Diverse Results

Women and the nationals of developing countries increasingly diversify the ranks of international agricultural researchers, but diversity in senior management lags.

The Consultative Group on International Agricultural Research (CGIAR) seeks to be a model of excellence in attracting and retaining diverse talent to implement its challenging mission, the most fundamental aspect of which is strengthening food security. Diversity-positive recruitment - involving active measures to promote staff diversity - has been a key feature of the CGIAR Centers' organizational development since 2003.

Between 2003 and 2008, the CGIAR Gender & Diversity Program provided tools, services and resources to support CGIAR Centers' development and nourishment of diverse talent pools. These include organizational diagnostic services; training in mentoring, women's leadership, and "dignity advisors"; and online resources such as model policies and best practices for an inclusive workplace.

To monitor progress in Centers' achievements, the CGIAR Human Resources Survey 2008 meticulously documented each staff member in every location. The 2008 survey is the seventh in a series of staff population surveys conducted by the CGIAR Gender & Diversity Program since 1991 and provides a comprehensive comparison with a previous survey carried out in 2003.

The results showed both remarkable progress and areas for continued focus. As of 30 April 2008, CGIAR Centers employed 7,909 staff representing 122 nationalities and based in 73 countries. Rich staff diversity is one of the CGIAR's best assets toward meeting the rapidly changing challenges of international agricultural research.

Of particular relevance is the representation of women and the nationals of developing countries in the two staff groups most directly involved in research innovation and strategic decision making: scientists and Center management. On the one hand, CGIAR Centers made excellent progress in scientist gender and diversity. The number of women scientists increased from 182 to 271, an impressive 49% increase, compared with 2% for men. As a result, women held 26% of the 1,026 CGIAR scientist positions, up from 20% in 2003. Even more encouraging, this progress was achieved at all levels, from post-doctoral fellow to principal scientist, and at 14 of the 15 CGIAR Centers. Some 64% of CGIAR scientists in 2008 were nationals of developing countries, up from 57% in 2003. This increase occurred at nearly all levels and at 12 of the 15 Centers.

On the other hand, progress in gender and diversity in Center management was modest and mixed. Although the number of women increased significantly by 69%, from 13 to 22 positions, women still held only 16% of Center management positions. At nearly half of the CGIAR Centers, women filled fewer than 10% of management positions, and four Centers had no women in management at all. Further, the representation of developing country nationals in Center management dropped from 46% in 2003 to 35% in 2008. Developing country nationals were a minority in Center management at 9 of the 15 CGIAR Centers.

Women from developing countries hold particular relevance to the CGIAR mission, as women play a central role in agriculture in many developing countries. It is therefore of concern that women from developing countries held only 6% of Center management positions and had no representation at all in the leadership of 9 Centers. The proportion of developing country women among Center scientists was only slightly higher, at 16%. A particularly encouraging development was a 28% increase in post-doctoral fellow positions at CGIAR Centers, from 93 in 2003 to 121 in 2008. These entry-level but career-critical science positions were filled almost exclusively by nationals of developing countries. In addition, CGIAR Centers doubled the number of female post-doctorate positions.

Taking stock of the talent profile is especially relevant as the CGIAR transitions into a new organizational structure to better adapt to and anticipate global changes and more effectively fulfill its mandate to fight poverty and hunger. Rural communities across the developing world are challenged today as never before. They need a CGIAR that delivers relevant innovations and solutions and whose internal diversity is well suited for its challenging mission.

The Gender and Diversity working paper number 50, Advancing Gender and Diversity in Times of Change: Talent in the CGIAR, 2008, is available at www.genderdiversity.cgiar.org/publications/WP50­_HRSURVEY2008.pdf.