Career lifecycle and gendered discrimination

Women in the Workplace: The Subtle Gender Bias (Ever caught yourself expecting a female colleague to “take the notes”?) Studies reveal that many offices practice subtle forms of gender bias—even unconsciously. What does it look like? • Asking only women to plan office parties and celebrations • Delegating extra “unimportant” tasks exclusively to female employees • Overlooking women for challenging projects and tasks • Judging women’s communication styles more harshly than men’s Why does this matter? → Women are often skipped for high-visibility projects. → This directly impacts career advancement. → Fewer women make it to leadership positions. Why does this happen? • Cultural conditioning: Women are viewed as nurturers from a young age. • Reinforcement of the bias: Well-meaning colleagues might unknowingly assign tasks based on gender. • Denial: Because these biases are subtle, workplaces may not even acknowledge them. How can we fix this? For Teams: • Provide equal opportunities to prove themselves • Rotate duties—everyone should take turns writing meeting notes, answering calls, etc. For Leaders: • Hold training sessions to recognize and correct biases. • Monitor task distribution; if there’s an imbalance, address it. • If bias is suspected, investigate—ask questions, demand answers. For Organizations: • Address pay gaps for the same role • Encourage open feedback channels so concerns can be heard. While paying women less for the same work is an obvious form of discrimination, these subtler practices can be just as damaging over time. Taking small steps now can create an environment where all employees thrive. What do you think? Have you witnessed or experienced these subtle biases? P.S. Sometimes it’s the little changes in task distribution that leave the biggest impact. #GenderBiasAtWork #BreakTheBias #WomenInLeadership

One in seven female managers in the UK say their gender has made it harder to succeed at work. But what’s even more shocking? This number is twice as high as their male counterparts. Gender bias isn’t a thing of the past, it’s a daily barrier women face in the workplace. It’s time we stop ignoring this reality. Despite progress in gender equality, a recent survey of 2,600 UK workers by Ciphr reveals that gender bias remains widespread, especially for women in leadership roles. One in seven (14%) female managers reported that their gender has made it harder for them to succeed at work, double the rate of male managers (7%). Nearly a third (32%) of women in senior positions have faced discrimination or unfavourable treatment due to their gender. This is not just a leadership issue, women in middle and junior management are also significantly more likely to experience gender discrimination compared to their male counterparts. The pay gap, currently at 13.1% in favour of men, is a stark reminder of this ongoing inequality. Even in self-employment, women face additional barriers, with 18% of self-employed women feeling their gender hinders their success, compared to just 0.9% of men. These findings underscore the pressing need for immediate action. Gender bias is not merely a “women’s issue” - it’s a fundamental barrier to building truly diverse, inclusive, and thriving workplaces. To achieve true equality, we must confront and dismantle these deeply ingrained biases at every level, across every industry. Only then can we create workplaces where talent, not gender, defines success. #IWD #DEI #Gender

I want to shine a light on an ‘elephant in the room’ so we can talk about it more openly. History tells us it’s the only way for discrimination to be addressed. With around 98% of administrative roles filled by women, it’s hard to ignore the connection between gender and the undervaluation of administrative roles. Traditionally, administrative roles have been seen as "women’s work," a term that unfairly implies these jobs are less important and prestigious. This perception has led to a cycle of underappreciation and discrimination. Administration is the largest employer of women globally, however, admin roles often lack the recognition and respect given to male-dominated professions. For example, administrative professionals are often left out of meetings and decision-making processes. According to a survey by the International Association of Administrative Professionals (IAAP) 67% report being excluded from meetings that are critical to their roles. This exclusion not only devalues their contributions but also reinforces the stereotype that their role is merely supportive, not strategic. Many administrative professionals face limited opportunities for advancement. The absence of clear career progression paths often leads to job dissatisfaction and stagnation. A report by McKinsey & Company shows that women are 24% less likely to be promoted to managerial positions, a trend that is even more pronounced in administrative roles. A Robert Half report shows that only 15% of administrative professionals believe they have a clear path for career advancement within their organisations. The gender pay gap is well-documented and particularly affects administrative roles. The National Partnership for Women & Families reports that women earn just 82 cents for every dollar earned by men, and this gap is particularly evident in administrative positions. The average female administrative professional earns $14,010 less a year than a male working in a different type of role but at a similar level. And the average man working in an administrative role earns $15k a year more on average than a woman doing the same role according to data from the U.S. Bureau of Labor Statistics. Administrative professionals frequently lack access to training and development opportunities. This limitation hinders their ability to improve their skills and advance in their careers. A study by Lean In found that women are 20% less likely to receive on-the-job training and professional development opportunities compared to men. Only 30% of administrative professionals report having access to professional development resources within their organisations, according to OfficeTeam. It is clear to me that the marginalisation of administrative professionals is a gender issue that reflects broader societal attitudes towards women in the workplace. We urgently need to address the biases that devalue your work. Discuss!!

50% of women abandon their tech career by age 35 And what do companies offer in response? Good intentions: ❌ Speaker panels (especially unpaid) ↳ Women don't need another panel to hear how resilient they are (hint: they know). ❌ Mentoring (without sponsorship) ↳ Mentorship offers advice to women, but rarely shifts career outcomes. ❌ Branded merchandise (“You Go Girl” swag) ↳ Tote bags and water bottles feel patronising when real problems go unaddressed. ❌ Imposter Syndrome Training ↳ Teaching women to 'fix' imposter syndrome shifts the blame off the workplace. ❌ One-Off Diversity Events ↳ Diversity breakfasts are feel-good gestures unless backed by real change. The best way to stop women leaving tech? Change what actually matters: 1/ Equal Pay 💡 Women are paid on average 16% less than men for the same roles → Run regular pay audits and share the results. → Put budget behind programs that fix pay equity. → Tie executive bonuses to closing the gender pay gap. 2/ Bias Free Environments 💡 48% of women experience gender discrimination at work → Enforce zero-tolerance policies for harassment and discrimination. → Report volumes of discrimination complaints and resolutions. → Track hidden bias, like who gets key projects and leadership exposure. 3/ Flexible Work Arrangements 💡 67% of women say work-life policies hurt their leadership prospects → Offer flexible hours, remote options, and parental leave for all. → Design roles for job-share and part-time, including senior levels. → Provide on-site childcare or offer childcare subsidies. 4/ Leadership Pathways 💡 Only 11% of executive roles in tech are held by women → Set KPIs to track women’s progression at every level. → Require diverse candidate slates and transparent promotion processes. → Fund retention programs for mid-career women with leadership potential. 5/ Sponsorship & Role Models 💡 58% of women say they don’t have equal access to networking → Pair women with senior leaders accountable for their progression. → Hold networking events during work hours, not after hours. → Track sponsorship impact through promotion outcomes. 6/ Return To Work Programs 💡 40% of women leave tech due to caring responsibilities → Offer paid returnships with training and meaningful work. → Re-hire for transferable skills, not just linear career paths. → Set targets for returner hiring and publish progress. Tech hasn’t just lost women, it’s pushed them out. The way back? Leadership that wants to fix it. Ditch the slogans. Start changing what matters. 👉 What would make more women stay in, or come back to, tech? _____________ ♻️ Repost to help your network ➕ Follow Maryann (MJ) for daily career posts

We Want What You Aren’t: 30 Identity-Based Barriers Women Leaders Face Women in leadership roles are subjected to relentless criticisms—often unrelated to their performance. From being told they’re "too young" or "too old" to being judged on their appearance, personality, or even marital status, it’s clear: for many, the standards for women leaders are impossible to meet. A recent study by Amy Diehl, PhD, Leanne Dzubinski PhD & Amber L. Stephenson of 913 women leaders across industries found that 30 different identity-based factors can become the target of bias and discrimination. One participant explained: "When I hit my late 50s, there seemed to be questions about whether I was ready for retirement. My job performance was excellent, and I don't think this was prompted by anything except my age—and I didn’t see that happening with males in my profession." Another revealed: "I was asked in an interview why I wanted a man’s job. I’m a CFO—that’s the job they were referring to." These quotes reveal a harsh truth: almost any aspect of a woman’s identity can be used to question her leadership suitability. These criticisms don’t just hurt individuals—they perpetuate systemic gender inequality. 💡 How do we break this cycle? ✅ Call out biases for what they are: When a woman is criticized for being "too ambitious" or "not nurturing enough," ask whether a man would face the same scrutiny. ✅ Address the structures: Organizations must reevaluate policies and processes that allow biases to persist, especially in recruitment, promotions, and leadership evaluations. ✅ Foster male allyship: Men can use their privilege to challenge discriminatory behaviors, advocate for gender equity, and actively support women by amplifying their contributions and addressing bias when it occurs. ✅ Amplify diverse voices: Women from marginalized groups often face compounded biases. Their experiences must be heard and addressed to create truly inclusive workplaces. Women don’t need to change—our systems and mindsets do. It’s time to create spaces where leaders are valued for their skills, not judged on their conformity. What’s one bias you’ve encountered (or witnessed) in the workplace? #Leadership #GenderBias #WomenInLeadership Diehl, A. B., Dzubinski, L. M., & Stephenson, A. L. (2024). Never quite right: Identity factors contributing to bias and discrimination experienced by women leaders in the United States. Human Resource Development Quarterly. https://lnkd.in/d7yzuTbt

I joined the tech industry 12 years ago this week. I stepped into Building 16 on the Microsoft Campus in Redmond, filled with innate curiosity. I noticed the gender disparity, with more men than women around me. The Women's Day celebratory posters adorning the walls caught my eye. 12 years later, seismic shifts have advanced the gender equality movement. There is increased awareness of the issues women face in the workplace. Flexible work arrangements, remote opportunities, and inclusive policies are enabling women to reshape their career paths. We recognize that companies with diverse leadership teams outperform their peers, underlining the incontestable value of gender diversity in fostering innovation and success. Yet, amidst the progress, shadows of antiquated biases still linger. Consider this- 1. Gender pay gap: In 2012, women earned about 77 cents for every dollar earned by men in the US. In 2024, women earn around 82 cents for every dollar earned by men in the US [1]. 2. Lack of representation in leadership roles: In 2012, women held approximately 14.3% of executive officer positions in Fortune 500 companies. In 2024, women hold only 7.4% of CEO positions among Fortune 500 companies [2]. 3. Workplace discrimination: In 2012, gender-based discrimination and harassment were prevalent, contributing to biases in hiring, promotion, and compensation. In 2024, workplace harassment and discrimination remain prevalent issues, impacting women's career advancement and job satisfaction. A survey by the Women's Career Advancement Forum showed that 40% of women delayed pregnancy due to career advancement fears, and 48% quit their jobs due to insufficient support during major life changes [3]. 4. Work-life balance struggles: In 2012, the balance between professional responsibilities and caregiving duties was challenging due to the limited availability of flexible work arrangements, paid family leave, and affordable childcare. In 2024, from the delicate dance between pregnancy and professional growth to the uncharted territory of menopause in the workplace, women continue to navigate many obstacles that shape their professional narrative. So, the question lingers- Is the workplace designed to help women thrive? What should we do better, do differently so we aren’t drawing similar comparisons 12 years from now? I’ll leave you with this- In 2012, I asked a colleague, who was expecting her second child, what being a working mom meant. She responded, "It's extremely satisfying but equally exhausting." Now, in 2024, as a working mom myself, I echo her sentiment: "It's extremely satisfying but equally exhausting." #iwd2024 #internationalwomensday #womenleaders #genderequality

My kids asked me today, "why is there an International Women's Day?". Well, it's all about raising awareness for ongoing inequalities! The graphic below is from the paper "A GENDER PERSPECTIVE ON ARTIFICIAL INTELLIGENCE AND JOBS: THE VICIOUS CYCLE OF DIGITAL INEQUALITY" by Estrella Gómez-Herrera, University of the Balearic Isl, and Sabine T. Köszegi, Technische Universität Wien, published by Bruegel - Improving economic policy, Aug. 2020. The paper focuses on the impact of AI on labour markets, highlighting how gender stereotypes and gendered work segregation, on the one hand, and digitalization and automation, on the other hand, are entangled and result in a vicious cycle of digital inequality. (see graphic below) Digital gender inequality stems from societal stereotypes, leading to fewer women in STEM and ICT, which is worsened by workplace challenges such as retaining female talent due to issues in representation, remuneration, and promotion within technology fields. Consequently, AI systems often are developed by predominantly male teams, potentially overlooking the diverse needs of users and reinforcing gender stereotypes, embedding discriminatory practices and gender biases into AI systems. [See also: - "When Good Algorithms Go Sexist: Why and How to Advance AI Gender Equity", by Genevieve Smith & Ishita Rustagi, 2021: https://lnkd.in/ggU-Vr9c - Berkeley Haas Center for Equity, Gender & Leadership, Bias in AI: Examples Tracker, https://lnkd.in/gPVgu4E5] The paper also shows how AI may worsen gender disparities in the workforce. E.g., to measure the impact of AI on occupations and gender-based risks, the Routine Task Intensity (RTI) framework was used. It showed that women are more likely to perform routine or codifiable tasks than men across all sectors and occupations, putting them at a higher risk of job displacement due to automation. The paper concludes with key policy recommendations: - Addressing gender stereotypes and inequalities in society by revising communication practices, educational content, and professional environments. - Increasing exposure of women/girls to digital technologies, integrating ICT into compulsory education curricula, and providing incentives for STEM participation. - Combating occupational segregation by increasing the number of women in the AI workforce, enhancing transparency in recruitment, promoting visibility for women in AI, and addressing the distribution of unpaid childcare and housework. - Addressing inequalities in technology access and reproduction by conducting algorithmic audits to identify sources of gender bias, examining the gendering of digital assistants, and investing in closing the digital skills gender gap. Link to full report: https://lnkd.in/gbQmQrbd

Let’s get practical! What can we do to make our workplaces fairer and where people are actually hired and promoted because of their competencies, skills and value that they add? In my co-authored book, ‘Leading through Bias’, we focus on what we can do to block bias in each of the following stages of the employee life cycle: - Attracting - Recruitment & Selection - Onboarding - Retention and development - Separation Based on best practices, here are some steps you can take to ensure that you are blocking bias across some of the key stages of the employee life cycle: In the attracting stage: 🎯Check competencies in job description for similarity to yourself/ your favourite colleagues. 🎯Neutralise the language used in job advertisements. 🎯Ask applicants to not include their picture and personal data in their CV. 🎯Advertise positions externally and widely, and search for talent in new places.   In the recruitment and selection stage: 🎯Mask CVs to remove personal data and picture from the first screening. 🎯Use a diverse and trained hiring committee. 🎯Use structured interview guides.            🎯Rate the candidates.                    🎯Use bias-buddies to test your decision.                       In the retention and development stage:            🎯Check for bias in pay. 🎯Ensure that policies and practices are inclusive.            🎯Use standardised measures when evaluating performance. 🎯Offer continuous training and learning opportunities to all, not just a select few. 🎯Make social activities inclusive. ❓Which of these can you ✅ off as being done in your company? To hold leaders accountable, we provide a list of metrics in the book that can be used to assess their progress in blocking bias to nurture inclusion at each stage of the employee life cycle. The employee life cycle is just one area (albeit an important one) of organisational life that is fraught with bias. If you are looking to expand your efforts, consider reviewing your design processes for product and service development, and your marketing campaigns. There are plenty of opportunities there to block the influence of bias! #WednesdayWisdom

This is the question we kept coming back to in our latest research at Shape Talent Ltd, where we surveyed over 2,300 women in the UK to better understand the persistent barriers to gender equality in corporate life. The data was stark: 🔹 98% of women face some combination of systemic barriers 🔹 Women in senior roles are more likely to feel undermined, inadequate, and cautious about speaking up 🔹 The ‘double burden’ of paid and unpaid work remains relentless and largely invisible 🔹 And the pressure to walk a narrow behavioural tightrope - the “double bind” - is alive and well But here’s what struck me most: these barriers are not just frustrating, they are predictable. They’re the result of outdated systems, norms and leadership models that still reflect a version of the workplace built around a 1950s archetype: the male breadwinner with a stay-at-home wife. It’s no wonder that are survey results showed that women, especially Black women, LGBTQ+ women, disabled women, and working mothers, continue to face uphill battles. The data shows their challenges aren’t just individual. They’re structural. And they’re compounded by bias and a chronic lack of meaningful career development. We cannot ‘fix’ women to fit into broken systems. We must fix the system. So, what next? 1. Rethink leadership expectations 2. Redesign processes with equity in mind 3. Build cultures of true psychological safety 4. Invest intentionally in women’s career development Incremental change is no longer enough. The pace of progress is glacial – and regressing. At this rate, gender equality won’t be reached until 2154. That’s five generations too late. If you're in a position of influence - HR, DEI, leadership, it’s time to move from intent to impact. Real progress starts with bold steps. #GenderEquality #Leadership #Equity #Inclusion #ShapeTalent #DoubleBurden #DoubleBind #WomenInLeadership #Intersectionality #EDI #DEI