In the interview for Kornblit Talks, Sylwia Górska shares reflections on diversity in business and her own leadership journey, embracing among others:

Data reveals a deeply concerning trend: the greatest pay inequality does not exist broadly between men and women but is particularly pronounced between men and women with children. This phenomenon, known as the “motherhood penalty,” has serious long-term implications. The mechanism is straightforward: a woman takes maternity leave and, upon returning, often transitions to part-time work to balance professional and family responsibilities. Unfortunately, in many organizations, this results in exclusion from succession planning, salary increases, and professional development discussions.

At IKEA we have achieved pay equity through systematic measures and full transparency. Regular wage monitoring, clear and objective criteria for salary determination, and the courage to address historical disparities are essential. This requires a holistic approach, encompassing process improvements, a well-structured strategy, and adequate budgeting. Equally crucial is the commitment and patience of the leadership team and managers.

We adopt a broad perspective on diversity, which is why we do not implement programs exclusively targeting women. This approach reflects our long history and organizational culture, where gender equality is deeply ingrained. Globally, we have achieved true parity, with a 50/50 representation of women and men on boards and in CEO roles across various countries. This balance stems from the visionary principles established by the founder of IKEA.

In our recruitment process, we employ a Value-Based Recruitment methodology, emphasizing alignment between candidates’ values and our organizational culture. Our experience demonstrates that while employees may come from diverse cultures, practice different religions, or bring varied professional experiences, a shared system of values forms the foundation for effective collaboration. Technical skills and knowledge of processes, products, or work systems can be developed through training and experience. However, shared values and cultural compatibility are pivotal for the organization’s sustained success. This approach has yielded measurable business outcomes in several critical areas. Internal research further indicates reduced employee turnover and enhanced innovation within teams.

Full version of the interview available in Polish.