Discover the actions and projects that led RD to be recognized by Great Place to Work as the 7th best medium-sized company in Brazil for women to work

This week, Resultados Digitais was recognized by the GPTW (Great Place to Work) as one of the best companies for women to work in Brazil. More precisely, the 7th best among medium-sized companies in the country.

It’s been a long way here. And the path ahead of us is neither less nor less important. What we have built over that time is not a reason for stagnation, on the contrary, it is fuel for us to look much further. After all, we still live in a society far from ideal and fair for all women. And within companies this is no different, but it can be.

RD was founded in 2011 by five men, in a scenario where the themes of Diversity and Inclusion were not yet on the stage of the main discussions within the companies. However, today, receiving this recognition is an important way for us to recognize how much progress we have made towards gender equity.

This result is based on the intentionality of decisions and objectives with a focus on promoting changes to create a better place for women to work in DR.

Today, we represent 46% of all RDoers (as we call ourselves internally) and 43% of leadership positions are held by women. Looking at the market, these numbers are ahead of many benchmark companies for us, but that doesn’t mean that our efforts can be smaller from now on. And why efforts?

Because these numbers unfortunately did not appear organically, as we hope to one day achieve. To change a scenario established in years of culture rooted in society, it is necessary to sharpen our eyes, open new channels and change the way we act.

The three pillars that led us to GPTW recognition for women

In this context, we bring here what were the fundamental requirements and our actions for recognition by GPTW. In the evaluation, three criteria weighed in the classification: active listeningdiversity as a strategic agenda and metrics/indicators.

We want, in addition to recognizing our achievements and what we still need to do, that this post also inspires other companies to follow this path.

1. Active listening

The first step in becoming an inclusive company is to bring us women into the conversation on an equal basis. This doesn’t mean creating the script and putting us as the main performers – which can be a start. It does mean creating a workspace where our ideas are heard and considered.

It is essential to build an environment where our voice is increasingly part of change, of growth. That’s why our participation needs to happen at the strategic and tactical level.

Making room for our speech only makes sense if there is also room to put it into practice. Therefore, dialogues must be transformed into actions and projects.

Examples of actions considering this criterion:

  • The BE  (Sorority, Empathy, Respect) , group of women from RD, came in 2016 with the need for a space for discussion among women about female empowerment company. Over the years, the needs and, consequently, the group’s objectives have been modified. Currently, the group is structured on three pillars:

1. Build a support network, acting on the intersectionality of different groups of women;

2. Contribute to the empowerment and development of women;

3. Acting as an organizational link in the intermediation of women with the company.

  • At RD, we have leadership training  which, although not exclusively focused on women – but on those in a leadership position or developing to become a leader -, was one of the investments that helped us reach 43% of leaders women in the organization. In this context, we have an environment of exchange on how to act in difficult conversations, structure feedbacks  and strategically position our ideas, both with leaders and subordinates. In addition, active listening and how to avoid biased judgments are also topics covered, which reinforce the importance of this practice in the company’s day-to-day activities.
  •  Climate surveys  (such as GPTW) and satisfaction (such as eNPS) are some of the recurrent tools applied for the company to hear and understand what is happening with employees and then bring actions to improve the work environment.
  • Ethics Channel: we have an open Code of Conduct that deals with diversity, inclusion, equity and respect in RD. To ensure that this code is followed, in 2018 we implemented the Ethics Channel, where reports can be made anonymously. This ensures the necessary confidentiality and prioritization for resolution, especially in more serious complaints, which could be repressed if they depended on an open complaint. After all, reporting abuses in the workplace still causes insecurity and fears . Having this channel is a way to expand the company’s knowledge of serious issues that inflict what we have already established as guidelines for our work environment.        

2. Diversity as a strategic agenda

Opening a space to discuss and educate people on issues that promote gender equality agendas is essential to evolve in these achievements . Since, as important as diversity in gender representation is having an inclusive and comfortable environment in fact.

To advance in this direction, the first step is to identify the points for improvement, understanding the company’s scenario. This can be collected through the  traditionally used (and mentioned above) feedback processes , and it is critical that they ensure the respondent’s confidentiality and anonymity.

After listening to reports, it is time to promote practical actions regarding education and discussion of strategic guidelines. Thus, some examples of actions applied by RD were:

  • Since 2019, we have promoted training on unconscious biases focused mainly on performance management processes, but which also brought reflection to RDoers beyond this scope. This openness provided more confidence among employees to talk about issues that could previously be sensitive and based on bias.
  • The very existence of a women’s group with a defined committee is a step towards increasing the conversation at the company and helping to prioritize the most urgent agendas. Here in RD, the relationship between the women’s group and the Diversity and Inclusion area has been growing. This helped us to promote meetings focused on sorority and joint mentoring on topics chosen by the women themselves, in order to support career development and strengthen the group.
  • However, we understand that the scope goes beyond that and it  is also necessary to be intentional in the educational aspect in a position of dialogue . That is why, in recent years, we have brought market references to talk with the entire company about gender equality: in 2019 we had Nana Lima’s participation  talking about how the Diversity agenda affects both men and women; and this year, Papo de Homem , which had an exclusive conversation with the men of the DR to talk about the effects of toxic masculinity.

3. Metrics and indicators

To significantly advance results, it is essential that the entire company is aligned and directed towards the same goals. This is no different when we talk about gender equity achievements within the company.

The first step is to define what objective we want to achieve and outline indicators that help us understand if we are on the right path. Feasible examples of this could be: (1) increasing the hiring of women, (2) increasing the retention of women, and/or (3) carrying out development actions for the roles they occupy.

At RD, our actions related to metrics and indicators have always gone hand in hand with the actions of active listening and diversity as a strategic agenda. That’s because it’s from them that we build our directions. Our most recent and impactful example in this line was:

  • Target for hiring women for the Product & Engineering area , resulting in an increase from 8% to 26% of representation in 2019 . In addition to being intentional in hiring, there was also an internal effort to raise awareness among the leadership, prepare the environment to be more inclusive and believe in the potential for training women in technology. These actions took place in partnership with the Tech Girls group , represented by women from the area.

Looking at RD’s history again, it is worth reinforcing here that we went from a company made up 100% of men in 2011 to a company today on the way to having half of its employees being women (46% x 54%) .