Strategies to enhance women's inclusion in workplaces and society

Promoting the inclusion of women in workplaces and broader society is critical for fostering diversity, equality, and overall societal progress. Based on established literature and practices, and what I have seen clients I work with undertake in practice, consider the below strategies to leverage the inclusion of women, in order to drive positive change across various domains.

Providing Equal Opportunities:

Research such as that by Catalyst ("The Bottom Line: Corporate Performance and Women's Representation on Boards," 2011) emphasizes the positive correlation between gender diversity in leadership and organizational performance. Providing equal opportunities for women in leadership roles, promotions, and decision-making positions is imperative. In theory it sounds easy, yet putting this into practice remains stumbling block for many companies, because of unconscious biases.

A client of mine implemented blind recruitment processes, using structured interviews to mitigate unconscious biases in hiring and promotion, ensuring fair opportunities for women candidates based on merit. Over a period of time, the level of inclusion that resulted through this change in hiring practices amplified their diversity efforts, making them a leader in their industry in this regard.

Diversity and Inclusion Initiatives:

Studies undertaken by McKinsey & Company ("Delivering Through Diversity," 2018) and others suggest that companies with diverse workforces are more likely to have financial returns above the national industry median. Thus, when companies establish initiatives that foster diversity and inclusion, such as employee resource groups and diversity training programs, with in depth follow through of action permeating into the business, it becomes a game-changer from a profitability, loyalty and trust perspective.

A client tasked me to initiate a mentorship program for them, in order to connect senior female leaders with juniors across departments in order to facilitate skill development and encourage their career advancement. The result? A stronger psychological contract due to role models offering guidance and knowledge transfer, and a positive consequence of a pay-it-forward model that continues to thrive today. A simple idea that has made profound impact.

Flexible Work Policies:

Research published in the Harvard Business Review ("How Dual-Career Couples Make It Work," 2019) indicated that flexible work arrangements significantly contribute to employee satisfaction and retention. We have seen this become an expectation in the post-COVID era, and companies are having to ensure updated policies are implemented that offer flexible hours, remote work options, and parental leave. All of these support women in balancing work and personal responsibilities, who often are primary care-givers in a home and hold multiple realities of what they need to shoulder across these domains.

If a company has not already adjusted for this present context, then you may potentially miss a lucrative talent pool. An individual client shared with me in a 1-1coaching session that she felt 'seen' by her company, which offered onsite and offsite childcare support, care for her travel particularly during extended work hour commitments, and home care services as needed so that she could be as productive as possible. In fact this employee care programme was across all employees, not just women. The company established an innovative way to fund this process and is now one of the leading employers that employees want to work for. The growth mindset and positive mental health impact of something like this cannot be underscored enough, because my client's productivity and enthusiasm cascades across all facets of her life, leading to greater societal benefit as a result.

Leadership Commitment:

The World Economic Forum's Gender Gap Report emphasized the importance of visible leadership commitment to gender diversity and inclusion. Leadership support is pivotal in setting the tone for an inclusive workplace culture.

Responsible CEO's need to be active CEOs, prioritising and participating in diversity initiatives, making public commitments, and holding themselves accountable for achieving gender parity goals. These often signal a top-down commitment to inclusion. The cascade effect of this is deliberate action being taken and measured thereafter. The SMARTer the commitment (i.e. SMART goals), the greater the likelihood of it being achieved. A recent client I engaged with has made DEIJB a standing discussion point in every meeting, from exco level to business unit level, with a deliberate stance on measuring actions, gaining feedback and reverting with course correction or further depth as needed. It has been admirable to see the level of commitment to the process and the results being achieved, it is transforming not only the business but lives too.

Employing strategies such as the examples previously mentioned is crucial in creating an inclusive environment where women are empowered, respected, and provided with equal opportunities to contribute and excel, benefiting workplaces and society at large. There should be no excuse to shuffle your feet around inclusion, equity or diversity strategies and tactics. Communicate, implement, receive feedback, and constructively move ahead, for the benefit of not just your organisation, but the profound impact it will have on humanity at large.