Gender equity may be an issue receiving increased attention– both in Australia and around the world – but our efforts to make a sustainable long-term impact have not yet been realised.
Although people are talking about gender equity, many initiatives aren’t working. So what do organisations need to focus on and what can they do differently in order to make progress and achieve results?
Men have to get involved and take action
The issue of gender equity is a conversation that needs to be led by the CEO of an organisation, and supported by their leadership team. Because, by and large, it is men who are predominantly running large organisations in this country, the issue of gender equity is a topic that men in leadership need to discuss. Those men have to lead the change.
Leaders need to articulate the business case for gender equity and constantly communicate it through leadership. They need to recognise the value of having people who think differently on the leadership team and set equity targets that have real consequences.
Build gender equity into the culture
For gender equity to be sustainable, it must be part of an organisation’s culture – embedded in day-to-day operations. It’s the only way to future-proof gender equity progress. If it’s real and part of your values, it will be more sustainable.
Organisations should make gender equity a company value and embed it processes for attracting, retaining, developing and progressing their workforce. Managers should undergo unconscious bias training in order to start the process of change.
Make flexibility work
To date, workplace flexibility has been great in theory but often ineffective in practice. Flexibility is often viewed as a career killer, with people in flexible roles often given lower levels of responsibility, left out of communications, excluded from invitations and passed over for promotions.
Organisations should make flexibility the norm for both genders. They should assess if people in flexible roles are being sidelined and redesign roles and systems to support flexible working.
De-gender the conversation
For years the flexible work conversation has been around women and childcare commitments. However, flexibility policies are just as beneficial to men. Individuals must have access to flexible options regardless of gender.
Organisations should fund parental leave centrally so business functions aren’t penalised for having a high female representation while encouraging paternity leave. Everyone should be encouraged to implement a form of flexibility in their work patterns and to talk about it as business as usual.
Change our thinking about linear career paths
As a society, we need to re-think what it means to have a successful career. Our idea that careers must be linear is an issue for both men and women. A less traditional career path would actually produce a more skilled and capable workforce, creating diversity in backgrounds and experience producing a well-rounded and competent management team.
Organisations should present new opportunities to a wider candidate pool. They should plan and support non-linear career paths through proactive career development and encourage diverse roles and opportunities, both in the organisation, as secondment opportunities elsewhere and as sabbaticals for study or following personal goals.
Get women into the pipeline
Outstanding women are often harder to find because, at some levels within organisations , they are under-represented. This can be remedied – if organisations are prepared to find out why women aren’t making it into the leadership pipeline and actively address the issue.
Organisations should set targets for getting women onto all levels of the organisation and actively sponsor and advocate for them in progression discussions. Parameters of what leaders look and act like need to be expanded so less obvious talent is nurtured and developed. Don’t make assumptions – ask senior women what’s derailing female careers.
For further insights, visit the EY report: Women in Leadership – In His Own Words.
Ernst & Young is one of Women’s Agenda’s Select Employers. Our Select Employers must address at least six of the ten criteria that we have identified as key gender workplace diversity policies and incentives. Click here to view Ernst & Young’s Select Employer profile and read about the leading and inspiring women they employ.
The views expressed in this article are the views of the author, not Ernst & Young. This article provides general information, does not constitute advice and should not be relied on as such. Professional advice should be sought prior to any action being taken in reliance on any of the information. Liability limited by a scheme approved under Professional Standards Legislation.