"Jobs Don’t Have Gender"

In today’s dynamic business landscape, diversity and inclusion (D&I) have assumed unprecedented importance. Yet, the actual progress made remains insignificant. Among other reports, a recent study by the American Psychological Association that polled over 30,000 adults in the U.S. suggested that women are as competent, if not more competent, than men.

While most of us may agree that competency has no gender, women are still underrepresented in the IT/corporate workforce. According to research by Catalyst, about 50 per cent of women in India quit their jobs between junior and mid-levels. A significant percentage of those who do continue get stuck at the middle management level. This trend raises the question - why are competent and qualified women exiting the workforce despite the shifted focus on D&I? According to a list published by Refinitiv, the software and IT services industry ranks highest on diversity and second-highest on inclusion. Some of the best-performing boards and businesses are known to have successfully incorporated D&I into their organisations. However, there is no encouraging data on gender diversity, especially so at the executive level. We need to understand that workplaces are a microcosm of our society and reflect our collective conditioning and values. An organisation’s culture towards gender is defined by the people working there.

Companies need to approach D&I initiatives with honest intent and a holistic outlook to address gender bias effectively and create a real impact.

How can a supportive ecosystem for women be built?

Bias and discrimination, the primary barriers to career growth for women, are not always intentional. Second-generation gender bias is the root cause of this undesirable outcome. It encompasses gender discriminatory practices that are normalised because they are a part of the convention. It is a form of unintentional bias that makes the work environment less conducive for women and hampers their professional growth. In other words, the lack of realisation and awareness of discrimination is the nemesis of bias against women in the workplace.

Recruiting more women into the workforce is just the first step towards achieving a gender-inclusive workplace. Organisations need a multipronged approach to tackle the issue effectively. Here are a few steps that employers can take to create a healthy and supportive ecosystem for women at work.

Adopting a top-down approach:

Employers should provide equal growth opportunities to women and create an ecosystem that makes them feel valued, respected, and accepted. Ensuring this can pave the way for their success. However, it can be effective only with a change in the organisational mindset and a strong intent at the leadership level. It calls for a D&I framework that covers equal opportunity, inclusive policies, and unbiased feedback mechanisms.

Sensitising managers:

Sensitising employees is an arduous but crucial and rewarding step towards D&I. Employers should start with sensitising managers so they can pass along the baton to their team members.

Sharing stories:

Few things move people like powerful stories do. Perpetrators of unconscious bias are not an exception to this. Employers can look at creating platforms for women to share stories of unconscious bias they’ve experienced.

Internal communications:

Employers can rewire employees to be conscious of bias against women by using various mediums. Some examples include - gender sensitisation messages/emailers/posters, showcasing inclusion stories of women employees who have succeeded after returning from a break (for marriage or maternity), during their pregnancy, and in leadership roles.

Inclusive hiring processes:

Successful D&I begins with drafting inclusive job descriptions and asking non-judgmental interview questions. For instance, questions like - “are you married/planning to get married?” and “are you pregnant/planning to start a family?” should be avoided during the interview.

Normalising “career gaps”:

Offering a fair pay package according to industry standards is a great way to normalise career gaps for women returning after a break. Other important aspects include not assuming their capability or asking them personal questions on why they took a break.

Discouraging pregnancy discrimination:

Discrimination against pregnant women is normalised in many organisations. Women should have a safe space to share news about their pregnancy without fearing any untoward consequences. This can be done by asking and not assuming the workload they can handle during their pregnancy. Keeping things transparent, including them in meetings/projects, giving them due credit, and ensuring proper transition and handover of work before maternity leave - are few more measures.

Adopting D&I as a core value:

To truly walk the talk, employers should introduce inclusive policies and facilities that enable returning women/new mothers to excel at work. Example: creche, breast-feeding area). Organisations need to acknowledge that each individual has their own skills, strengths, issues, and weaknesses, and treat them with the respect they deserve.

Societal and organisational mindsets cannot be changed by the D&I initiatives of a few organisations alone. Our communities and the government at large are responsible for bringing about lasting and true change. Just hiring women isn’t going to change things for them. Organisations need to adopt a 360 approach towards D&I to create an ecosystem that encourages women to pursue and achieve their goals.

(The given article includes inputs from Anshuman Das, CEO & Co-founder, CareerNet and solely created for BW People)