Number of women CEOs from the Fortune Lists has
been increasing from 2012–2014, but ironically women's labor force
participation rate decreased from 52.4% to 49.6% between 1995 and 2015
globally.[1]
Demands for Gender Equality is increasingly prevalent in
business these days and many MNC's have already rolled out policies in this
regard to maximum ensure gender equality at work place.
Proper awareness and acknowledging of various factors,
that hinders this equality in our workplace is another step that can be taken
towards eliminating them.
The attempt here is to highlight some of those factors.
Also included is what many MNC's are doing differently (source: Times of India)
First among such factors is - Glass Ceiling.
The Federal Glass Ceiling Commission
defines the glass ceiling as "the unseen, yet
unbreachable barrier that keeps minorities and women from rising to the upper
rungs of the corporate ladder, regardless of their qualifications or achievements."
Discussions about the existence and non existence of
glass ceiling is on air since the 70's. These discussions have led to many
model employer amend their employee policies emphasizing gender equality at
work.
Next factor is - Gender Pay Gap[3]
The European Commission defines the gender
pay gap as the average difference between men’s and women’s aggregate
hourly earnings. The wage gap is due to a variety of causes, such as
differences in education choices, differences in preferred job and industry,
differences in the types of positions held by men and women, differences in the
type of jobs men typically go into as opposed to women (especially highly paid
high risk jobs), differences in amount of work experience, difference in length
of the work week, and breaks in employment.
Latest trend Policies against Mansplaining & Tone
Policing @ Workplace[2]
Mansplaining
"Mansplaining" is a portmanteau of "man" and "explaining,"
used largely to describe the act of men "teaching women" — often
about things directly related to women's experience without any
recognition of (or interest in) the woman's actual knowledge of the topic
or subject expertise
Tone Policing
Telling a person to calm down instead of responding to
their concerns. Tone policing works mostly by derailing a discussion by
critiquing the emotionality of the message than message itself. Tone policing
suggests that people distance themselves from their own emotions of anger, frustration,
or fear in order to be heard.
US-based Vox Media was the first company
to have outlined in its code of conduct unwanted behaviour such as mansplaining, micro-aggressions or subtle putdowns, and
even tone policing.
Rolled out late last year, its code of conduct in the
context of mansplaining says: "Remember that your colleagues
may have expertise you are unaware of and listen at least as much as you speak."
The code adds that micro-aggressions and tone
policing, which have a negative impact on victims, also have no place on
the teams.
Various studies, including that by Brigham Young
University and Princeton researchers in 2012, show that men dominated
professional meetings, giving women a voice share of only 25%.
Behaviours such as mansplaining and micro-aggression, whether
intentional or not, result in a climate of exclusion and a reduced contributory
role by women in decision making, thus mitigating the benefits of gender
diversity at the workplace.
While India Inc has recognized the value
of gender diversity, as in most companies across the world, Indian companies
appear to have not defined and specifically banned mansplaining via a policy
document. However, through other means such as defining inclusiveness as a
corporate value, encouraging active listening and via sensitization programmes,
a few companies are ensuring that their women employees are equally heard.
"By doing simple things, we subtly encourage
the right behaviour. For example, we do not close any 'All Minds
meetings' (our open house meetings), unless there are a few questions from the
lady minds," says Parthasarathy NS, executive director &
COO at Mindtree.
Adopting appropriate core values also helps mitigate
gender bias. At the Mahindra Group, 'Dignity of the individual' is one
of its core values, which results in an inclusive culture. 'Collaboration'
(which is reflected by teaming, active listening and inclusivity) is one of the
key values at Mindtree.
"Listening to employees and team members is a key
competency that is a prerequisite in several companies. It is just not
listening but active listening and empathy that is sought to be encouraged and
assessment of such behaviour is done via performance appraisal and feedback
process," says M P Sriram, partner at professional consultancy
Aventus Partners.
Listening to others without deeply held biases and
prejudices is actively encouraged at the Mahindra Group and is a leadership
criterion. At Citigroup, leadership standards include interpersonal sensitivity
and respect. Both these organizations deploy 360-degree feedback to ascertain
compliance with such behavioural criteria.
"One of the key characteristics of a Mahindra leader
is being 'Mindful' where listening is a key behaviour that
employees are required to manifest. To develop on this, we have a key strategic
initiative called 'Reflective Conversations', which fosters
powerful thinking through practice of the key skills of active listening,"
explains Prince Augustin, executive VP, Group Human Capital and
Leadership Development, Mahindra & Mahindra.
Sensitization programmes have also helped companies create an inclusive
working environment. Says Anuranjita Kumar, chief human resources
officer, Citigroup (South Asia), "We conduct a sensitization program,
'Respect at Work', which highlights the importance of according
respect for all colleagues to allow them to voice their opinions in a
non-judgemental environment. The programme brings about an awareness of
unconscious biases in regards to gender, cultural background and sexual
orientation, and how manifestations of these biases can be prevented in one's
own behaviour."
Adds Farah Nathan-Menzies, head, diversity &
inclusion at Godrej Industries, "We understand that women often face
prejudices and biases in the workplace that prevent them from advancing in
their careers. To build awareness on these issues, we run sensitization
workshops for our team members."
In the end the ultimate deciding factor in leveling out
any inequality starts and ends with every employee once everyone value mutual
respect beyond gender differences
Sources:
1. jcombopiano (2012-11-27). "Fortune 500 CEO Positions Held
By Women".Catalyst.
Retrieved 2016-05-03.
2. The Times of India
(22-05-22)."Listen as much as you speak, cos tell managers".
3.
https://en.wikipedia.org/wiki/Gender_pay_gap
Shared by - Benny KJ,
+Benny Kuruthukulangara Sr. General Manager - HRD, VKL Seasoning Pvt Ltd.
