{"id":8943,"date":"2024-03-01T01:52:00","date_gmt":"2024-03-01T00:52:00","guid":{"rendered":"https:\/\/www.signium.com\/?post_type=news&p=8943"},"modified":"2024-03-01T04:53:08","modified_gmt":"2024-03-01T03:53:08","slug":"repairing-the-broken-rung","status":"publish","type":"news","link":"https:\/\/www.signium.com\/fi\/news\/repairing-the-broken-rung\/","title":{"rendered":"Repairing the Broken Rung"},"content":{"rendered":"\n

The inability to promote women beyond the first managerial level remains one of the most critical issues for leaders to solve. We explore this phenomenon and possible solutions.<\/em data-aos=\"fade-up\"><\/h3>\n\n\n\n

This far into the 21st century, one might have expected humanity to have gained a firmer grasp on practicing diversity, equity, and inclusion (DE&I) in the global workplace. While we\u2019ve certainly made strides in understanding what has been termed \u2018the glass ceiling\u2019 and other socio-economic challenges, we still need to make further progress in leveling the playing field for women in the workplace.  <\/p>\n\n\n\n

Old Problems, New Buzzwords \u2013 What is \u2018The Broken Rung\u2019? <\/strong data-aos=\"fade-up\"> <\/h3>\n\n\n\n

Decades of research now debunk the myth that the glass ceiling phenomenon is the primary barrier that women face in career advancement. Introducing a new notion and buzzword: “the broken rung” has gained prominence in recent years as the most significant barrier women face in advancing from entry-level positions to managerial roles.   <\/p>\n\n\n\n

A recent McKinsey survey highlights that women \u2013 and especially women of color \u2013 are promoted less frequently than men, despite possessing equal performance potential. This early career setback creates a persistent lag, and the more a woman misses those first few promotions, the harder catching up becomes as this McKinsey report reveals<\/a data-aos=\"fade-up\">.  <\/p>\n\n\n\n

Exploring The Gender Gap with McKinsey\u2019s Findings:<\/strong data-aos=\"fade-up\">\u00a0<\/p>\n\n\n\n

The McKinsey study demonstrates that, as of 2023, women comprise 48% of the entry-level workplace, yet only 28% of C-Suite roles are filled by women \u2013 a meager 6% being women of color. This may be due to the fact that for every 100 men promoted to managerial roles, only 87 women receive similar promotions.  <\/p>\n\n\n\n

A recent Harvard Business Review<\/a> also reveals that women still earn 17% less than men on average \u2013 a young woman today will typically lose $407,760 <\/em data-aos=\"fade-up\">over a 40-year career, compared to a man on the same career path.  <\/p>\n\n\n\n

The women most impacted by these disparities are women of color \u2013 Black, Hispanic, Asian and of mixed race.\u00a0\u00a0\u00a0<\/p>\n\n\n\n

For us to understand the complexities of the broken rung phenomenon, which is where most of the career pathway damage is done, we must examine the common barriers that prevent women from being promoted to managerial positions in the first place.\u00a0\u00a0<\/p>\n\n\n\n

1. Unconscious Bias\u00a0<\/strong data-aos=\"fade-up\"><\/p>\n\n\n\n

Despite efforts to promote gender equality, deeply ingrained stereotypes and prejudices can influence decision-making processes. Studies show that women are often perceived as less competent for leadership positions compared to their male counterparts. The challenge with this sort of bias is that it\u2019s subconscious<\/em data-aos=\"fade-up\">, making it particularly difficult to address.  <\/p>\n\n\n\n

2. Lack of Mentorship\u00a0<\/strong data-aos=\"fade-up\"><\/p>\n\n\n\n

Women are often underrepresented in mentorship programs, which limits their opportunities for professional development and networking while denying access to mentors who can advocate for their advancement. <\/p>\n\n\n\n

3. Preconceived Notions about Leadership Styles\u00a0<\/strong data-aos=\"fade-up\"><\/p>\n\n\n\n

Traditional stereotypes depict leaders as assertive, dominant, and competitive \u2013 traits often associated with masculinity. Consequently, women who exhibit different leadership styles or qualities often face challenges in being recognized and promoted. <\/p>\n\n\n\n

4. Work Flexibility Preconceptions\u00a0<\/strong data-aos=\"fade-up\"><\/p>\n\n\n\n

The 2023 McKinsey survey highlights that 78% of women value the opportunity to work remotely, predominantly because they play the lead nurturing role within their homes. Working remotely also reduces exposure to microaggressions and increases psychological safety \u2013 an attractive alternative to facing such conflicts at the office.  <\/p>\n\n\n\n

On-site roles, which typically attract men, offer advantages such as access to company resources, increased collaboration and communication with teams, and greater company culture connectivity. Collectively, these factors place the odds firmly in the favor of people who opt for in-office roles. <\/p>\n\n\n\n

5. High Occurrence of Microaggressions\u00a0<\/strong data-aos=\"fade-up\"><\/p>\n\n\n\n

Microaggressions are subtle forms of discrimination that can have a detrimental impact on women in the workplace. Microaggressions are 1.5 to 2.5 times more likely to occur against women than men, and the McKinsey survey reveals that women of color, LGBTQ+ women, and disabled women experience significantly higher rates of microaggressions.  <\/p>\n\n\n\n

Key Considerations for Leaders to Drive Change<\/strong data-aos=\"fade-up\"> <\/h3>\n\n\n\n

To address the disparities caused by the broken rung phenomenon and promote gender equality in leadership roles, companies must implement effective practices supporting women’s entry-level development.  <\/p>\n\n\n\n

Shireen Ng<\/a>, Director at Signium Singapore<\/a data-aos=\"fade-up\">, notes how recent global changes have provided the means to re-design corporate workspaces and processes, often for the better. \u201cThe post-pandemic world has radically shifted the meaning of work and life. Working in a hybrid\/remote mode allows employees to be more efficient in many ways. Organizations will also be seen as advocates of mental health in helping employees find that work-life harmony, that high-potential women may trade for their families.\u201d\u00a0<\/p>\n\n\n\n

\u201cWith the changing demographics and landscape of talents, organizations that truly embrace DE&I as their DNA will reap the benefits in medium to long-term goals to nurture resilient and highly nimble leaders for themselves,\u201d says Ng.  <\/p>\n\n\n\n

One company taking significant steps toward supporting DE&I in the workplace is Mastercard, which launched its Path to Parity<\/em data-aos=\"fade-up\"> initiative in 2020. Taking a multifaceted approach to developing equality, Mastercard offers women\u2019s leadership development programs, formal mentorships, strict equal pay policies, and various initiatives aimed at empowering women.  <\/p>\n\n\n\n

There are a variety of critical considerations<\/a data-aos=\"fade-up\"> that leaders could turn to when building policies and procedures geared toward promoting gender equality and women\u2019s progression which include the following:  <\/p>\n\n\n\n