Gender diversity in workplace
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Progression of women in the workforce Issues causing lack of diversity Benefits of a gender diverse board Implications for organizations
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Gender diversity in workplace
- 2. Serial No Name ID No 1 Shahreen Shabnam 13264070 2 Shahriar Rawshon 13264078 3 Anik Mandal 13264069 4 Ferdous Alam 13164138
- 3. Progression of women in the workforce Issues causing lack of diversity Benefits of a gender diverse board Implications for organizations
- 6. Temporary or part-time or low responsibility jobs First priority: taking care of their families Unmarried women: quit for marriage Married women: quit due to pregnancy Women with children: family over job Women inferior to men: physically /mentally/emotionally
- 7. Women are not inferior to men Work first, family second Job is not “temporary” or “extra income” Organizations have also adjusted their outlook
- 8. Country Women as % of Labor force Women as % of Management & professional occupations Women as % of Corporate board seats US 471 511 162 Australia 463 313 94 Canada 485 375 145 Portugal 26 Netherlands 136 Italy 56 Switzerland 96 Belgium 96 UK 116 Germany 136 1. Bureau of Labour and Statistics 2012 2. Catalyst, 2013 3. Australian Bureau of Statistics, 2012 4. Catalyst, 2013 5. Statistics Canada, 2012 6. Governance Metrics International 2012
- 10. Stereotyping ◦ Women may be HR managers / PR executives, but not VP manufacturing / marketing Glass ceiling syndrome ◦ Women can be hired, but cannot be promoted to the top management Double Burden Syndrome ◦ Women must balance work and domestic responsibilities Revolving Door Syndrome ◦ Women may have short tenures at workplaces due to uncomfortable environment
- 11. Women may be HR managers / PR executives, but not VP manufacturing / marketing
- 13. Women can be hired, but cannot be promoted to the top management
- 14. Women must balance work and domestic responsibilities
- 16. Women may have short tenures at workplaces due to uncomfortable environment Be proactive and assess your applicant’s commitment to the role before hiring Enable your employees and give them a sense of ownership in their jobs. Give your employees and opportunity to cross train or take on new tasks. Acknowledge your employees efforts. Address work place problems immediately. Orient your new employee to their new job.
- 18. •Companies that encourage diversity in the workplace inspire all of their employees to perform to their highest ability. Company-wide strategies can then be executed; resulting in higher productivity, profit, and return on investment. More effective execution •A diverse collection of skills and experiences (e.g. languages, cultural understanding) allows a company to provide service to customers on a global basis. Broader service range •Gender diversity facilitates business understanding of how to appeal to women as customers and what products and services women and men need and want. Improve access to target markets
- 19. Top management that is diverse in terms of gender . . . ◦ attract the best employees, ◦ reduce cost of staff turnover, ◦ improve access to target markets, ◦ minimize legal risks & ◦ enhance organizational performance.
- 20. •Advertising Costs •Lost Time Spent On Interviews, Clerical And Administrative Tasks •Use Of Temporary Staff Or Lost Output While Waiting To Fill The Position •Costs Associated With Training The New Employee •Termination Pay •Loss Of Specialist Knowledge •Loss Of Customers •Low Staff Morale And Reduced Productivity. Reduce cost of staff turnover
- 21. • Gone are the days in which most women were homemakers. • They now represent 52 percent of all workers age 20 and over. Larger Talent Pool • A recent University of Pennsylvania study found that the brains of men and women really are wired differently. Improved Performance •Promoting workplace gender equality can reduce the risk of discrimination and harassment •Sexual harassment •Sexual harassment at work is experienced more by women than men but increasingly it is recognized that men face sexual harassment too. Minimize legal risks
- 23. Business leaders need to act to reap the benefits of having gender diverse teams across all levels of the organization. Identify business units that are less gender diverse. Develop a hiring strategy that increases gender diversity in these units without reducing or ignoring merit. Create an engaged culture that enables men and women to form trusting relationships and motivates them to perform at a high level. Set inclusiveness goals, and hold managers accountable for diversity.
- 25. ? 25 Floor is open for question…
Notas del editor
- A number of studies suggest that gender-diverse and engaged business units outperform those that are less diverse and less engaged. Managers not only need to increase gender diversity in business units but also create workplaces that engage employees. Open, trusting, and supportive relationships among co-workers and supervisors unleash the power of diversity by enabling employees to turn their differences in thought, behaviour, skills, knowledge, and talent into innovative ideas and practices that can drive a company forward. Furthermore, findings indicate that gender diversity varies substantially across business units within a company, which in turn affects the business performance of these units. To achieve the real benefits that diversity can bring, leaders and managers must look carefully at the gender balance in specific business units when designing and implementing a strategy to increase diversity. A blanket policy designed to increase overall gender diversity at a company, for example, is unlikely to achieve the desired results or to increase financial performance.
- A number of studies suggest that gender-diverse and engaged business units outperform those that are less diverse and less engaged. Managers not only need to increase gender diversity in business units but also create workplaces that engage employees. Open, trusting, and supportive relationships among co-workers and supervisors unleash the power of diversity by enabling employees to turn their differences in thought, behaviour, skills, knowledge, and talent into innovative ideas and practices that can drive a company forward. Furthermore, findings indicate that gender diversity varies substantially across business units within a company, which in turn affects the business performance of these units. To achieve the real benefits that diversity can bring, leaders and managers must look carefully at the gender balance in specific business units when designing and implementing a strategy to increase diversity. A blanket policy designed to increase overall gender diversity at a company, for example, is unlikely to achieve the desired results or to increase financial performance.