What works when promoting gender inclusion at work?

Many of us have heard of the ‘glass ceiling’ in the workplace: the invisible barriers that hinder women from advancing in their careers and achieving seniority levels. However, McKinsey research suggests that women face an invisible hurdle much earlier in their careers. The ‘broken rung’ on the metaphorical career ladder refers to women being less likely than men to be promoted to their first managerial position, with 81 women being promoted for every 100 men.

This disparity is both a cause and a consequence of gender inequality in the workplace, as fewer opportunities for women early in their careers accumulate into larger imbalances at senior levels. 

For men and women, around half of lifetime earnings are based on education, with the rest being attributed to on-the-job training and experience, otherwise known as ‘experience capital’. According to McKinsey partners, Ellingrud, Yee, and Martínez, women tend to build less of this ‘experience capital’ during their careers, which hinders career advancement opportunities and overall earnings. Workplaces can offer training, job rotations, mentoring and coaching to help women build the required ‘experience capital’ needed to achieve senior leadership.

This article explores the root of gender biases and provides further strategies to unmask hidden prejudices, amplify women’s voices and make the workplace a fairer place for all. 

The nature of gender bias at work  

Psychologists refer to unconscious biases as our unintentional people preferences that result from the processes of socialisation and social categorisation. Research has demonstrated that when the unconscious brain sees two things occurring together (for example, women and child caring roles) it begins to wire these associations together through neural processes.  

Constant exposure to images and stories of women in child caring roles via the media, home situations, personal encounters and work environments reinforce these neuro connections resulting in what is often referred to as ‘soft-wired’ bias.

As a result of these gender biases and societal prejudices, women are overrepresented in roles which emphasise caregiving and communication, such as customer service or office support. For example, over 75% of office managers are female, according to Ciphr. In contrast, women are underrepresented in STEM (science, technology, engineering and mathematics) roles, making up just 29% of the UK STEM workforce, according to The Institution of Engineering and Technology.  

With that said, McKinsey reports that women are more likely to work in shrinking industries that are being impacted by automation and the rise in remote working. As a result, women are 50% more likely than men to transition careers by 2030. By upskilling in technology, such as AI engineering and robotics, women can help future proof their careers and gain a competitive advantage in the evolving working world.  

The 4 most common forms of gender inequalities in the workplace

The issue of gender diversity is complex, but a closer examination reveals several themes that hinder women’s progression. In a Harvard Business Review paper entitled Women Rising: The Unseen Barriers, Herminia Ibarra and colleagues identify the often subtle (or ‘second-generation’) forms of workplace gender bias.  

Some of the most prevalent forms of ‘second-generation’ gender bias are:

• A lack of senior female role models. Women simply do not have the same number of senior role models as their male colleagues who are advancing in their careers. The lack of visible role models sends negative messages to both male and female talent about the roles and positions of women in organisations.
• Gendered career paths. Despite efforts through flexible and agile working practices, current organisational structures and working patterns continue to fit more easily around men’s lives. The idea of a (female) supporting spouse remains prevalent in many work sectors, from legal, professional services and sales.
• Women’s lack of access to networks and sponsors. Men in positions of power tend to provide direct development opportunities to junior men, often through direct sponsorship. Junior men are also more likely to have access to informal mentors, and thus women’s connections tend to be less efficacious.
• Double binds. In most organisations, the attributes often associated with the ideal leader are usually seen as positive in men, such as decisiveness, assertiveness and independence. Research suggests that women who excel in male-dominated roles are often seen as competent, but less likeable than their male counterparts. In women, leadership traits, such as self-confidence, are often viewed as arrogance. This double standard is known as the ‘double bind’, which forms a complex barrier to women’s advancement in leadership roles.  
  
  

6 ways organisations can promote gender inclusion in the workplace 

By shining a light on gender biases, underpinning decisions with data and leading by example, organisations can make strides towards more equitable workplaces. Here are six strategies for promoting gender inclusion in the workplace:

1. Data-driven decisions. Collect, track and analyse data to identify trends and patterns, covering a wide range of decision-making areas, from hiring to project allocation, and time with senior leaders and clients. By tracking data, organisations can unveil gender biases at each stage of decision-making processes, allowing them to identify and mitigate issues.
2. Fairer decision-making processes. Research tells us that using choice architecture, such as checklists, removing identifying information, and standardising scoring systems, can help to mitigate bias in several areas. Organisations should review job descriptions, person specifications and leadership assessments to check for biases. Employers should agree on a set of decision-making criteria and questions, and scoring systems should be used for talent selection programmes. Neutral observers should also be involved across the decision-making areas, including recruitment, performance reviews and talent selection. 
3. Flexible working policies. If we continue to operate under the current working model, women will continue to face gender-benevolent bias and other forms of systemic bias. Organisations should change the default by making agile working a part of the wider company culture.
   For example, Robbert Rietbroek, former CEO of PepsiCo Australia and New Zealand, famously encouraged his leadership team to ‘leave loudly’ to normalise a healthy work-life balance and show support for flexible working. 
4. Role modelling in leadership. Companies should leverage male and female role models to challenge traditional viewpoints, such as the view that those working flexible hours are less ambitious or motivated. In addition, the more we become exposed to female leaders, the more we expect to see female leaders, thus challenging 'second-generation' gender biases. Businesses should also ensure they have portraits of successful women in their meeting rooms, in recruitment campaigns, annual reports and as speakers in town hall meetings. Organisations should rotate presentational slots with gender in mind.
5. Challenge group norms. Consciously work toward gender balance in team meetings, on client project teams and at client pitches. Don’t play the game of tokenism. Ensure women are given the same airtime as their male counterparts. Organisations should also introduce rules for inclusive decision-making, such as asking for ideas on paper or in e-mails before meetings, adopt the principle of amplification, and remain mindful of all-male conference panels, client teams and speaking opportunities. 
6. Transparent decision making. Sharing information on gender inclusion at work increases accountability and is likely to affect behaviours as well as decision making. Individuals who know that they are likely to be held accountable for their own decisions are more likely to adopt inclusive decision making. Organisations should introduce a range of targets and KPIs, and ask department heads to publish data on gender recruitment, retention and promotions.
   

By implementing the above strategies, businesses can work towards creating a fair and equitable workplace for both men and women, helping to shatter the glass ceiling, build ‘experience capital’ and address unconscious biases.