In Great Britain there is progress that can be measured. The share of female directors in FTSE 100 organisations has moved from 12.5% in 2010 to 30.6% in 2018. But pushing the glass ceiling a little higher isn’t shattering the ceiling altogether. The range of females in leadership roles from the LinkedIn is from 17% in India to 35% in USA and therefore on this measure there is scope for huge progress to be made but looking at the top of an organisations hierarchy is not examining the long term progress we need to see. Removing discrimination on a daily basis across companies is the key to unlocking the long term issue, as we remove the bias that so often exists and start seeing the right mix of female talent progress role by role and £ for £ then in time the gender balance will be solved.

Yet the measures that many recruiting companies put on their hiring team, whether internal or RPO, is potentially damaging the balancing of gender in management roles. It takes longer to find the right gender mix of applications when the pool is not equal to begin with. So if time to hire is a key measure you will find a more male dominated shortlist quicker than a balanced shortlist and that will meet SLAs. It is the braver organisations that are bringing in diversity to the SLAs with a willingness to sacrifice speed over diversity.