This article is an account of how the British Council in Pakistan has sought to improve its gender balance. The organization has seen a marked change in its staff profile in recent years. As recently as 2013, there was a stark gender imbalance, with women accounting for barely a quarter of all staff. Further, statistical analysis showed that this picture was skewed according to the office, the pay grade and the department.

This case study outlines the research undertaken by the HR team. The findings are presented in this case study. It then describes the actions taken to increase the number of women and to address their underrepresentation in key positions. It concludes with the evaluation of the effectiveness of these management interventions resulting in evidence-based managerial decision making, strategic vision and institutionalization of best practices.

This undertaking on gender balancing was deemed integral to the development of a new strategic vision for the British Council in Pakistan. The research challenged several assumptions. It showed that the existing gender imbalance was not a result of cultural factors. Instead it demonstrated that the British Council’s pay and benefits were uncompetitive in the job market.

The last three years have seen profound changes in the scale of the organization’s ambitions, its risk appetite, how it operates and its culture. These changes have coincided with a marked increase in women at every level of the organization. The case study emphasizes how equal opportunities and diversity became integral to these strategic changes. It charts how the demographics of British Council teams have altered since 2012 and how this has affected organizational culture. Finally, it presents the continuing challenges that the British Council faces in recruiting, retaining and promoting the best talent available.