Harvard Case - Embedding DEI in the company strategy as a means of closing the gender gap in shipping: The case of Maersk Tankers
"Embedding DEI in the company strategy as a means of closing the gender gap in shipping: The case of Maersk Tankers" Harvard business case study is written by Poornima Luthra. It deals with the challenges in the field of Human Resource Management. The case study is 10 page(s) long and it was first published on : Dec 21, 2023
At Fern Fort University, we recommend a comprehensive and multifaceted approach to embed DEI into Maersk Tankers' core strategy, aiming to close the gender gap in the shipping industry. This approach will involve a combination of talent management, organizational development, change management, and strategic HR planning initiatives, all underpinned by a commitment to diversity and inclusion as a core organizational value.
2. Background
Maersk Tankers, a leading global player in the shipping industry, faces a significant challenge: a persistent gender gap in its workforce. The case study highlights the company's efforts to address this issue through various initiatives, including a dedicated Diversity & Inclusion (D&I) team and a focus on attracting and retaining female talent. However, these initiatives have not yielded the desired results, and the gender gap remains a major concern.
The main protagonist of this case study is Maersk Tankers, a company seeking to improve its diversity and inclusion by closing the gender gap within its workforce. The case study also highlights the efforts of the D&I team and the leadership team, who are actively working to implement change and create a more inclusive environment.
3. Analysis of the Case Study
The case study reveals several key issues contributing to the gender gap at Maersk Tankers:
- Perceived lack of career opportunities for women: The industry's traditional image and the limited number of women in leadership roles create a perception that career advancement is limited for women.
- Cultural barriers: The predominantly male-dominated culture within the shipping industry can be intimidating for women, leading to a lack of employee engagement and self-motivation.
- Limited access to employee training and leadership development opportunities: This creates a cycle of underrepresentation, as women are less likely to be considered for these programs, further hindering their career progression.
- Lack of flexible work arrangements: The demanding nature of the industry, often requiring long periods at sea, poses challenges for women with family responsibilities, impacting employee retention.
- Lack of ** role models and mentorship programs: This further reinforces the perception of limited opportunities for women, hindering their career planning.
To address these challenges, Maersk Tankers needs to adopt a strategic approach that goes beyond isolated initiatives. A framework incorporating the following aspects can provide a comprehensive solution:
- Strategic HR Planning: Align HR strategies with the company's overall business goals, ensuring that DEI is integrated into all aspects of HR processes.
- Organizational Development: Foster a culture of inclusion through targeted interventions, promoting employee engagement, team building, and conflict resolution.
- Change Management: Implement a structured approach to change, addressing employee resistance and fostering buy-in for DEI initiatives.
- Talent Management: Implement a robust talent management system that attracts, develops, and retains diverse talent, including women.
4. Recommendations
Maersk Tankers should implement the following recommendations to effectively embed DEI into its core strategy and close the gender gap:
1. Develop a Comprehensive DEI Strategy:
- Define clear goals and objectives: Establish measurable targets for increasing female representation at all levels of the organization.
- Develop a strategic roadmap: Outline specific initiatives and timelines for achieving the stated goals.
- Secure leadership commitment: Ensure that senior leadership is fully invested in the DEI strategy and actively promotes its implementation.
2. Transform Organizational Culture:
- Promote a culture of inclusion: Foster an environment where everyone feels valued, respected, and empowered to contribute their best.
- Develop diversity and inclusion training: Provide training to all employees on unconscious bias, gender stereotypes, and inclusive communication.
- Implement mentorship programs: Pair female employees with senior leaders and experienced mentors to provide guidance and support.
- Create employee resource groups: Establish employee-led groups for women to connect, share experiences, and advocate for change.
3. Enhance Recruitment and Retention Strategies:
- Develop targeted recruitment strategies: Actively seek out female talent through partnerships with universities, industry organizations, and women's groups.
- Review and revise job descriptions: Ensure that job descriptions are gender-neutral and reflect the skills and experience required for the role.
- Implement blind recruitment practices: Remove identifying information from resumes to reduce unconscious bias during the screening process.
- Offer flexible work arrangements: Provide options for remote work, flexible hours, and job sharing to accommodate the needs of working mothers and other employees.
- Develop a robust compensation and benefits package: Ensure that compensation and benefits are competitive and equitable, regardless of gender.
4. Invest in Leadership Development and Talent Management:
- Create leadership development programs: Develop targeted programs to prepare women for leadership roles, focusing on skills such as communication, negotiation, and strategic thinking.
- Implement succession planning: Identify and develop high-potential female employees for future leadership positions.
- Provide opportunities for career advancement: Offer clear career paths and opportunities for growth within the organization.
5. Leverage Technology and Analytics:
- Implement HR analytics: Track key performance indicators (KPIs) related to DEI, such as female representation at different levels, employee satisfaction, and retention rates.
- Utilize data-driven insights: Use data to identify areas for improvement and measure the effectiveness of DEI initiatives.
6. Promote Corporate Social Responsibility:
- Engage in community outreach: Partner with organizations that support women in the maritime industry.
- Advocate for policy changes: Support initiatives that promote gender equality in the shipping sector.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of the case study and consider the following factors:
- Core competencies and consistency with mission: Embedding DEI into the company's core strategy aligns with Maersk Tankers' commitment to sustainability and ethical business practices.
- External customers and internal clients: A diverse and inclusive workforce can enhance customer relationships, foster innovation, and improve employee morale.
- Competitors: By embracing DEI, Maersk Tankers can gain a competitive advantage by attracting and retaining top talent from a wider pool of candidates.
- Attractiveness ' quantitative measures: The recommendations are expected to lead to improved employee engagement, retention, and productivity, ultimately contributing to increased profitability.
6. Conclusion
By implementing these recommendations, Maersk Tankers can effectively embed DEI into its core strategy, fostering a culture of inclusion and closing the gender gap within the organization. This will not only enhance the company's reputation and attract top talent but also contribute to the long-term success of the business.
7. Discussion
Alternative approaches to address the gender gap include:
- Focus on external recruitment: Prioritizing hiring women from outside the industry, which could bring new perspectives and skills.
- Implementing quotas: Setting specific targets for female representation at each level of the organization. However, this approach can be controversial and may not address the underlying cultural issues.
Risks and Key Assumptions:
- Resistance to change: Some employees may resist the implementation of DEI initiatives, requiring a robust change management strategy.
- Lack of leadership commitment: Without strong leadership support, DEI initiatives may not be successful.
- Time and resources: Implementing these recommendations requires significant time, resources, and commitment from all stakeholders.
8. Next Steps
- Establish a dedicated DEI task force: Form a cross-functional team to oversee the implementation of the DEI strategy.
- Develop a communication plan: Communicate the DEI strategy and its objectives to all employees.
- Pilot test initiatives: Implement pilot programs to test the effectiveness of different initiatives before rolling them out company-wide.
- Monitor progress and adjust as needed: Regularly track KPIs and make adjustments to the DEI strategy based on data and feedback.
By taking these steps, Maersk Tankers can create a more diverse and inclusive workplace, closing the gender gap and achieving its strategic goals.
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Case Description
This case focuses on Maersk Tankers' efforts to achieve a better gender balance in an industry that struggles to attract and retain female talent. The case begins in 2021 with Annelise Goldstein, the Chief People Officer, and Christian M. Ingerslev, CEO, discussing the gender imbalance in the industry and the company, and wondering what additional steps could be taken to address the gender gap. The case then describes the global shipping industry and the Danish shipping industry, and provides relevant data on gender based on a Women In Shipping report published in 2021. Thereafter, the case describes Maersk Tankers' efforts to transform the organization's culture into one that is inclusive of diverse talent. The case ends with a description of the opportunities and challenges the company faces as it moves towards greater gender parity.
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