Is your organization doing everything that it can to achieve gender parity?<\/p>\n
Studies have consistently shown that boosting gender parity in the workplace benefits organizations and their bottom lines, and our researchers have confirmed that having more women in the workplace increases wellbeing for all<\/em> employees<\/a>.<\/p>\n But getting there isn\u2019t easy. Everyone \u2014 from senior organizational leaders and HR teams, to male colleagues at all levels, to individual women themselves \u2014 has a role to play.<\/p>\n Broadly, organizations and individuals striving for gender parity need to rethink systems and challenge assumptions in order to cultivate an organizational culture capable of harnessing the power of all employees.<\/strong><\/p>\n Parity is a systemic issue, and as such, making lasting change requires getting the whole organization involved. Senior organizational leaders can implement key practices to help overcome barriers to women\u2019s leadership<\/a> and begin to help all leaders\u00a0feel able to bring their full selves to work.<\/p>\n Here are 7 first steps to take toward building gender parity at work:<\/p>\n Addressing the barriers and experiences of women \u2014 generally and <\/em>in your specific organizational context \u2013 requires involvement and support from the top. Senior leaders have a crucial role to play because reinvention must come from the top and executives must lead by example.<\/p>\n Don\u2019t place the burden of driving organizational change on individuals. Senior leaders must consider and understand what organizational policies and practices may be seen as supportive or dismissive of talented women and shift toward leadership that allows everyone to thrive<\/a>. Best-practice organizations have an all-encompassing, systematic agenda to tackle gender parity and are focused on supporting, retaining, and promoting all kinds of employees.<\/p>\n Flexible work arrangements can take many forms, and flexibility has frequently cited for years as one of the key things wanted by women in the workplace<\/a>. With the global shift toward more hybrid and remote ways of working, your organization will surely improve employee retention with flexible work arrangements<\/a>. But even more important than establishing flexible policies is ensuring that employees feel truly \u201csafe\u201d to take advantage of them.<\/p>\n Women want and need development opportunities \u2014 including stretch assignments. Organizations that are serious about attracting, supporting, retaining and promoting women leaders<\/a> need to provide opportunities for them to grow throughout their career journeys and at all levels of the talent pipeline.<\/p>\n Leaders need to understand the important role they play in supporting development to further the goal of gender parity in the workplace. Equip managers with skills and tools for successful mentoring at work<\/a>. Offer developmental training on how to make the most out of the entire talent pool. Provide guidance through tools, and provide coaching and mentoring support to new leaders<\/a> especially so they\u2019re prepared when they come across unexpected situations.<\/p>\n Our research has found that many women have benefited from groups that allowed a safe space to discuss challenges, seek solutions, and access networking opportunities that they might not have otherwise encountered. Organizations can endorse and support formal employee resource groups as a way to shape culture, engage employees, communicate information, and provide resources.<\/p>\n Gender parity often gets pegged as \u201ca women\u2019s issue\u201d and because of this, is often left to women to address. Some men might even feel uncomfortable participating in discussions around gender because they might assume it\u2019s not their place. But in reality, we\u2019re unlikely to ever reach true gender parity in the workplace unless everyone gets involved \u2014 particularly<\/em> men.<\/strong><\/p>\n Here are 5 specific things that men can do:<\/p>\n Men\u2019s participation in discussions of gender parity introduces different dynamics to the conversation and can signal to others that it\u2019s more than just \u201ca women\u2019s issue.\u201d As long as psychological safety<\/a> is present, holding candid, open discussions creates space for listening to others share about their experiences, widening perspectives, building shared understanding and awareness, and unlocking the power of respect<\/a>.<\/p>\n Working toward parity requires taking daily, intentional actions. For example, being careful to avoid using gendered language in meetings by saying \u201cyou all\u201d<\/em> instead of \u201cyou guys\u201d<\/em> and banning use of the word \u201cbossy\u201d<\/em><\/a> in reference to women or girls are very small ways to make a difference. Consciously support women in such small ways and in bigger ones too, such as when providing developmental opportunities.<\/p>\n When decision-makers question whether a woman would really want a new role, perhaps because it would require long hours or relocating, men can offer support by challenging the unspoken, underlying assumption that a woman would likely not want the opportunity. Suggest to others the organization give her space to answer for herself by saying, \u201cLet\u2019s ask her.\u201d<\/em> Challenging assumptions also means considering the possibility for different styles and skillsets: \u201cHere\u2019s the profile of the last person in this job … but what competencies might we need now?\u201d<\/em><\/p>\n Research has found<\/a> that women are not given the kind of feedback they need to improve or take the next step as often as their male colleagues are, and other studies have shown<\/a> that women are given fewer stretch assignments. Men can commit to giving their female direct reports and colleagues helpful, constructive, actionable feedback rather than vague or personal feedback, and steering women toward needed assignments and challenging opportunities to help them grow as leaders.<\/p>\n The right relationships and ties are assets in getting access to information, earning promotions, and gaining opportunities. Effective leaders rely on networks to influence others and to get results. Men can use their access to networks to create connections and open doors for talented women colleagues. Learn more about why women need a network of champions, including mentors and sponsors<\/a>, and how you can be one.<\/p>\n While gender parity in the workplace is certainly impossible without organizational changes, these 6 mindset shifts can help individual women tackle some of the challenges they may experience.<\/p>\n Leadership roles come with uncertainty. Don\u2019t fall into the trap of questioning your capabilities or waiting until you think you\u2019re 100% ready for a challenge. If you do, you\u2019ll miss opportunities. Work to overcome impostor syndrome<\/a>.<\/p>\n Be deliberate about your development as a leader. Take the lead in shaping conversations about your career and take ownership of your career choices. Consciously build and strengthen your personal leadership brand<\/a>.<\/p>\n Both mentoring and sponsorship are important for career advancement, but women often find themselves over-mentored and under-sponsored. Find someone to advocate for you, and build your network intentionally. (If that feels a little uncomfortable or challenging, check out our networking tips for women<\/a>.)<\/p>\n Leadership is about influence. Women have knowledge, skills, and perspectives that will benefit their teams and organizations. But if you don\u2019t speak up, you lose the opportunity to influence. Women are more likely to credit \u201cluck\u201d for their successes<\/a>, perhaps because women who promote themselves are sometimes seen as less likable. But a little authentic self-promotion<\/a> can prevent you \u2014 and those around you \u2014 from overlooking or discounting hard work.<\/p>\n The answer to the question: \u201cDo I have the \u2018hunger\u2019?<\/em>\u201d is a key differentiator between women who achieve senior leadership roles and those who don’t, according to another one of our research studies<\/a>. Women who strive to reach the C-suite need to dig deep and find the drive and tenacity needed for that long and challenging leadership journey. On the other hand, research also shows that women tend to have more varied interests in career and life paths compared to men. If you\u2019re not interested in the C-suite, that doesn\u2019t mean you\u2019re unsuccessful at all. What matters is for you to understand the keys to success for women<\/a> and your own values, and then to be ambitious about pursuing that success, whatever it means to you. It\u2019s all part of living with intention<\/a>.<\/p>\n Now that you understand the many different ways that organizations and individuals can work together to promote greater gender parity, talk with your colleagues about it.<\/p>\nIncreasing Gender Parity Involves Everyone<\/h2>\n
Getting Started: 7 Key Action Steps for HR Teams & Organizational Leaders<\/h3>\n
1. Gain commitment from board members and senior executives.<\/h4>\n
2. Rethink systems.<\/h4>\n
3. Establish and execute flexible work arrangements.<\/h4>\n
4. Provide learning and development opportunities.<\/h4>\n
5. Help managers develop talent through coaching and mentoring.<\/h4>\n
6. Endorse employee resource groups.<\/h4>\n
Men Play a Critical Role in Increasing Gender Parity in the Workplace<\/h3>\n
1. Participate in discussions of women and leadership.<\/h4>\n
2. Take conscious actions.<\/h4>\n
3. Challenge assumptions.<\/h4>\n
4. Provide challenging opportunities and task-focused feedback.<\/h4>\n
5. Lend your network.<\/h4>\n
Women, Consider These Tips to Shift Your Mindset<\/h3>\n
1. Face challenges with confidence.<\/h4>\n
2. Be intentional about development.<\/h4>\n
3. Find allies and advocates.<\/h4>\n
4. Speak up, and give credit where credit is due.<\/h4>\n
5. Define success for yourself.<\/h4>\n
A Final Word on Gender Parity<\/h2>\n
Ready to Take the Next Step?<\/h2>\n