The world that we live in today is shaped by globalisation and technological advancements. Acknowledging our diversity and identity politics form the fabric of society. It is only logical that a workplace mirrors the complex, variegated differences that exist in society.
Looking past gender and nationality, diversity in a workplace also includes race, ethnicities, political leanings, sexual orientations, socio-economic backgrounds, and disabilities. And this is not just about the optics. Any organisation that truly embraces diversity realises that it pushes innovation, offers new perspectives, and builds a well-rounded global product or service. Diversity and inclusion are key to reducing attrition, connecting to a wider range of customers, and therefore, increasing revenue.
At this point, it is not an ethical or a social obligation but a sound business decision. Despite the tons of study that exist, facets of the corporate world continue to structure themselves and hire with prejudiced lenses.
Gender in the Corporate World
| Region |
Percentage of Women in Senior Management |
| Africa |
39% |
| Southeast Asia |
38% |
| Latin America |
36% |
| European Union |
34% |
| North America |
33% |
| Asia Pacific |
28% |
In a post-pandemic world, in 2021, the proportion of women in senior management roles grew to 31%, the highest number ever recorded. Until the pandemic, women leaders were more likely to be HR directors compared to any other roles. This stereotypical trend is also decreasing as more women take on other leadership roles like CEO, Chief Finance Officer, and Chief Information Officer. Source: Women in Business, 2021 Grant Thornton Research
While developments are happening in the right direction, women continue to remain underrepresented, according to data published by the World Economic Forum. This is more visible when particularly looking at women of colour. Fewer women are hired at the entry-level and the numbers keep declining as they climb up the ladder.
Literature on the glass ceiling abounds. An invisible barrier (felt quite strongly though) to advancement that women and other minorities remain unmanageable. Patriarchal stereotypes that automatically portray men as more qualified, despite the same degrees or experiences keep cementing this ceiling. Sexism blatantly hinders women from exploring their full potential. Women leaders often find themselves caught in a double bind. A woman who does not take charge gets her competence questioned while women who do so are often masculinised and portrayed as un-nurturing or dislikable.
“In a world where talent is distributed equally among women and men, an economy that does not fully tap into the leadership skills offered by women is necessarily inefficient,” says Chicago Booth Professor Marianne Bertrand. “Talent is left on the table when women are not placed in leadership positions, and the economy suffers.”
Another factor that contributes to the glass ceiling is that most societies still place the majority of childcare, housework, and other non-work responsibilities on women. The impact of this has also trickled down as more organisations are considering returning to on-site modes of work. As one climbs up the corporate ladder, the expectations of the job become more inflexible and time-consuming.
