Gender Diversity - What gets measured gets done
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Measurement – toolkit and guidance
Using this toolkit
This toolkit is built on insights drawn from a three-year PhD research project and is organised into three key themes that emerged from the data. The content on this page is focused on measurement and assessment.
We hope this toolkit serves as a valuable resource as you work towards building a more inclusive and innovative environment. Something you would like to add? Drop us a line ([email protected])

Why does measurement matter?
Aligned with the principle “what gets measured gets done,” using measurement can maintain focus, awareness, commitment and track progress in relation to many aspects of your company, policies and culture. Using measurement:
- Allows you to track the success of policies, interventions, and overall climate over time.
- Offers insights into employees’ perspectives, providing a more accurate view of the organisation’s reality beyond policies.
- Provides a powerful tool to quantify employee perception and levels of satisfaction.
- Enables analysis of relationships between factors, such as the link between masculine culture and innovation or financial performance.
- Can be a useful part of performance management systems.
However, be aware not to create survey fatigue; measure strategically – less can be more.
Many companies use surveys as part of end-of-the-year reviews or employee engagement surveys, but effectively measuring specific issues and outcomes requires careful considerations. It is essential to focus on clear, relevant metrics that align with your goals and to be aware of potential biases, ethics, and the accuracy of the data collected.
Guidance
- Step 1 – Choose the right measurement tool: Measurements can be conducted in a variety of ways, such as surveys, focus groups or short interviews, depending on the size of your company. For instance, a quantitative measure using a survey, can help you track how many people have used a particular policy or training initiative over time and help you quantify and examine key characteristics, such as gender or age. This type of measurement can be easier through accurate record-keeping and data-driven HR systems. A qualitative measure using interviews can give you more in-depth knowledge, assessing, for example, how people use a policy, any unintended consequences or to evaluate training activities.
- Step 2 – Measure with the right frequency: Measuring over time, and at multiple time points e.g. before and after implementing change, policies or initiatives, can help assess the effectiveness of policies and interventions. Longitudinal data can help to identify relationships between activities and outcomes.
- Step 3 – Prioritise ethics: Always consider the ethical aspects when measuring. It is vital to create an environment where participants feel comfortable and safe sharing their perspectives.
- Step 4 – Decide what to measure: We encourage you to measure demographic data and other key company metrics that are relevant to your goals. We provide some recommendations based on our research.
Reflections on measuring demographic data such as age, gender, religion, educational background.
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- When measuring demographic data, be mindful that some demographic questions can be sensitive, especially in smaller groups where individuals might easily be identified or identifiable
- As your company grows, some questions may become more relevant than others
- Always include a consent section as well as response options like ‘I don’t know’ and ‘prefer not to answer’ to ensure participants feel safe. If participants do not feel comfortable they might answer the survey based on social desirability/norms rather than their true perceptions
A link to a measurement tool for demographic data is provided in the section below.
Measuring culture and innovation potential within your organisation
Our research assessed culture within the innovation ecosystem and within companies. When data from the ecosystem and the company level pointed towards the existence of a ‘masculine culture’, we employed two academic scales to measure how employees perceive culture and how it shapes innovation:
McMurray, A. J., Muenjohn, N., & Scott, D. (2023). Measuring workplace innovation: Scale development. Journal of Small Business Management, 61(4), 1563-1582.
Glick, P., Berdahl, J. L., & Alonso, N. M. (2018). Development and validation of the masculinity contest culture scale. Journal of Social Issues, 74(3), 449-476.
Measuring Innovation capacity/potential in organisations
To stay competitive in the knowledge economy, companies need to innovate. Measuring how employees perceive the innovation environment can therefore be helpful as part of employee surveys and engagement activities. The scale below assesses various factors, including:
- company vision
- the role of teams and management in driving innovation
- the individual’s role in innovation,
- performance measures
While this scale looks specifically at innovation, it also provides useful insights into company culture in a broader context.
The innovation scale
|
Disagree |
|
|
|
Agree |
||
1. My company’s vision is made very clear to me |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
2. The vision of my company helps me to set my goals |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
3. Innovation in my company is linked to its business goals |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
4. At work, I demonstrate originality |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
5. My work requires me to make innovative decisions |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
6. At work, I make time to pursue my own ideas or projects |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
7. I am constantly thinking of new ideas to improve my workplace |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8. Among my colleagues, I am the first one to try new ideas and methods |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
9. I express myself frankly in meetings |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
10. We work in teams to solve complex problems |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
11. Teams have the freedom to make decisions and act on them without needing to ask for permission |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
12. People feel a strong sense of belonging and support |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
13. My colleagues welcome uncertainty and unexpected circumstances related to our work |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
14. My manager is my role model in creative thinking |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
15. I discuss career development with my manager |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
16. My manager gives me opportunities to try new ways to solve problems |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
17. My manager gives me useful feedback regarding my ideas |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
18. My manager gives me an opportunity to learn from my mistakes |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
19. Performance management is related to my willingness to solve problems |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
20. Creativity is rewarded |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
21. Innovative ideas are rewarded |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
How to analyse the results
All questions used in the innovation scale are equally important and should be included if you intend to measure innovation. When analysing results using this scale, calculate both the mean and the standard deviation. If the mean score is 4 or below, investigate the potential reasons behind it. Scores below 3 indicate a cause for concern. Depending on your company size, you may also choose to split the sample by gender.
What it means to measure a masculine culture
Measuring culture is a sensitive matter.
Asking people directly ‘Do you think your culture is …?’ is not very effective. Instead, academic and business researchers typically identify characteristics believed to define a culture and use questions that ask participants to agree or disagree with statements about these characteristics.
Given that our research identified masculine culture as having a negative effect on innovation, you might want to consider assessing masculine culture within your organisation. It is important to highlight that not all aspects of masculinity are negative! While masculinity may be linked with less desirable traits, it also includes positive attributes like dependability, leadership, decisiveness, rationality, and a willingness to take risks.
However, company cultures that prioritise masculine traits, such as assertiveness, competitiveness, and dominance, often emphasise achievement, power, and success, sometimes at the expense of collaboration, inclusion, or work-life balance. This can create an atmosphere that may disadvantage individuals who do not conform to these norms, potentially contributing to poor inclusivity and diversity.
The masculine contest culture scale
Disagree | Agree | ||||||
1. Admitting you don’t know the answer looks weak | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
2. Expressing any emotions other than anger or pride is seen as weak | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
3. It is important to be in good physical shape | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
4. People who are physically smaller have to work harder to get respect | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
5. To succeed you can’t let family interfere with work | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
6. Taking days off is frowned upon | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
7. You’re either “in” or you’re “out”, and once you’re out, you’re out | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
8. If you don’t stand up for yourself people will step on you | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
What lies behind the questions
The items in the ‘masculine contest culture scale’ can be grouped into several themes.
Some of these questions might look a little odd but they are measuring the traits of masculinity that are assumed to have a negative effect on innovation.
One theme addresses the expectation that men should not show weakness or emotions, which in an innovation context might manifest as an R&D employee avoiding admission of a mistake in calculations. Another theme emphasises prioritising work over family responsibilities, which in innovation contexts might point to the expectations for long hours and extended presence in the lab. A third theme focuses on strength and stamina, with items such as ‘it is important to be in good physical shape’ or ‘physically smaller individuals must work harder to gain respect.’, which translates into valuing high energy and physical endurance. Lastly, the theme of ‘dog-eat-dog’ reflects ruthless competition, potentially resulting in prioritising competition over collaboration, thereby impeding team working, transparency, idea generation and innovation. These norms may be more apparent in traditionally masculine occupations and organisations.
In previous research, participants who perceived their workplace as high in masculine norms rated it poorly on other cultural measures. For example, they experienced more hostile behaviours from colleagues, felt more alienated from the organisation, reported worse personal outcomes at work, and had lower overall well-being. Interestingly those correlations were significant for both women and men. This aligns with findings from research in Oxfordshire on gender-inclusive innovation, where a masculine culture was found to be dysfunctional for organisations, negatively impacting innovation activity for both women and men.
How to work with this scale, including analysing the results
You might not use this scale on its own, but you potentially can include it in a broader staff survey. This might open up other perspectives that you have not considered before. However, all items are equally important. When analysing results using this scale, calculate both the mean and the standard deviation. If the mean score is 3 or above, investigate the potential reasons behind it. Scores above 4 indicate a cause for concern, while scores below 2 should be monitored but do not require immediate action. Depending on your company size, you may also choose to split the sample by gender.
Measuring women's position in the workplace
There are also other measures to assess how inclusive a corporate culture is in relation to gender. The following measure was also used in our research wit innovation-based companies and looks specifically at the position of women in the workplace:
“I witness negative attitudes towards women”
“Negative perceptions and stereotypes about women’s professional capabilities constitute barriers to women’s advancement”
“Men fail to pay attention to what women say at meetings”
“Women must be more accomplished and ‘pushy’ to be promoted”
“Women have fewer opportunities than men for professional development at work”
“Men receive more organisational support and trust than women”
“Women and men at the same management levels receive similar salaries”
Again, a similar 1 to 7 scoring scale can be used (disagreement – agreement with the statements).
Measuring key demographic data within your workforce
EDIS (Equality, Diversity and Inclusion in Science and Health) is a coalition of organisations working to improve equality, diversity and inclusion within the science and health research sector. EDIS is hosted by Wellcome.
EDIS has developed a baseline survey that can be used to measure demographics of your workforce: https://edisgroup.org/wp-content/uploads/2022/05/DAISY-guidance-current-upated-May-2022-V2.pdf
Reflections
- What do you know about your workforce and their perceptions?
- Do you gather data to make data driven decisions?
- How do you know whether interventions, training, policies are truly effective?
- What data makes sense to gather?
- How do you ensure data collection and analysis is ethical?
- How do you communicate the findings of your measurements to your workforce?
- What actions do you take based on the data you collected?
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