in meetings, etc.

    • This field is required

  • 7.

    My team and I feel responsible and take appropriate action in the event of any anti-inclusive behaviour within the leadership team.

    (i.e. inappropriate language or behaviour).

    • This field is required

  • 8.

    My team and I personally support women (with high potential), for example, acting as sponsors by explicitly advocating for their nomination and ensuring that they are in the promotion pools for senior positions.

    • This field is required

  • 9.

    I nominated a woman as one of the latest appointments to my management team, and if not, I could justify my choice objectively.

    • This field is required

  • 10.

    My management team and I are personally involved (as sponsors) in an internal initiative or network promoting gender equity.

    • This field is required

Appointment of a senior executive to drive gender equity

  • 11.

    My company has appointed a full-time senior executive to lead gender equity.

    (can be adjusted based on company size)

    • This field is required

  • 12.

    He or she reports to the CEO.

    • This field is required

Allocation of an appropriate budget

  • 13.

    The Gender Equity Manager has a dedicated team to help make this change happen.

    • This field is required

  • 14.

    We have dedicated enough resources to support our ambition in terms of gender equity, in line with the size of my organisation and the scale of the changes to be made.

    • This field is required

Gender equity is regularly on the Board of Directors/Executive Committee’s agenda

  • 15.

    We regularly monitor and measure the results of our gender equity programmes and monitor the evolution of our KPIs in this area.

    • This field is required

  • 16.

    Gender equity is regularly on the agenda of management committees and we devote sufficient time to discussing progress.

    • This field is required

Implementation of training/awareness programmes for management and teams

  • 17.

    My management team and I participate in at least one training session on gender equity or inclusion every year.

    (eg face-to-face training, benchmarking sessions with other companies and two-way mentoring)

    • This field is required

  • 18.

    Our first priority was to make the management committee aware of discrimination and unconscious bias issues.

    • This field is required

Gender equity has a devoted section in all internal publications and external reports

  • 19.

    We communicate on gender equity and uphold our support of performance indicators in our organisation’s internal and external reports.

    (eg newsletters, annual reports, CSR reports)

    • This field is required

Internal and external communication from the CEO

  • 20.

    As CEO, I personally and publicly advocate for gender equity by expressing myself both internally (eg in general meetings, newsletters, and events) and externally (eg in forums, conferences and on social networks)

    • This field is required

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Measure 2 of 6
Measure #2: Achieve a broad-based permanent shift to a more welcoming, inclusive corporate culture

Please answer each question by selecting the most appropriate response based on the scale provided below:

1 Strongly disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly agree

Understand the barriers to gender equity in your company

  • 21.

    My management team and I are aware of the stereotypes and barriers that women tend to impose on themselves, such as reluctance to seek a promotion, the need to justify 100% of the required qualifications, etc.

    • This field is required

  • 22.

    We carried out an analysis of the organisation’s current situation to identify the barriers to gender equity (eg cultural, organisational, and personal barriers).

    (See question #33 – 34 and Appendix 1)

    • This field is required

  • 23.

    We have identified stereotypes that hinder the advancement of women of equal ability within our organisation.

    (eg leadership styles, penalising motherhood)

    • This field is required

Develop a solid case and communicate it to all levels

  • 24.

    We analysed our internal data and compared it with the data and practices of other organisations to develop a well-founded and solid internal case for gender equity, in line with our business and our mission.

    • This field is required

  • 25.

    We outlined the reasons for change based on our business case study: shared a compelling and fact-based argumentation, eg highlighting the better performance of our more gender-diverse divisions or the benefits and imperatives for clients, for business development, and for talent attraction and retention.

    • This field is required

  • 26.

    Based on our findings, our organisation created a mission that clearly states its vision on gender equity.

    • This field is required

  • 27.

    We communicated this mission to the entire organisation to strengthen adherence.

    • This field is required

Make inclusive leadership part of the corporate culture

  • 28.

    We identified the inclusive leadership styles and behaviours that we want to see adopted by the leadership team and all our managers.

    • This field is required

  • 29.

    We communicated on inclusive leadership behaviours, and they are now established as important and valued criteria in our processes for evaluating the performance of our managers.

    • This field is required

  • 30.

    We make women visible role models within my organisation.

    (through key initiatives and our business communication)

    • This field is required

  • 31.

    We developed inclusive leadership training for all managers and integrated this training into management development programmes.

    • This field is required

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Measure 3 of 6
Measure #3: Take into account the difference between men and women

Please answer each question by selecting the most appropriate response based on the scale provided below:

1 Strongly disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly agree

Conduct a gender balance analysis by level and role

  • 32.

    We collected data on the promotion and retention of women at every level and role in my company.

    • This field is required

  • 33.

    We analysed this data to understand the barriers to women’s advancement and the reasons for turnover at each level and role.

    • This field is required

  • 34.

    Based on these conclusions, we conducted exit interviews and a profound analysis of annual reviews to identify the barriers specific to women and the reasons behind their turnover rate or disengagement.

    (See Appendix 1)

    • This field is required

Overcome barriers with targeted and effective approaches

  • 35.

    We reviewed our HR processes (evaluations, flexibility, promotions, maternity and paternity leave, etc.) to remove the barriers specific to women's careers.

    (See Appendix 2)

    • This field is required

  • 36.

    We identified the awareness and training programmes needed to overcome these barriers.

    • This field is required

  • 37.

    We implemented some of these training programmes.

    (eg training on stereotypes and unconscious biases, common barriers and sexism; two-way mentoring; training for HR staff on understanding and managing gender diversity, etc.)

    • This field is required

  • 38.

    We made some of these training courses compulsory, and some are delivered face-to-face and based on 'experiential' learning.

    • This field is required

  • 39.

    I personally participate, and I request that my management team attend these trainings.

    • This field is required

  • 40.

    We asked union representatives to support and participate in these trainings.

    • This field is required

  • 41.

    We assess behavioural changes before/after these training programmes.

    • This field is required

  • 42.

    The organisation has validated an ongoing training programme with an allocated budget to offer this training at all levels.

    • This field is required

  • 43.

    We appointed and trained champions or ambassadors - including male champions - capable of raising awareness among employees at all levels of our organisation.

    • This field is required

  • 44.

    We offer peer-coaching to all women in the shortlist to access N-2 and N-1 positions.

    • This field is required

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Measure 4 of 6
Measure #4: Set precise, targeted, and ambitious individual goals for gender equity

Please answer each question by selecting the most appropriate response based on the scale provided below:

1 Strongly disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly agree

Formulate clear ambitions and objectives around gender equity and close identified gaps

  • 45.

    We compared the situation of our organisation with that of other organisations with regards to gender equity policies, targets and results.

    • This field is required

  • 46.

    We carried out predictive analyses to forecast our talent pool.

    • This field is required

Set clear goals for the representation, promotion, recruitment, training, qualification, working conditions, retention, and engagement of women

  • 47.

    We set objectives at different levels (including at every hierarchical and seniority level, and among high performers and senior management positions) to build and maintain a flawless and dynamic pool of female talent.

    • This field is required

  • 48.

    We defined SMART (specific, measurable, attainable, realistic, timely) gender goals organisation-wide, and at every level.

    • This field is required

  • 49.

    We communicated the goals for all levels and roles internally.

    • This field is required

  • 50.

    We publicly communicated our ambitions in terms of gender equity.

    • This field is required

Make variable compensation pay-outs conditional on achieving objectives

  • 51.

    Our leadership and management teams are accountable for achieving these objectives, which are discussed during annual performance reviews.

    • This field is required

  • 52.

    We integrated our gender equity objectives and expectations regarding inclusive leadership styles at different levels into our executive evaluation and variable compensation processes.

    • This field is required

  • 53.

    We make sure that variable compensation is significantly linked to gender equity.

    (eg at a minimum in our incentive and bonus plan)

    • This field is required

Include inclusive leadership as a performance criterion for leaders and managers

  • 54.

    We defined the criteria for inclusive leadership at all levels of the organisation and these criteria are included in manager evaluation processes.

    • This field is required

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Measure 5 of 6
Measure #5: Share gender equity performance dashboard

Please answer each question by selecting the most appropriate response based on the scale provided below:

1 Strongly disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly agree

Collect data on gender equity to identify gaps

  • 55.

    Our organisation collects gender-specific data on the representation and advancement of women in the talent pool.

    • This field is required

  • 56.

    This data is regularly updated.

    (eg at least once a year)

    • This field is required

Build and monitor a comprehensive database of solid indicators

  • 57.

    We measure the proportion of women to men on a wide range of criteria with a global and narrow focus. For example, we focus on different levels, cohorts, lifecycles, and stages of talent advancement.

    (i.e. recruitment, promotion, turnover, salary, etc.). (See Appendix 3 for a detailed checklist to consult with HR.)

    • This field is required

Effectively share data on gender equity

  • 58.

    Performance indicators on gender equity are available to all employees and staff in my organisation so they can easily access it.

    (eg on the company intranet)

    • This field is required

  • 59.

    When we communicate or report data, we are not just submitting raw data, but providing a situational analysis supported by action-oriented key messages.

    • This field is required

  • 60.

    This data is published externally in our annual report, CSR report or in the media.

    • This field is required

  • 61.

    We are attentive to how our performance indicators are communicated internally, as well as how data is interpreted and messages are transmitted, so that they are not perceived negatively by men in particular.

    • This field is required

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Measure 6 of 6
Measure #6: Establish inclusive behaviours and inclusive language

Please answer each question by selecting the most appropriate response based on the scale provided below:

1 Strongly disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly agree

Pay attention to word choices when talking about equity within the organisation so as to reflect the company’s level of maturity and address specific issues facing the company

  • 62.

    We reflected on appropriate language and adapted to our organisation’s level of maturity to discuss equity and inclusion.

    (eg we emphasized the notion of gender 'balance', rather than 'equality' or 'parity' - which can be too vague or focusing on the legal aspects of the issue - to make our employees aware of this issue).

    • This field is required

Promote neutral language within the organisation void of sexist connotations

  • 63.

    My team and I always and systematically refer to 'men and women' without distinction.

    (eg by consistently and equally using their first or last name, or titles such as Mr./ Ms., Dr., etc., or by using gender-inclusive language in our communications: 'He or she' or introducing names in alphabetical order).

    • This field is required

  • 64.

    In all circumstances, my team and I take care not to reveal any personal information such as marital status or children when we present an employee.

    • This field is required

  • 65.

    My team and I avoid patronizing attitudes when talking about women (eg calling them 'girls') and we make no sexist remarks or comments about their physical characteristics.

    • This field is required

  • 66.

    My team and I are consistent in recognizing personal achievements, without distinguishing between women and men.

    • This field is required

  • 67.

    In languages that distinguish between feminine and masculine (eg Romance languages) - and where it’s culturally appropriate - we automatically use the feminine version of job titles.

    • This field is required

Ensure women have space for expression and visibility

  • 68.

    We are mindful of the equal representation of women/men in forums, public engagements, etc.

    • This field is required

  • 69.

    We make sure to give the floor to women during meetings and promote their endeavours, as we do for men.

    • This field is required

  • 70.

    I correct myself or my team when we unwittingly fall into discriminating biases, such as cutting off women or repeating identical ideas put forward by women and making them our own.

    • This field is required

  • 71.

    My team and I always put an end to any inappropriate behaviour or language brought to our attention.

    • This field is required

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Gender diversity checklist

Complete

Thank you for completing the gender equity self-assessment! We hope this exercise has been meaningful and instructive; and that you have gained valuable insights to enhance your gender equality programmes and increase the impact of your actions.

You’ll find here a synopsis of your assessment, with your overall score as well as your score on each of the six measures that drive gender equity results.

How to read the score?

Overall, you will see two scores:  the first one is the number of actions out of 71 for which you gave a top grade (4 or 5). The second is the percentage of actions which received a top grade (4 and 5).

For example, if you marked 40 actions with grade 4 or 5 out of a total of 71, your score will show 56, which means your company is already implementing 56% of the actions that are recommended to drive gender equity. 

On each measure, the score shows the percentage of actions for which you gave a top grade (4 or 5).

For example, on Measure 1 ‘CEO commitment’, if you selected the highest grades (4 or 5) for 15 actions (out of 20), your score on this measure will show 75. It means that you are applying 75% of the actions that are recommended to drive gender equity in your company.

You can read your assessment and tips on how to further improve or enhance gender equity programmes in your organisation. Our team is available for an individual discussion to share thoughts and address any question you may have.

We would like to thank the Observatory for Gender Balance and its experts for their contributions and inputs along the way. We extend our thanks to our colleague Christin Drücke, Partner at Forvis Mazars in Germany, in charge of equity and inclusion, for her coordination and support in developing this checklist and piloting its utilization within our German office.

Overall score

# of questions for which you gave a 4 or 5 grade

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Overall score

% of actions listed in the checklist which are implemented in your company

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Score on each measure

% of actions implemented in your company, for each measure

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The ‘Self-assessment for leaders wanting to accelerate gender equity’ was co-developed under the direction of Forvis Mazars, together with the Observatory for Gender Balance, and with the exceptional contribution of Rohini Anand, Former SVP Corporate Responsibility and Global Chief Diversity Officer, Sodexo and Senior Diversity, Equity and Inclusion and Inclusion Advisor at Rohini Anand LLC. It is a collective work protected by French and international copyright laws ©, filed with the INPI, and jointly owned by Forvis Mazars and the Observatory for Gender Balance. Consequently, any reproduction or use of the content – in whole or in part – for a fee or free of charge, is prohibited without their prior authorisation and constitutes infringement.