Overcoming Challenges For Women Returning To Work
Can you help us understand why, even in the 21st century, women continue to face challenges when returning to work, particularly at leadership levels?
It is a pertinent question and crucial to address. Despite the progress we've made, achieving gender parity is an ongoing endeavour. When women return from sabbaticals, there's often scepticism about their readiness to handle the pace of change in today's dynamic workplace. Managers worry about transitions, productivity, and whether women will fit back seamlessly. Additionally, there's concern about their aspirations and work-life balance needs. The competition in the job market also adds to these challenges. These factors, along with unconscious biases, contribute to the perception of incompetence.
How can organisations support women effectively during their reentry and curb biases?
Firstly, organisations should engage in open conversations with returning women, aligning expectations and providing coaching or mentoring to help them transition smoothly. Structured programmes, induction processes, and skilling initiatives can prepare them for technological advancements. Moreover, having a network of counsellors and mentors available for guidance can ease their anxiety. Highlighting success stories of women who've successfully returned can challenge biases and set positive examples.
Do you think there's a disparity in competence perception between men and women returning from breaks?
There's a societal bias that assumes women are more likely to give up easily due to caregiving roles. Men are often considered the primary breadwinners, leading to a perception that they'll be more committed. However, this isn't true. Women, when given the chance, excel in balancing responsibilities and commitments. The key is to ensure that both men and women returning from breaks are evaluated fairly and receive equitable opportunities.
Can you elaborate on strategies that organisations can implement to ensure unbiased evaluations?
Organisations should ensure that the final interview stage includes both male and female candidates to ensure diverse representation. Clear definitions of merit and objective performance evaluations are critical. Leadership involvement and top-level signalling for diversity and inclusion are vital. Having women in non-traditional roles, nurturing them through the ranks, and showcasing their successes can challenge the notion of incompetence.
These strategies emphasise the importance of cultivating a diverse and inclusive environment.
How can organisations promote inclusive leadership styles that embrace both genders' strengths?
Inclusive leadership recognises the unique strengths that both men and women bring. By providing opportunities for men and women to lead in both agentic and communal styles, organisations can break free from stereotypes. Creating an environment where both styles are valued and where diverse voices are heard fosters a more balanced and effective leadership culture.
