As the colleagues who make up world's most global bank, we understand how vital it is to deliver a wide range of ideas and solutions to our clients; it's what enables their growth and progress. We are focused on continually refining how we embed diversity into our recruiting efforts globally.
Our campus recruiting team has deployed a comprehensive digital dashboard and is testing and validating predictive talent models, in order to more effectively — and more rapidly — identify and recruit the right people. We also have many programs aimed at hiring diverse campus talent. Visit University Programs at Citi Careers to learn more about our campus opportunities.
We are also focused on our hiring practices to ensure that diversity is embraced throughout the process. For managing director and director level hires, we continue to leverage diverse slates, ensuring that women globally and/or racial and ethnic minorities in the U.S. are interviewed for our open roles. In 2016, 71 percent of interview slates for managing director and director roles included at least one diverse candidate. Also, we launched diverse interview panels in 2016 to ensure the diversity of our interviewers who represent Citi. In our inaugural year, 74 percent of managing director level hires were interviewed by a panel with at least one diverse panel member. These practices are important levers for us to ultimately achieve our goal of increasing representation of women and U.S. minorities. Visit Citi Careers to learn more about career opportunities.
Pay equity is a very important principle at Citi. We have long had a number of efforts in place to help us adhere to that principle, including continuously evaluating market conditions to help inform pay and conducting a rigorous review of pay recommendations across the company as part of our annual compensation process each year.
This year, we expanded on those efforts to assess pay at Citi when comparing women to men, and U.S. minorities to non-minorities. As a starting point, this analysis was conducted in the United States, the United Kingdom and Germany, and we accounted for a number of factors in our analysis to make the comparisons meaningful, including job function, level and geography. We found that women are paid on average 99% of what men are paid, and minorities are paid on average 99% of what non-minorities are paid.
As part of this year’s compensation cycle, we are making appropriate increases to help close the gaps for both women and U.S. minorities. We will also adjust compensation for other individuals where the analysis determined increases were warranted. We are committed to continuing to review compensation for pay equity and will continue this analysis in all other countries where we have employees.
Pay equity is an issue that is rightly receiving a great deal of attention and scrutiny. Data and research consistently point to a pay gap among men and women, and minorities and non-minorities employees, across industries. At Citi, our continuing focus on pay equity furthers our goal of being the employer of choice for employees of diverse backgrounds, and it supports our efforts to attract and retain the best talent and reward performance consistent with our Leadership Standards. These are clear business imperatives for Citi, and we remain firmly committed to them.
Unconscious Bias Training
A critical aspect to building the right culture is addressing unconscious bias in the workplace, which is an area where we continue to invest and focus. We developed and launched a training that enables participants to understand the business case for an inclusive work environment, recognize unconscious bias and take actions to improve on-the-job decision making to support Citi's culture of leaderships, ethics and inclusion.
Citi proudly embraces a culture of flexible work. We strongly believe that providing flexibility in how, when and where our employees work allows all of us to realize personal and business objectives while continuing to have meaningful work and career opportunities.
Citi Employee Networks are our internal employee resource groups initiated and led by employees. They are aligned to our 10 Affinities and offer professional development, mentoring, networking and community engagement opportunities to members and colleagues. Consistent with our inclusive culture, all Employee Network chapters are open to all Citi employees, whether or not they identify with a particular community. Our Employee Network Program now has 150+ chapters in 65+ locations across 38 countries, with 16,000 members.
We have a range of programs focused on developing our leaders at all levels across Citi globally. For example, in our Institutional Clients Group, the Diversity Leadership Program is a six-month program for high-potential women and minority vice presidents who have access to workshops and individualized coaching and sponsors to help build their confidence, executive presence and strategic skills.
There are also three High Potential Accelerator programs across our Global Consumer Banking business focused on developing leaders who have the potential to take on more complex leadership positions and critical roles in the future. Starting in 2011, the three programs target emerging leaders to executive-level leaders, each with a different focus, ranging from fostering greater cross-business/functional mobility to building innovation and customer-centricity skills, to providing individual executive assessment and coaching.
In our global Risk group, we have a 12-month program designed to strengthen the pipeline of women for leadership roles. Under the guidance of a sponsoring member of the Risk Management Executive Committee, Women in Risk participants identify career goals, implement a customized career developing plan and expand visibility through networking opportunities. Since inception, more than half of the participants have taken on new or expanded roles within the firm.
Our Citi Women Leadership Development Program is a 3-day event created to drive engagement and increase retention of women in director-level positions globally across Citi. It aims to catalyze their leadership development through focused sessions on their personal leadership brand, executive presence and getting clarity on their own skill differentiators. Upon program completion, participants engage as part of an alumni community with ongoing experiences and development opportunities.