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Gender Equity in the Workplace

Here it is, the year 2021 and gender discrimination is still, incredibly, an unresolved issue in far too many workplaces. Although attention has been drawn to the issue for almost fifty years, there is still a fundamental injustice in the way women are treated in work environments that are either directly dominated by male senior managers, or at least influenced by traditional leadership attitudes, mindsets and practices.

Although women make up around 50% of the workforce, they still face discrimination in several important areas. These include unequal pay, lack of upward organizational mobility, lack of key decision-making power, and sexual harassment. These are deep gaps and injustices in the work culture. The time is over to eradicate these imperfections from our workplaces. Such defects are not only ethically unfair, but they reduce the heretofore unrealized productive potential of half the workforce.

It’s not like there haven’t been attempts to address gender inequalities in the workplace. Many management teams recognize the historical existence of entrenched male favoritism and sexism in their workplace and other workplaces. This recognition has resulted in initiatives to make their businesses and organizations fairer and more equitable. Yet the problem persists. Cases of gender discrimination continue to be documented and challenged within executive offices, HR departments and law firms, resulting in the deployment of considerable resources in seemingly endless management of the consequences of misbehavior.

Elisabeth Kelan of the University of Essex in the UK has studied gender issues for over twenty years. She determined that there is widespread agreement about the prevalence of gender inequality across the board, but interestingly, these same people will not admit such incidents are happening in their own place of residence. work. Why is this so? Dr. Kelan sees several reasons for this. For starters, many view discrimination as the fault of their competitors or other companies, but not of their own more virtuous workplaces. Second, it is believed that the problem was worse in the past, but is largely resolved, saying that all mitigation efforts so far have reduced it to a minor problem. Finally, there are those who don’t fully see gender equity as a big deal and if that’s happening, it’s not their fault.

If we accept Dr. Kelan’s findings as genuine, it begs the question, “What do people think?” What I think they think is what has always been thought. At levels large and small, men see themselves as better leaders, wiser decision makers, sharper managers, stronger negotiators, and superior competitors. And let’s face it, there are traditionalist women who think these roles are also more masculine in nature.

Even if one sees the data and intellectually accepts gender discrimination as a problem, it does not automatically follow that the required behavioral changes will occur. When I reflect on my own past, I see relevant examples. I have long believed that gender equity in the workplace was a quality worth striving for. It’s obvious. However, were there times when I was more inclined to accept another man’s opinion than a woman’s in a meeting, or I thought a colleague was too sensitive and not tough enough, or I paid more attention to a woman’s appearance rather than listening to her thoughts? Embarrassingly, the answer is yes. It is these small but significant actions that prevent us from making progress in accepting women as full and equal partners in the workplace.

Anti-bias and other training programs can make some difference in changing operational behaviors, but greater progress can best result from each of us looking deeper into how we interact with each other beyond superficial ways. Clarifying the personal values ​​that drive our behavior patterns can reveal more about us individually and reinforce needed improvements than any mission statement or management protocol. The time has come to end gender discrimination.

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