Gender equality is often discussed in boardrooms, conferences, and HR policies, yet its real impact in corporate environments remains inconsistent. Many of these challenges are invisible to decision-makers, creating a divide where some believe equality has been achieved while others continue to face systemic barriers.
Even those of us who may not experience it firsthand, including well-intentioned male colleagues and leaders, often assume fairness equates to inclusivity. However, fairness does not automatically create equitable workplaces.
While a minority of women occupy senior positions and appear unaffected, a vast majority still struggle with workplace obstacles. Based on insights from professionals across various levels—especially women—this article highlights the challenges they encounter and underscores the urgency of accelerating gender equality.
The Global and Indian Perspectives
At a global level, significant strides have been made toward gender equality, particularly in corporate structures. Countries like Sweden, Iceland, and Canada have implemented policies ensuring equal pay, mandatory parental leave, and safe workplaces.
Women in leadership roles are celebrated, and inclusivity is embedded into corporate culture. Yet, even in developed nations, gender biases subtly influence hiring, promotions, and work-life balance accommodations.
According to the World Economic Forum’s Global Gender Gap Report 2023, it will take approximately 132 years to close the global gender gap at the current rate of progress. Women hold only 29% of senior management positions worldwide, and the gender pay gap remains significant, with women earning 20% less than men on average.
In India, the corporate gender divide remains stark. While female workforce participation has seen incremental growth, challenges persist. Studies indicate that India has one of the lowest female workforce participation rates, standing at just 25.1%.
Cultural norms, safety concerns, and workplace biases continue to deter women from achieving professional parity. Even in progressive workplaces, unconscious biases impact hiring decisions—women are often overlooked for roles requiring travel, sales, or extended working hours.
This not only limits opportunities but reinforces traditional gender stereotypes.
Challenges Women Face in Corporate Setups
- Work-From-Home Bias: The significance of workplace flexibility, particularly for mothers, is often overlooked. Some managers still expect female employees to be physically present, disregarding legitimate work-from-home (WFH) needs. The assumption that office presence directly correlates with productivity is flawed and disproportionately affects women. A truly inclusive approach would recognize diverse needs without judgment.
- Career Progression Barriers: Women frequently earn less than their male counterparts for the same roles. Despite organizational claims of eliminating pay disparities, many women still face challenges in advancing their careers. The “broken rung” phenomenon—where women are promoted at a lower rate than men—prevents them from progressing into leadership positions. Gender biases often assume women may take maternity leave or have additional family responsibilities, leading to slower career growth or exclusion from critical projects. While maternity leave policies exist, women often experience career setbacks after utilizing them, reinforcing workplace inequalities.
- Unconscious Bias in Hiring and Promotions: Managers sometimes hesitate to hire female candidates for roles involving late hours, frequent travel, or fieldwork, citing safety concerns. In many industries, working late is considered a sign of dedication, but for women, this expectation comes with additional personal and societal challenges. The lack of structural support forces many women to choose between career growth and personal responsibilities.
- Workplace Harassment and Safety Concerns: Workplace harassment, both overt and subtle, remains a pressing issue. Many women hesitate to report inappropriate behaviour due to fear of retaliation or inadequate institutional support. Unconscious biases exacerbate this issue, as decision-making spaces are often male dominated, leading to underestimation of female colleagues’ perspectives.
Strategies for Achieving Gender Inclusivity
- Reforming Workplace Policies: Organizations must institutionalize flexibility as a necessity rather than a privilege, benefiting both male and female employees. Implementing clear, unbiased WFH policies can empower employees without penalizing them for their needs. For instance, equitable parental leave policies for both men and women can foster shared caregiving responsibilities.
- Addressing Bias in Recruitment and Career Progression: Companies should conduct training and awareness programs for hiring managers to eliminate gender bias. Instead of avoiding hiring women for certain roles, organizations must invest in making those roles accessible. Gender sensitization should be an ongoing process, not a one-time workshop. Leadership teams should actively ensure recruitment and promotions are based on merit and free from bias.
- Enhancing Workplace Safety: Rather than restricting women from travel-based roles or late hours, companies should invest in safe transport options, security measures, and robust anti-harassment policies. Creating a secure workplace environment encourages women to pursue diverse roles without safety concerns limiting their career choices.
- Encouraging Women in Leadership: Mentorship programs and leadership development initiatives targeted at women can help bridge the gender gap in senior positions. Increasing female representation in decision-making roles fosters inclusive policies and creates a supportive corporate culture.
- Strengthening Legal Frameworks and Implementation: While India has strong workplace harassment laws, such as the POSH Act, strict enforcement and awareness campaigns are crucial. A zero-tolerance policy toward harassment, coupled with regular training sessions, can contribute to safer work environments.
Moving Beyond Tokenism: A Shift in Corporate Mindset
Corporate diversity initiatives often appear performative designed to meet quotas rather than drive meaningful change. Having a few women in leadership positions does not signify equality. Real inclusivity involves understanding and addressing the lived experiences of women at all levels.
For example, recognizing that a woman’s request for WFH is not about reduced commitment but about balancing disproportionate responsibilities. Similarly, hiring women for sales or service roles should not be dismissed due to travel concerns but should be met with systemic solutions that make these roles accessible.
The Road Ahead
The corporate world must move beyond token diversity measures and genuinely embrace inclusivity. Gender discrimination does not disappear simply because a few women have broken the glass ceiling—many continue to struggle in silence. Companies must build workplaces where women are not only welcomed but actively supported in their professional growth.
Achieving gender equality is not solely a women’s issue; it is a workplace issue. When companies take meaningful steps toward inclusivity, they create an environment where all employees thrive, leading to better business outcomes, increased productivity, and more innovation. The time to accelerate action for gender equality is now—not just in policy but in practice.
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