APA FORMAT ESSAY Case Study – Eliminating The Gender Pay Gap: Gap Inc. Leads The Way

A research team led by Kellie McElhaney and Genevieve Smith, including Nitisha Baronia and Krupa Adusumilli, developed this case, assisted by Case Writer Susan Thomas Springer. We would like to give special thanks to the following individuals who provided critical insights at Gap Inc.: Art Peck, Michelle Banks, Debbie Edwards, Nancy Green, Julie Gruber, Dan Henkle, Danielle Katz, Erin Nolan, Andi Owen, Peter Pawlick, Sheila Peters, Lauri Shanahan, Bobbi Silten, Sabrina Simmons, Amy Solliday and Keith White. Copyright © 2017 by The Regents of the University of California. All rights reserved. No part of this publication may be reproduced, stored, or transmitted in any form or by any means without the express written permission of the Berkeley-Haas Case Series.

 

July 1, 2017

KELLIE MCELHANEY GENEVIEVE SMITH

Eliminating the Gender Pay Gap: Gap Inc. Leads the Way

 

“If change continues at the slower rate seen since 2001, women will not reach pay equity with men until 2152.”

The Simple Truth About the Gender Pay Gap, Spring 2017 Edition,

American Association of University Women (AAUW)

“Frankly, I would have always assumed that women were getting paid the same amount as men. I mean, they were doing

the same jobs. But, back when we started Gap… I don’t think it occurred to many people that women could be leaders.

I’m glad to know that things have changed.”

Doris Fisher, Co-Founder of Gap Inc. On Monday mornings, one Gap Inc. executive used to open his staff meetings chatting about a topic common across America’s corporate offices—the weekend’s football games. But thanks to Gap Inc.’s inclusive culture, one female employee felt comfortable sharing that the many non-football fans around the table felt left out of that conversation. So, he started warming up his meetings with less gender- specific topics. The corporate culture at Gap Inc. broke gender norms from the beginning. In 1969, Don and Doris Fisher opened the first Gap store in San Francisco as equal partners selling Levi’s and vinyl records simply

B5892

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because they had a hard time buying a pair of jeans. The husband and wife founders grew the company together at a time when there were few women business leaders—yet they made pay equity and female leadership part of the company’s heritage. Today that store has grown into a global brand with e- commerce sites, 3,200 company-operated stores, and about 450 franchise stores in more than 90 countries worldwide. At the time of writing, The Gap Inc., a publicly traded company since 1976, was composed of five divisions: Gap, Banana Republic, Old Navy, Athleta, and Intermix. In 2014, Gap Inc. made history by becoming the first Fortune 500 company to announce that it pays female and male employees equally for equal work, on average across all its locations (controlling for observable variables). They commissioned a leading gender and diversity consulting firm named Exponential Talent to validate the methodology and numbers. Exponential found no meaningful or statistically significant difference in pay by gender across the global organization. Furthermore, when comparing pay of the median male and median female full-time employee, the female to male ratio was at parity,1 signifying the high representation of women at all levels of leadership and in managerial positions. Gap Inc.’s leadership in equal pay and gender equality has been publically recognized—for example, the company won the 2016 Catalyst Award.2 Since Gap Inc.’s announcement, other companies have followed suit in claiming “equal pay,” and the attention towards mitigating the gender pay gap by companies and governments continues to grow. On June 15, 2016, thousands of men and women gathered at the White House for the first United States of Women Summit, discussing issues such as leadership, educational opportunity, and equal pay for women. Leaders and change-makers from around the world—from celebrities such as Oprah Winfrey to political leaders including President Barack Obama—gathered to advance the state of women and the U.S. economy.3 At the conference, 28 companies signed the Equal Pay Pledge4 to take concrete actions, such as conducting annual pay analyses, to lower the national gender wage gap. Gap Inc. took the pledge as well, noting that despite having an exemplary track record for equal pay, they are committed to continuing their work. Gap Inc.’s company culture has enabled women to rise in the ranks through a variety of policies and practices including diminishing psychological barriers, encouraging mentorship, being family-friendly, and more. This culture of collaboration, inclusion, and close relationships – which can be considered more feminine traits – has built itself over time, creating a structure for women’s advancement and equal pay. U.S. Pay Gap History Today, women make up nearly half of the workforce in the United States; however, women continue to earn less than men. In 2016, the U.S. Census Bureau reported that the female-to-male earnings ratio (based on the median earnings of men and women in 2015) is 0.8.5 Even when women do the same jobs as men, and controlling for observable variables, a gap persists: women earn between 93-95% of their

1 Peter Pawlick. Personal Communication, October 31, 2016. 2 See more here: http://www.catalyst.org/media/catalyst-announces-winner-2016-catalyst-award. 3 (2016). The united state of women. The United State of Women. Retrieved from http://www.theunitedstateofwomen.org/. 4 The pledge, which can be taken online, requires that companies “…commit to conducting an annual company-wide gender pay analysis across occupations; reviewing hiring and promotion processes and procedures to reduce unconscious bias and structural barriers; and embedding equal pay efforts into broader enterprise-wide equity initiatives.” Signing companies must also “…identify and promote other best practices that will close the national wage gap to ensure fundamental fairness for all workers.” Businesses that have taken the pledge have noted their specific commitments here. 5 Bernadette D. Proctor, Jessica L. Semega, Melissa A. Kollar. Income and Poverty in the United States: 2015. United States Census Bureau. Retrieved from https://www.census.gov/library/publications/2016/demo/p60-256.html

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male counterparts’ salaries.6 The wage gap, which is due to a variety of variables including social and cultural norms and unconscious bias, results in significant lost wages that add up over a woman’s lifetime and contribute to gender inequality. At the current pay gap, women will not see equal pay in the U.S. until 2059. For women of color, the rate is slower, with black women having to wait until 2124, and Hispanic women having to wait until 2248 for equal pay.7 Historically, there have been two important factors in decreasing the wage gap: the increase of females in the job market and reduction of occupational segregation. Ever since women entered the job market in larger numbers in the 1950s to work during the interwar and World War II periods, the rise of women in the job market has continued. Indeed, between 1947 and 2008, female employment among working-age women increased by approximately 0.6 percentage points per year. This growth has been due to several reasons, including medical advances (e.g., improved contraception and better maternal care) and technological advances that have made childcare and household work easier and more accessible to working women.8 This increased labor participation influenced wage convergence, and legislation for equal pay further pulled women into labor markets. There has been considerable progress in reducing the extent of occupational segregation. Since 1970, women have reduced their over-representation in administrative support and service jobs and have made significant inroads into management and traditionally male professions.9 However, trends have differed across educational groups. Highly educated women have made substantial progress moving into formerly male managerial and professional occupations, while less-educated women have made smaller gains integrating into traditionally male blue-collar occupations.10 Finally, (and related to reductions in occupational segregation) evolving social norms have naturally eased the gender pay gap as well.11

Measurement Methods There are multiple ways to explore “equal pay” and measure the gender wage gap within an organization.12 Organizational Pay Gap Analysis The broadest option is to compare the average salaries that women and men earn across an organization, at all levels. This high-level analysis tends to result in a larger wage gap, as many companies have a disproportionate number of men in higher paying managerial and leadership positions. As a result, women may seem to be earning a lower average salary than men in the company, not necessarily because each

6 C. Corbett and C. Hill. (2012). ERIC—Graduating to a pay gap: The earnings of women and men one year after college. American Association of University Women. 7 (2014). The gender wage gap: 2014. IWPR. Retrieved from http://www.iwpr.org/publications/pubs/the-gender-wage-gap-2014/. 8 C. Olivetti and B. Petrongolo. (2016). The evolution of gender gaps in industrialized countries. Working paper. National Bureau of Economic Research. 9 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf. 10 F. Blau and L. Kahn (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf. 11 C. Olivetti and B. Petrongolo. (2016). The evolution of gender gaps in industrialized countries. Working paper. National Bureau of Economic Research. 12 WGEA.Pay equity toolkit. Retrieved on October 12, 2016 from https://www.wgea.gov.au/sites/default/files/pay_equity_tookit_managers.pdf.

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woman is being offered a lower salary than her male counterpart, but because of a leadership gap illustrating that women are not moving up to the higher paying roles in the company. Level Pay Gap Analysis Compare average male and female pay at each level in the organizational hierarchy (analyst, manager, etc.) across all functional verticals, looking at pay gaps within each management tier regardless of their functional division. This mediates for some of the leadership representation gap; however, it does not consider how jobs within different functional divisions may be assigned different market values. Further, it may fail to account for the disproportionately high number of women in back-end or support positions. Like-For-Like Pay Gap Analysis Also called equal pay for work of “equal or comparable value,” this is perhaps the most detailed pay gap analysis and it is at this level of analysis that the gender wage gap often seems most narrow. This illustrates the direct difference in the salary that men and women earn in similar occupations, which is much smaller once the leadership gap is accounted for. Defining work that is of “equal or comparable value” can be difficult and requires a deep level of analysis and understanding of comparable work. The gender pay gap includes both explained (measurable) and unexplained (often difficult to measure) components. Measurable factors (other than type and level of work) include, for example, age, tenure in position, number of subordinates, and geography. Even when all measurable factors are considered, an unexplained gender pay gap persists. This reflects discrimination, implicit biases, social norms, and other factors that are difficult to measure—including possible gender differences in risk-taking, mobility, and ambition.

How Gap Inc. Measures Pay At Gap Inc., managers are provided with pay data for their overall team plus salary information that reflects the external market at minimum once each year during a pay review process. Sabrina Simmons, former CFO of Gap Inc., looked at the entire group as a whole to see where people were ranked and paid when a request for higher pay came in. Through this she examined and corrected for any disparities. Gap Inc. analyzes pay data annually and provides information to empower managers. Initially, Gap Inc. found limited research and a lack of existing methodologies to create a model to examine equal pay. After some study, they chose two methods of analysis. First, they performed organizational pay gap analysis, which shows a ratio of pay for full-time male versus female employees, not controlling for any variables or levels in the organization. Second, they performed like-for-like analysis, which shows a ratio of pay for all male and female employees, controlling for work of equal value and other measurable factors. In 2014, Gap Inc. conducted an analysis of both the median pay and average pay for all 34,114 female versus male full-time employees globally, not controlling for any variables or levels in the organization. The median female to male pay ratio was at parity. The average female to male ratio was slightly lower for women. However, this is representative of the fact that Gap has a higher percentage of women at entry-level positions. Moving into more senior positions in headquarters, the percentage of women and men even out.

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Another analysis was conducted to find the pay ratio between male and female employees when controlling for levels and measurable factors for all 129,387 employees (excluding Senior Vice Presidents and above), including part-time workers.13 In the case of part-time workers, hourly rates were annualized at 40 hours per week and monthly rates were annualized. Gap used a geographically sensitive method of comparing employee pay rates in like jobs across the entire organization. Pay ratios for male versus female employees were developed for each like job by controlling for select variables, including region (as the cost of labor varies by location). Those jobs were then grouped within defined job levels based on the employee’s contribution level,14 job responsibilities and skill/experience required. Other variables including time in position and team size were not controlled for in the analysis but provided additional context. The findings were statistically validated by an external management firm, that found that no significant or meaningful gender wage difference at Gap Inc. globally or within any of their major regions. While there have been minor fluctuations by level over the past 3 years, the results are consistent.

Gap Inc. Empowers Managers and Employees Gap Inc. strives to minimize unconscious bias impacting pay through several mechanisms. First, Gap Inc. provides leaders with pay data for their teams at least once per year, and includes market-relevant pay ranges for each role, taking into account geography. They also provide managers with criteria and filters in making pay decisions. Not only do these practices reduce unconscious bias in pay, but according to Mercer (2016), organizations with a robust pay equity process and a dedicated team also have greater female representation. Mercer highlights that only 35% of organizations report a pay equity analysis process built on a robust statistical approach.15 The team that oversees pay at Gap Inc. shares with managers and HR partners where their employees are positioned relative to pay ranges that reflect the external market. Managers are provided with a distribution of employee pay in the pay range and are then free to make decisions in terms of paying talent appropriately. The data does not necessitate action from managers, but rather provides them with data to make informed decisions. A promotion/equity budget is a part of the overall annual pay increase budget and can be used to address equity issues. In discussing the pay data provided to managers, Senior Vice President of Loss Prevention at Gap Inc., Keith White says: “When operating eyes wide open and not just treating people as if they are in a vacuum, gender inequality in pay becomes a non-issue.” Gap Inc. has eliminated performance ratings in HQ and Distribution/Call Centers, and is in the process of expanding this change to stores in several brands. Eliminating performance ratings, which can have gender biases baked into them, does not mean that Gap Inc. has walked away from a focus on performance against goals. They established a Company performance standard and encourage managers to have more frequent and honest touch-base conversations about performance against goals. A team from Stanford recently analyzed the language of hundreds of performance reviews from technology and professional-service firms and found that managers are significantly more likely to critique female

13 Peter Pawlick. Personal Communication, October 17, 2016. 14 To determine contribution level, Gap has a methodology to level jobs looking at characteristics such as leadership, functional knowledge, area of impact, interpersonal skills, etc. These characteristics are then scored and ranked to drive the contribution level. There is inherently some subjectivity in this process. 15 Mercer. (2016). When women thrive, businesses thrive.

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employees for coming on too strong. In addition, women’s accomplishments are more likely to be seen as the result of team—rather than individual—efforts.16 Gap Inc. does not require that applicants provide previous salary information when submitting an employment application. One positive outcome is that for applicants who have been unfairly compensated for their skill and experience in prior positions, their new salary is not anchored to the past. The impact of this hiring policy has been most pronounced among women and minorities.17 Typically at Gap Inc., applicants choose to provide salary information and it is discussed during the hiring process, potentially used as a factor in salary negotiations. Also, Gap Inc. publishes the company’s compensation practices on GapWeb (the Company’s intranet site), which employees can access to understand the company’s pay practices. However, while managers receive pay data for employees on their team, employees can’t see specific pay ranges unless their managers choose to provide them with that information.

The Business Case for Gender Pay Equality Art Peck, CEO of Gap Inc., says other companies are realizing that recruiting and retaining more women capitalizes on talent and produces a win-win, because diverse teams result in stronger financial performance. Morgan Stanley’s 2016 report “Why it Pays to Invest in Gender Diversity” reveals that higher gender diversity translates to increased productivity, greater innovation, better decision making, and higher employee retention and satisfaction. Companies with more diversity tended to have a higher level of forward one-year return on equity (ROE), on average 0.7% better than their regional sector peers and 1.1% above those with low representation of women in the workplace.18 Simply put, Peck says, “What’s good for women is good for business.” Achieving equal pay at the organizational level signals more equal female representation at higher levels of the company. Evidence is becoming clearer that gender diverse teams and women in leadership make business sense by creating teams with a higher level of collective intelligence and skills. Diverse teams are smarter, more effective,19 and more creative.20 Indeed, gender diverse workforces perform better financially: a 2015 McKinsey study found that companies in the top quartile for gender diversity are 15% more likely to have financial returns above their respective national industry means.21 Research continues to accrue regarding the business benefits for women in leadership positions. Companies with more women in executive management have been shown to financially outperform companies that have no women in senior roles. According to a U.S. study, Fortune 500 companies with the highest representation of women on their top management teams experienced better financial performance on measures of ROE (35.1% higher) and Total Return to Shareholders (34% higher) than

16 R. Silverman. (2015). “Gender bias at work turns up in feedback.” Wall Street Journal. Retrieved from http://www.wsj.com/articles/gender-bias-at-work-turns-up-in-feedback-1443600759. 17 (2016). Leave no one behind: A call to action for gender equality and women’s economic empowerment. United Nations Secretary General’s High-Level Panel on Women’s Economic Empowerment. Retrieved from http://www.womenseconomicempowerment.org/reports/. 18 Morgan Stanley (2016). Why it Pays to Invest in Gender Diversity. https://www.morganstanley.com/ideas/gender-diversity- investment-framework 19 A. Williams. (2010). Evidence for a Collective Intelligence Factor in the Performance of Human Groups. Science, 330: 686 20 J. Marinova, J. Plantegna, and C. Remery. (2016). Gender diversity and firm performance: evidence from Dutch and Danish boardrooms,” The International Journal of Human Resource Management, 27/15: 1777-1790. 21 (2015). Diversity matters. Mckinsey & Company.

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companies with the lowest women’s representation.22 Recent data from the International Monetary Fund (IMF) (2016) reveals that the more women in senior managerial positions and in corporate boards, the more profitable firms are.23 Further, firms with a larger share of women in senior roles have a significantly higher return on assets (ROA), even within narrowly defined industries.24 At the very top, the correlation between women at the C-suite level and firm profitability is demonstrated repeatedly, and magnitude of the estimated effects is not small: A profitable firm at which 30% of C-suite leaders are women could expect to add more than 1 percentage point to its net margin (which represents a 15% boost to profitability) compared to otherwise similar firms with no female leaders.25 Other companies, whose leaders recognize that doing the right thing is also good for business, are acting to reduce gender inequality. Marc Benioff, Co-Founder and CEO of Silicon Valley tech giant Salesforce, launched Women Surge in 2013 with the goal of achieving 100% equity for men and women in pay promotion and requiring meetings to include 30% women.26 HeForShe, a global movement that engages men for gender equality, has ten CEO Corporate Champions spanning ten industries, who employ more than one million people and have committed to accelerate progress towards parity in their workforce.27 Equal Pay Barriers Various factors inhibit women from entering the workforce—particularly full-time jobs—and impact their ability to advance. Cultural and Societal Barriers Many women who participate in the job market tend to self-select for lower paying, part-time, or flexible jobs—or stay out of the job market—largely due to unpaid care responsibilities and domestic work. Part- time work enables flexibility but often at the cost of lower hourly pay, reduced access to social protection, and weakened long-term career prospects.28 In this vein, women face a “motherhood penalty,” a difference in earnings between women with and women without children, that can be quantified. This results from attempts to balance work and family responsibilities that may involve part-time employment or career breaks. For the OECD countries, the gender pay gap increases steeply during childbearing and childrearing years.29 A business poll of the

22 Catalyst.org. (2004). The bottom line: Connecting corporate performance and gender diversity. 23 IMF. (2016). Unlocking female employment potential in Europe: Drivers and benefits. 24 L. Christiansen, L. Huidan, J. Pereira, P. Topalova, and R. Turk. (2016). Gender diversity in senior positions and firm performance: Evidence from Europe. IMF. 25 M. Noland, T. Moran, and B. Kotschwar. (2016). Is gender diversity profitable? Evidence from a global survey. Working paper, Peterson Institute for International Economics. 26 J. Bort. (2015). This is the woman that convinced Marc Benioff to guarantee equal pay for women at Salesforce. Business Insider. Retrieved from http://www.businessinsider.com/leyla-seka-inspired-benioff-on-equal-pay-2015-4. 27 Corporate Champions include: AccorHotels, Barclays, Koch Holding, McKinsey & Company, PwC, Schneigder Elextric, Tupperware Brands, Twitter, Unilever, and Vodafone. (2016). Corporate parity report. HeForShe. 28 ILO. (2016). Women at work: Trends 2016. J. Kahn, J. García-Manglano, and S. Bianchi. (2014). “The motherhood penalty at midlife: Long-term effects of children on women’s careers.” Journal of Marriage and Family, 76/1: 56-72. 29 OECD. (2012). Lack of support for motherhood hurting women’s career prospects, despite gains in education and employment. Retrieved from http://www.oecd.org/newsroom/lackofsupportformotherhoodhurtingwomenscareerprospectsdespitegainsineducationandemploym entsaysoecd.htm.

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Department for International Development (DFID) in the United Kingdom revealed that the three most commonly cited barriers preventing women from advancing in the workplace were all related to the difficulties of balancing domestic and professional responsibilities.30 There is also some evidence of a premium for men, highlighting a positive relationship between a man’s wage and his number of children.31 Occupational Segregation Academic sorting and choices in education lead to “occupational segregation” when girls become older.32 Although women represent most of those in tertiary education globally, female university graduates remain less likely to receive degrees in scientific, technical, engineering, and mathematical (STEM) disciplines associated with careers in higher paying fields. Women are more likely to work in sectors that have lower average pay. Importantly, occupational choice is affected by social norms (tracing back to academic sorting), stereotypes, lack of role models, and lack of information about opportunities and pay differentials.33 Within all industries, a gender pay gap exists, although with significant variation. Interestingly, female- dominated industries—such as healthcare, social assistance, and insurance services—have particularly high gender pay gaps, likely because a fundamental issue remains that women are clustered in comparatively lower positions even in these industries.34 A study of U.S. census data from 1950 to 2000 found that when women moved into industries in large numbers, companies in those industries began paying less even after controlling for education, work experience, skills, race, and geography. This research demonstrates that when women take over a male- dominated field, pay for an industry drops by up to 57% (as is the case in the field of recreation). On the flipside, female-dominated industries that become dominated by men (e.g., computer programming) see an increase in pay.35 Research highlights that employers placed a lower value on work done by women.36 Employment in Lower-Level Positions Regardless of the sector, women tend to be employed in lower-level positions. There is a persistent gender gap at higher ranks of management and leadership. Data of Fortune 500 companies from 2011 reveal that while women are nearly half of managers, they are only 14.3% of executive officers, 3.8% of CEOs, and hold 16.6% of board seats.37 Occupation is the largest single factor accounting for the gender pay gap, with the second being industry—together they contribute to over 50% of the gender wage gap (see figure 3). Research reveals that the largest gender pay gap is in higher-paying white collar jobs.38 30 DFID. (2016). Women’s economic empowerment: DFID business survey. 31 ILO. (2016). Women at work. 32 S. Doughty. (2015). Why do we have a pay gap? The diversity perspective. Retrieved from http://www.victoria.ac.nz/som/clew/files/3-Doughty-Equal-Pay-Presentation-0515-.pdf. 33 McKinsey & Company. (2013). Women matter 2013: Gender diversity in top management: Moving corporate culture, moving boundaries. 34 Commonwealth Government of Australia. (2013). What is the gender pay gap? Workplace Gender Equality Agency. Retrieved from https://www.wgea.gov.au/addressing-pay-equity/what-gender-pay-gap. 35 R. Oldenziel. (2001). Making technology masculine: Men, women and modern machines in America, 1870-1945. Amsterdam University Press. 36 P. Allison, P. England, and A. Levanon. (2009). “Occupational feminization and pay: Assessing causal dynamics using 1950- 2000 U.S. Census Data,” Social Forces, 88/2: 865-891. 37 (2011). Fortune 500 women executive officers and top earners. Catalyst Census. 38 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf.

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Lower representation of women at higher levels could be due to limited female talent in the pipeline or barriers that prevent women’s advancement, such as the glass ceiling. These barriers include discrimination, work-family conflicts, and reduced interest in high-level positions. Oftentimes higher- paying white-collar jobs demand longer and less flexible hours resulting in work-family conflicts.39 In addition, several studies find that women are less likely to be promoted, all else equal, while other studies highlight that women instead exit at higher rates by choice.40 Lower proportions of women in managerial and leadership roles further perpetuate pay and promotion gaps, because managers often promote based on those who meet their own characteristics. This trend, known as “ingroup favoritism,” prevents women from climbing up the career ladder in companies where there are not many women in leadership.41 Personal and Psychological Traits Research finds that men place a higher value on money, have higher self-esteem, believe that they control their own fate, and are less risk averse, more competitive, more self-confident, and more disagreeable than women. These traits can contribute towards the pay gap. For example, women are slightly less likely to opt for jobs that include performance pay, as they are less attracted to competitive environments than men, which may decrease their ability to overcome the wage structures that they are already within.42 In addition, women are less likely than men to negotiate for themselves.43 When they do choose to negotiate, one study found that women ask for an average of $7,000 less than the men.44 Also, their managers are less likely to want to work with them due to violating gender norms about appropriate female negotiating behavior.45 Discrimination and Unconscious Bias Unconscious biases are the automatic, mental short-cuts used to process information and make decisions quickly. These biases are based on experience and cultural stereotypes. Unexplained factors contributing to the gender pay gap (or unconscious bias) accounts for 38% of the gender pay gap overall.46 (Exhibit 1)

39 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf. 40 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf. 41 “Why the ‘position gap’ is more important than the wage gap for women in tech.” Washington Post. Retrieved on October 12, 2016 from https://www.washingtonpost.com/news/the-switch/wp/2015/04/14/why-the-position-gap-is-more-important-than-the- wage-gap-for-women-in-tech/. 42 A.Manning, and F. Saidi. (2010). “Understanding the gender pay gap: What’s competition got to do with it?” Industrial and Labor Relations Review, 63/4: 681-698. 43 L. Babcock. (2003). “Nice girls don’t ask.” Harvard Business Review. Retrieved from https://hbr.org/2003/10/nice-girls-dont- ask. 44 NPR.org. Why women don’t ask for more money. Retrieved on October 12, 2016 from http://www.npr.org/sections/money/2014/04/08/300290240/why-women-dont-ask-for-more-money. 45 (2016). Leave no one behind: A call to action for gender equality and women’s economic empowerment. United Nations Secretary General’s High-Level Panel on Women’s Economic Empowerment. Retrieved from http://www.womenseconomicempowerment.org/reports/. 46 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf.

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Factors Supporting Equal Pay Diving deeper into Gap Inc.’s culture, practices and policies illustrate how other companies can achieve equal pay and a higher representation of female leadership.

Part of the DNA Gap Inc. was formed on the principles of equality from day one when founders Don and Doris Fisher created the company by each investing an equal amount of money to open their first store.47 Both were heavily involved in the development of the Gap brand and laid the groundwork for a culture of inclusivity and equality. Dan Henkle, former President of Gap Foundation and Senior Vice President of Global Sustainability says, “Gap Inc. has had senior women around the table from the beginning, including Doris. Both made decisions and set the tone that all employees have a voice, and that no matter where one sits in the organization he or she can influence where the company is going.” Amy Solliday, Vice President of Old Navy Store Operations says, “The moral compass as a company has absolutely come from the Fishers. Don and Doris had an equal partnership.” Solliday sees these core principles in action when employees are given raises and promotions based on their own merits, leadership abilities and skills. Solliday says that gender equality and diversity are important topics to female Gap Inc. employees, specifically career growth and how to talk to managers about compensation. In describing the Gap Inc. culture today, leadership highlights a culture with traditionally feminine leadership characteristics. The most common words describing the culture are: collaborative, team/relationship-driven, and nice/friendly. The company was also consistently described as values- driven. Gap Inc.’s values extend to its Diversity and Inclusion (D&I) Council that guides the company’s strategy and serves as an advisory group, comprised of executives throughout the company that work closely with human resources, corporate, and store leaders. Keith White, who leads the D&I Council, says they are “not your father’s diversity council” and aren’t afraid to lean in on big issues, from racially motivated shootings to discriminatory bills against transgender people. The Council connects its activities with business outcomes and supports employee activities such as business resources groups (BRGs), which provide opportunities for learning, mentoring, and networking. The largest BRG is focused specifically on women: Women in Leadership (GapWIL). It has more than 800 male and female members, including members from headquarters, field, and global offices. GapWIL was first envisioned to help women wanting to progress to senior leadership but soon included other topics of importance to employees including flexibility, pay, and mobility. For example, GapWIL allows women to network while learning about personality types and tendencies in the workplace. This heritage story has stuck with the company and influenced principles and accompanying practices over time and geography. Sheila Peters, Senior Vice President of Human Resources at Old Navy, shared an illustrative example: “When working with Bill Fisher (son of Don and Doris) to expand the company to Japan, where there are immense gender inequalities in the world of work, Gap had the opportunity to hire female talent at a lower price than male counterparts. In response to being encouraged to do so, Bill Fisher responded, ‘Why would we do that?’”

47 Gender equality principles: Gap Inc. equal pay for equal work. Gender Equality Principles. Retrieved on October 13, 2016 from http://genderprinciples.org/index.php?p=107.

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Role Models Along with history is the importance of role models. As of October 2016, 53% of Gap Inc.’s leadership team (8 of 15) were women, and 80% of brand presidents (4 of 5) were women48—compared to 13% of the average number of women executives in the retail sector.49 In recruiting and retaining women, representation of women in leadership proves critical. A 2016 study by Rockefeller Foundation finds that 66% of Americans believe it is especially important for women starting their careers to have women in leadership positions as role models. The desire is especially immense among millennial women (82%). The same study found that the presence of women in leadership positions is an important consideration in choosing where to work—with 76% of women saying it is somewhat important to them.50 Sheila Peters says there have “always been strong women in leadership who attracted other women.” Simply, more women in leadership roles provide more motivation for women to succeed. A Catalyst survey found that 64% of women see the absence of role models as a barrier to their career development.51 Overall, having women at all levels may contribute towards a culture in which men are accepting of women as leaders and women are confident that they can rise in the ranks. This may create a cyclical effect of gender equality and inclusion. CEO Peck along with many male and female Gap Inc. executives say gender inequality at their company is simply “a non-issue.” Peck says women in leadership is a priority and that he values the collaboration and leadership styles in many women that “bring groups together.” Peck has promoted and hired more women than men to the leadership team, and in October 2016, 80% of brand presidents were women. Peck says, “It’s about core values and the best talent.”

Female Representation In addition to the role model impact of having women in leadership, research shows that when women are more highly represented at higher ranks, women at the lower ranks fare better in terms of representation and wages.52 Women make up 75% of employees at Gap globally, ensuring a strong female pipeline. (Exhibit 2) Indeed, over 80% of current female and 74% of current male executives were promoted internally or rehired. This representation does not extend to the board of directors, where women comprise 27% (or 3 of 11) members (2016); however, this is still above the average of 16.6% women on Fortune 500 boards. While gender equality and representation through the ranks has not been a specific effort or targeted initiative, bringing women on the board has been.

Mentorship and Sponsorship A 2016 study by Rockefeller Foundation found that among women who had mentors in the workplace, 63% say their mentor was another woman; this number rises to 72% for millennial women.53 At Gap Inc.,

48 (2016). Internal data, Danielle Katz, Gap. Email. 49 Women in leadership. U.S. Chamber of Commerce. Retrieved on October 16, 2016 from https://www.uschamberfoundation.org/sites/default/files/legacy/cwb/Women_in_Leadership_Research_Center_for_Women_in_ Business.pdf. 50 Rockefeller Foundation & Global Strategy Group. (2016). Women in leadership: Why it matters. Retrieved on October 13, 2016 from https://assets.rockefellerfoundation.org/app/uploads/20160512082818/Women-in-Leadership-Why-It-Matters.pdf. 51 McKinsey & Company. (2007). Women matter: Gender diversity, a corporate performance driver. 52 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf. 53 (2016). Women in leadership: Why it matters. Rockefeller Foundation & Global Strategy Group. Retrieved on October 13, 2016 from https://assets.rockefellerfoundation.org/app/uploads/20160512082818/Women-in-Leadership-Why-It-Matters.pdf.

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GAP INC. 12

mentorship and sponsorship of young women has been a trend over time. Solliday recalled a mentor of hers from the past who, “Saw something in me that she believed in… And she gave me a sense of confidence that I might not have had.” In addition to mentorship, the importance of sponsorship is seen in the promotion of women and the development of a strong pipeline of female talent. Sponsors are frequently managers who believe in the personal value and potential of their protégés.54 They can decide on the promotion of their protégés and allow them to act independently and to take risks. In addition to mentoring and sponsoring other women, female leaders have the ability to affect policy and cultural change within the company. Nancy Green, President of Athleta, recalls having fewer female role models earlier in her career that were working mothers, which has changed over time. The company realized that “they needed to adapt and be a company that could support women having children.” Green was one of the trailblazers who helped adapt the company to be more accommodating for women with children. After having her first child and deciding to resign, a mentor told her, “You have so much potential… If we can’t figure it out then shame on us. Come back and give it a try.” Green stayed and has since climbed through the ranks, now serving as President & CEO of Athleta. Overall, women in leadership at Gap Inc. have historically asked about, observed, and understood what other women need— and acted on this information. Women at Gap Inc. talk about trying to leave only to have their managers ask what would it take for them to stay? Green considers it important to “pay it forward” so she mentors and sponsors other women. Also, she ensures that when women on her team have kids, she creates a supportive environment including the same conditions that were created for her, such as flexible working schedules. Green is not alone. Andi Owen, former Global President of Banana Republic, describes it as a “huge responsibility to pave the way for those behind you” through giving advice and mentoring people informally and formally. Owen notes that at any one time, she has four to 10 mentees that she supports. Former Executive Vice President of Global Talent and Sustainability, Bobbi Silten, encourages women to “fight for their worth” and respects women asking for higher salaries. This open encouragement is important: studies reveal that when it is explicitly stated that wages are negotiable, the gender difference in negotiation disappears and even reverses; suggesting that, for women, the gender difference in negotiation can be overcome if it’s signaled to be appropriate.55

Flexible and Family-Friendly Practices Flexible work has become the norm in many departments of Gap Inc. “If you have to drop off your kids in the morning, it’s fine,” says Solliday. “It’s no one’s business what you are doing, as long as you are getting your work done. Whether you are male or female, you have a life and obligations that don’t fit on the weekends.” Silten uses a “three-tier escalation policy” so staff can enjoy a child’s soccer game without feeling they need to constantly check their devices. Employees get an email if something is not urgent, a text if it’s somewhat urgent, and a call if it needs immediate attention. Silten says that working styles regarding 54 S. Hewlett. (2013). Forget a mentor, find a sponsor: The new way to fast-track your career. Boston, MA: Harvard Business School Publishing Corporation. 55 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf.

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GAP INC. 13

flexible time depend on the manager. She tells employees: “I’m not interested if you’re at your desk at 9. Get your work done, that’s what matters.” Flexible schedules aren’t just important for women but for all employees. Keith White, father of three, says having a “flexible work schedule was invaluable. I remember taking half the calls from the truck in the parking lot while my son was playing baseball. Gap Inc. really promotes the flexible schedule and is able to leverage technology to allow people to manage their lives with more balance and freedom.” The fact that employees in leadership positions are also taking advantage of flexible work signals affirms that it is an appropriate behavior for all employees. Leadership has continued to shape culture over time and has influenced HR policies to provide support systems for women, specifically mothers. One specific example of leadership influencing policies and culture is demonstrated by Lauri Shanahan, a past Chief Administrator Officer and Chief Legal Officer at Gap. She took advantage of a family-friendly approach to maternity leave which she created. Gap Inc.’s phase in/phase out program allows employees to temporarily reduce their work hours before, during or after maternity or family leaves of absence. Both Gap Inc. employees and existing research show that flexible working opportunities are important to female representation at higher levels of a company. A 2016 survey of 1,030 individuals in Australian business, government, and not-for-profit organizations by Bain & Company found that: “An organization with flexible arrangements as the norm signals a workplace with progressive policies and actions, and more engaged employees.” Further, women working flexibly were stronger advocates for their organizations than women who were not working flexibly, and are equally, if not more, committed to reaching their full career potential.56 While flexibility can be important for women in particular, research highlights that choosing flexibility can traditionally result in wage penalties because it comes at the cost of choosing part-time work or lower paying sectors and occupations.57 In 2009, Gap Outlet implemented a pilot program offering flexible scheduling called the Results-Only Work Environment (ROWE). The results-driven model allows employees to work when and where they like, given they achieve expected business results. Following the positive results of the pilot, which included higher job and life satisfaction levels, in 2010-2011 the company expanded ROWE and encouraged individual business leaders to adopt their own flexible work arrangements based on their business needs. In the U.S., departments that elected to participate in ROWE appointed a lead who attended training through HR and then introduced ROWE to interested team members. The concept of ROWE is also introduced during new employee orientation for non-retail employees58 who are encouraged to raise the subject directly with their managers. The company has also made efforts to improve scheduling stability and flexibility for store employees by providing advance notice of work schedules and eliminating unpredictable on-call shifts. The range of Gap Inc.’s available family-friendly policies varies by location, based on local policies and requirements. For example, in the UK, Gap Inc. is currently one of only a few retail organizations offering to match enhanced maternity pay to both parents under the local Shared Parenting Leave policy. Gap Japan offers flexible working options and summer hours, including half-day Fridays during the summer, that give employees more autonomy.

56 Bain & Company. (2016). The power of flexibility: A key enabler to boost gender parity and employee engagement. Retrieved from http://www.bain.com/publications/articles/the-power-of-flexibility.aspx. 57 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf. 58 Non-retail employees include all employees that do not work in physical Gap retail stores (e.g., marketing, corporate, legal, finance departments).

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GAP INC. 14

In addition to maternity and paternity leave, companies need to be aware of and work to combat maternity/paternity leave bias, which is often an unconscious byproduct on the part of managers and peers. Employees who take maternity/paternity leave tend to suffer disproportionately lower ratings when it comes time for promotions or performance evaluations primarily because they are compared with their peers who did not take any time off. In a Mercer (2016) survey, only 29% of organizations said they give their managers training to counter unconscious bias and support employees through the maternity/paternity leave and return-to-work processes. Companies should thus include training for managers on unconscious bias related to maternity/paternity leave, and how to support employees in the return to work. Overall, Gap Inc. leadership emphasizes that the culture celebrates new parents. Peters says, “When someone has a baby, there is no bias about it… It’s seen as an opportunity for another person to get an opportunity.” This “glass-half-full perspective” allows other employees to take on greater roles and prove themselves. Finally, Gap Inc. has several mechanisms to support child and elderly care.59 First, U.S. employees, including part-time and seasonal workers, can register for free on Care.com, which is a resource and referral service for child and elder care, as well as other support services such as pet care and personal care. Second, for full-time U.S. employees, Gap Inc. offers 10 subsidized back-up childcare visits per employee per calendar year when an employee’s regular care is unavailable. Third, full-time U.S. employees have preferred and priority access to day care: if employees enroll in one of the many Gap Inc. partner centers, registration fees are credited upon enrollment and certain centers offer a tuition discount.60 Gap Inc. executives who are mothers have emphasized the value of a childcare center near headquarters that is a partner of Gap Inc. Providing paid paternity leave helps distribute childcare more evenly between parents, tackles gender stereotyping, and increases a mother’s productivity.61 Offering paid paternity leave is not a novel concept: over half of OECD countries offer fathers paid paternity leave.62 There are benefits for both the parents and the workplace. For example, in Sweden, each additional month a father remained on parental leave increased a mother’s earnings by almost 7%.63 In addition, while flexibility is critical to keeping a strong pipeline of female staff through the leadership ranks, it’s valuable for companies to provide some boundaries beyond office hours and weekends. Technological advances have blurred work/home boundaries and encourage consistent connection. Given the societal and cultural norms that place higher expectations on women to care for children, elderly, and

59 It is important not only to have support for caring of children, but also the elderly; caring for the elderly may reduce female labor force participation and hours worked. 60 (2016). Gap policies. Personal communication. 61 (2016). Leave no one behind: A call to action for gender equality and women’s economic empowerment. United Nations Secretary General’s High-Level Panel on Women’s Economic Empowerment. Retrieved from http://www.womenseconomicempowerment.org/reports/. 62 OECD. (2016). Backgrounder on father’s leave and its use. Retrieved from https://www.oecd.org/els/ family/Backgrounder- fathers-use-of-leave.pdf. 63 (2016). Leave no one behind: A call to action for gender equality and women’s economic empowerment. United Nations Secretary General’s High-Level Panel on Women’s Economic Empowerment. Retrieved from http://www.womenseconomicempowerment.org/reports/.

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GAP INC. 15

the household, women in leadership ranks will continue to face challenges in balancing work and life responsibilities until these norms change. For Every Generation Gap Inc. has stayed ahead of its time to embrace the next generation of employees and customers. Nobody knows that better than Nancy Green, who began as a merchandising trainee with Gap in 1986, worked her way up through multiple Gap Inc. divisions plus two other retailers, became the President and CEO of Athleta, and had four children along the way. Through the years, Green has thrived in a culture where she views the core values as challenging, dynamic, and supportive. Employees who weren’t in tune with that spirit became dinosaurs who didn’t last. Today’s Gap Inc. leadership, true to the company’s pioneering founders, continues to look ahead at cultural expectations and best business practices to stay progressive tomorrow. Case Discussion Questions 1. Gender equality and women in leadership have been part of Gap’s DNA since it was founded in 1969

by a husband and wife team. Since most companies lack that cultural heritage, how would you lead your company to instill the value of pay equality? What obstacles in corporate culture and hiring and promotion practices would you have to change?

2. Is it feasible to change a company’s culture around diversity and inclusion, or does this have to be

something that is instilled from when a company is founded? 3. One particularly important issue is that women tend to leave the workforce and not return in their

child-bearing years, or feel that they fall behind in this time (note, this stems from women tending to be the primary caretakers and conducting the majority of “unpaid care”). What are some ways companies can support new parents who take parental leave and provide an environment to keep those workers in the workforce? What are the larger cultural shifts that are needed? What roles can and should companies play in tackling these larger cultural shifts?

4. Do you think equal pay should be examined at the organizational level or at the like-for-like

level? What factors in compensation (other than simply pay) could and should be analyzed in pay reviews?

5. Some cities, states, and countries have moved to require companies to gather pay data and report

publicly. Do you think that this should be a role of government? Do you think this approach will work? Do you think the carrot or the stick is a better method?

6. What may be some of the unintended consequences of attempts to mitigate the gender pay gap? How

can we ensure that conversations about the gender pay gap also recognize that certain minorities, particularly Hispanic and African American, make much less?

7. How could Gap continue to improve its pay equity processes?

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Exhibit 1 Explanatory Variables for the Gender Wage Gap64

Variables 2010 Effect of Gender Gap in Explanatory Variables (% of Gender Gap Explained)

Education -5.9% Experience 14.1% Region .3% Race 4.3% Unionization -1.3% Industry 17.6% Occupation 32.9% Total explained 62% Total unexplained 38% Total pay gap 100%

Source: IZA Exhibit 2 Average corporate talent pipeline vs. Gap Inc.’s talent pipeline 65

Source: Women in the Workplace

64 F. Blau and L. Kahn. (2016). The gender wage gap: Extent, trends, and explanations. IZA, No. 9656. Retrieved from http://ftp.iza.org/dp9656.pdf. 65 Women in the Workplace, in which LeanIn.org and McKinsey examined the employee pipeline of 118 corporations.

0

20

40

60

80

Entry-level Manager/ Sr. Manager

Vice Presidents

C-Suite

45 37

17 17

73 61.7

51 53

% w

om en Avg. Pipeline, 2015, %

Gap Inc. Pipeline, 2016, %

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GAP INC. 17

Exhibit 3 What are other companies doing? To make the transition from childbirth to working more accessible to new parents, Salesforce introduced a gradual return program that offers new parents the flexibility to work reduced hours—still at full pay—for the first four consecutive weeks of returning to work. Accenture, through its Maternity Returners Program, provides career guidance to newly returning mothers to help them transition back into their roles.66 Sources: Salesforce, Accenture Various companies have instituted childcare support structures that span over the course of parenthood for many women and men. Child care options can range anywhere between cash bonuses as seen with Facebook where couples who give birth or adopt get $4,000 in “baby cash,” to “on-campus child care and “mother’s rooms,” as seen at Google. Patagonia, a leader in the “on-campus child care” space has found that 100% of moms have returned to work at Patagonia over the past 5 years after they instituted an on-site child care center. Patagonia has demonstrated a business case for on-site childcare through tax benefits, increased employee engagement, and employee retention.67 Sources: Fortune, Fast Company Google guarantees birth moms receive 18 weeks of paid maternity leave, up from 12 weeks in 2007. Google’s increase in paid maternity has led to “new mothers at Google being no more likely to quit than the average employee.” Google also offers primary caregivers, regardless of gender, up to 12 weeks of paid baby-bonding leave. This includes adoptive and surrogate caregivers. Microsoft offers 12 weeks of full paid maternity and paternity leave, with an additional eight weeks of paid leave for mothers. Outside of the tech sector, Bank of America, for example, offers 16 weeks of paid maternity, paternity, and adoption leave.68 Sources: Bohnet, I., Entrepreneur

66 (1) “Equality at Salesforce: The Equal Pay Assessment Update,” Salesforce Blog, accessed October 12, 2016, https://www.salesforce.com/blog/2016/03/equality-at-salesforce-equal-pay.html. (2) Accenture, “Accenture Careers for Women,” accessed October 12, 2016, https://www.accenture.com/us-en/careers/team-culture-diversity-women#block-empowering-women. 67 (1) Fortune, 2013: http://fortune.com/2013/10/14/which-tech-company-offers-the-best-child-care/. (2) Fast Company, 2016: https://www.fastcompany.com/3062792/second-shift/patagonias-ceo-explains-how-to-make-onsite-child-care-pay-for-itself_. 68 Source: (1) Bohnet, I., 2016, “What Works: Gender Equality by Design.” (2) https://www.entrepreneur.com/slideshow/249467

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