Tackling Unconscious Bias Against Women At Work Cont'd


As organisations begin to identify areas of gender biases in their businesses, it is pertinent to also develop deliberate plans and strategies to gradually eradicate biases, stereotypes and discrimination to achieve a more diverse, equitable and inclusive work environment.

Businesses can easily conduct a quick survey on the number of women to men within their system, number of women in management positions, recruitment and promotion policies that favour one gender over the other. This will guide the business in understanding its true position on gender equality and inclusion.

Here are some smart ways to tackle gender biases within the work environment: 
  • Policies: Organisations can (re)draft policies that clearly states criteria for hiring, promoting and terminating employees without dividing it into genders. This means that such corporate policies should cover all regardless of gender, age, culture or other limiting factors. All who are qualified should be given equal opportunity to thrive.
  • Recruitment: When hiring, interviewers should be made up of both genders and people who have inclusive mindset. Recruitment languages should be watched as some words, based on cultural context, may be more masculine than feminine thereby, discouraging eligible females from applying. For instance, strong, decisive and energetic may give a masculine vibe even though this is not the intention. Also, questions on parenting plans and responsibilities should be avoided, focus should be on the ability of the applicant to get the job done efficiently.
  • Gender Pay Gap: Compensation for work done should be fixed or based on capability and result, not on gender. There should be a clear visible map on how to rise to top positions within the organisation which will give room for trust and healthy competition.
  • Management: Top management within the organisation should also adhere to these policies strictly without any form of biases. They should also let their subordinates understand this in words and in deeds. Defaulters should be punished and serve as a deterrent to others.
  • Trainings & Career/Professional Development: The glass ceiling effect should be removed at all cost and all eligible employee allowed to access trainings and other opportunities that can help them scale their career higher. Policies limiting some employees on the basis of marital status, gender, physical disability, ethnicity/race and others should be totally removed.
  • Mentorship: Because most top executives are male, mentoring female employees may be misinterpreted in some setting or give room for sexual harassment thereby, limiting the chances of female employees to be mentored and access quality network. Research has shown that 60% of top business leaders feel uncomfortable mentoring junior female staff where only 10% female employees have access to mentors who can support and guide them in their career journey and growth. Hence, the need for policies on equal promotion process to climb to top management positions where top female managers can mentor junior staff when their male counterparts are not comfortable.
Strict adherence to these written and unwritten policies will result in healthy competition and motivation among employees and increase productivity in the organisation. Where this is lacking, it gives room for low morale, jealously and unproductivity as a result of unequal treatment and biases.


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