Here are four practices to consider:
1. Management needs to lead the way
Changes to culture and policies must start at the top. When leaders recognise the business benefits of gender diversity in the workplace, they are more likely to invest the time and resources to drive diversity initiatives and policymaking.
One example is DBS Bank, where CEO Piyush Gupta has actively advocated for greater participation of women in senior leadership positions. The bank’s practices reflect these convictions, with women holding 40% of DBS’ senior management roles. Regular salary reviews are also carried out to check for parity in male and female incomes. The bank also seeks to increase female representation in engineering roles.
Employers who are committed to progressive employment practices should consider the tangible benefits that come from having a diverse workforce with different genders and backgrounds. This includes better decision-making, greater creativity and innovation due to multiple perspectives, which ultimately contribute to improved business results. With this in mind, management teams can consider initiatives and policies to better hire and retain women in their workforces.
2. Keep unconscious biases in check
To encourage greater diversity in the workplace, employers will need to guard against unconscious biases, which are personal blind spots due to stereotyping and prejudices that may have formed over time.
When hiring, in addition to a fair and transparent recruitment process that is open to candidates from different industries, employers will need to check for biases that may creep in through communication as well. For example, when interviewing female candidates, refrain from asking questions about caregiving or other personal responsibilities that are unrelated to the job role. This information may be used to draw wrong conclusions about a candidate’s suitability for the job.
With existing employees, make an effort to dissuade conversations and even casual joking about gender stereotypes. Employers may also prevent bias by providing training for employees on diversity and inclusion, and adopting a zero-tolerance stance when it comes to workplace discrimination.
3. Invest in insights to understand workforce needs
Employers will need to dig deeper to understand their workforce to cultivate gender diversity in a sustainable manner. HR plays a crucial role in this process by gathering insights and providing data to support decision-making. Data analytics can be used to identify current workforce trends and gaps. By analysing attrition patterns, HR can identify ‘drop-off’ points where female employees leave the organisation. This information can then be used to review and refine HR polices, as well as emphasise fair and merit-based hiring and promotion. This will likely encourage female employees to build careers with the organisations in the long run, especially in industries where they are under-represented.
Monitoring the workforce profile will also enable HR to identify any gender gaps that exist at different levels of the organisation. For example, in organisations where women account for a low proportion of the middle management or senior leadership level, steps may be taken to ensure female employees have the same access to training and mentoring opportunities as their male counterparts.
4. Provide targeted support for female employees
To nurture and retain female talent, employers may also consider stepping up initiatives that will support them. Work-life initiatives such as flexible work arrangements (FWAs) are relevant to all employees, including women in the workforce.
Progressive employers often identify needs through employee surveys, focus group discussions and one-on-one interviews, enabling them to create specific solutions and resources. IT company Hewlett Packard Enterprise, for instance, provides up to six months of parental leave for both mothers and fathers. Energy company Shell offers early talent identification and access to key roles for women.
Business chambers such as the Singapore Business Federation also play a role in harnessing the full potential of Singapore’s female workforce, with recommendations such as building up mentoring networks for women entrepreneurs. Such a positive environment could build confidence in women which can lead to greater acceptance of leadership roles.
As the local workforce evolves, diversity is increasingly commonplace in organisations, with women forming a key demographic that contributes to business success. Employers who recognise their abilities and find ways to leverage them will find it easier to sustain their talent needs, stay competitive and ultimately enhance their business results.
This article is contributed by TAFEP. Learn more about the Tripartite Standard on Flexible Work Arrangements.
