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We still see the attrition of mid-career women, and older firms’ glass ceilings still firmly in place Jane Duncan, Jane Duncan Architects
IS PAY EQUALITY THE MAJOR PROBLEM WHEN IT COMES TO GENDER IN ARCHITECTURE? Jane: Sadly it is, but it’s changing as staff are more aware. The younger generation don’t understand it, so there’s huge hope for the future. Sadie: I am always appalled to hear there is still a gap not only in pay, but in responsibility. It is definitely something we still need to highlight, but it feels like it’s getting better. Denise: Equal pay for the same job is not only a legal requirement but, as far as our practice is concerned, a moral obligation; gender pay reporting premised on mean and median differences should not be confused as suggesting unequal pay. What is inescapable is that currently we have too few women in the profession, particularly in the older age range. Ensuring equality of opportunity is an essential aspect of precluding potential gender issues. Fionn: Adequate childcare is still the biggest problem – people just assume the mother will generally take care of the children, ultimately, because we do not have
adequate paternity leave, maternity leave or daily childcare funded by the state, or set up by practices. Once suitable childcare is in place, women can compete on the same terms, and earn the same as men, currently women often have to work twice as hard to make the same progress. Angela: Generally the pay issue relates to the fact that women are poorly represented in senior positions.
DO YOU THINK IT'S STILL HARDER FOR FEMALE ARCHITECTS TO PROGRESS IN FIRMS THAN MALE COUNTERPARTS? Sadie: I don’t think so, and if it is, then go to a practice where you can. It is proven that a diverse workforce and senior management means you do better work and are more profitable. Firms making it harder for women to progress need to get out of the stone age. Angela: I still believe women face more gender stereotypes, particularly in regards to seniority. Jane: Good workers and good architects will always succeed if they are in the right practice, one that supports and encourages them. At the RIBA I helped to establish Practice Role Models to show firms how they could be a great retainer of people, and a successful and profitable company.
I have never subscribed to the notion of being a ‘female architect’ as distinct from an ‘architect’ Denise Bennetts, Bennetts Associates
ADF SEPTEMBER 2018
HOW MANY FEMALE COLLEAGUES DO YOU HAVE & DO YOU HAVE A POLICY OF RECRUITING FEMALE STAFF? Jane:We have about 70 per cent women; these have been the best candidates, and we keep them too! We don’t have quotas or targets, but having a woman leading the company helps attract others. Sadie: All of our associate directors are women. We need to keep the momentum and ensure women understand they should be going for those senior roles and are absolutely as capable if not more so! Denise: Currently 34 per cent of our architectural staff is female and we have an overall ratio of 42 per cent women. We have recruited more women to architectural positions in recent years because there has been an increasing number graduating, and we have selected them based on their ability.
HOW DOES YOUR FIRM TACKLE THE CHALLENGE OF FLEXIBILITY AROUND CHILDCARE? Angela: Flexibility and work/life balance is key for all staff, whether it be for children, for elderly parents or even key
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Adequate childcare is still the biggest problem – people just assume the mother will generally take care of the children
Fionn Stevenson, University of Sheffield
areas such as study. Denise: Parenting should be a joint responsibility and so we offer the same degree of flexibility to parents irrespective of gender. The agreed option has to be that which best serves the interest of the child and family, so we have three or four day weeks; nine day fortnights; different lengths of working days; work-at-home days, and we also discuss project location. What is important is for the arrangement to be understood by collaborators across the whole team. Jane: Everyone has issues: childcare, elderly relatives and dependents, physical or mental health, education needs. They are all our people and we accommodate and support them – that’s why we have no turnover of staff except for annual year out students! Sadie:We try to be incredibly flexible, not only around time, allowing people to leave to drop off and pick up, work from home, or work fewer days. We try really hard to have sympathetic conversations with individuals and try and make it work for both of us, maintaining consistency and keeping career paths open after maternity. It’s about a culture that doesn’t look at you strangely when you walk out the door early.
WHAT PARTICULAR STRENGTHS DOES A MORE GENDER-DIVERSE WORKFORCE BRING? Jane: It’s very easy to generalise, but a balanced board brings better results. A diverse range of ages and backgrounds is more fun – women/men, young/old, shy/pushy, technically capable/natural designers etc. We all bring something, and our clients like it too.
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