Emerging Gender Issues

Balancing Work-Life

Learning ObjectivesAt the end of this course, participants should be able to

do the following:• Identify the evolutionary path of modern workplace

within the context of gender issues• Identify the key drivers of women career

development and the barriers that must be surmounted

• Identify domestic issues of concern in a woman’s personal life

• Identify the role of law and policy in achievement of work-life balance

“Companies today cannot afford to ignore the issue of work-life balance. Providing employees the flexibility to address personal commitments, without compromising the needs of the business, can make the difference between a good working environment and a great one.”

- Diane Domeyer

Work Life Balance is the creation of a work environment that provides flexibility for employees to enable them to achieve a better balance between work, family and life commitments.

Source: Government of Western Australia

Stages in Evolution of Modern Workplace

Evolution of Modern Workplace

The modern workplace is characterized by increasing number of women which gave rise to the following challenges.

1.Gender Equality2.Equal Pay3.Glass Ceiling at Top Echelon4.Gendered Stereotypes5.Gender Reassignment6.Responsibility of Birthing and Lactation

Further Issues in Workplace• Lack of cooperation between men and women• Prevalent mindset about lower capability of

women• Misinterpretation of religion• Low awareness of women rights• Non-availability of breastfeeding facility• Implementation of Paternity leave• Inequitable practices during promotion• Gender division of work• Networking of men

"The differences between paychecks have more to do with the differences between social classes and increasingly, the education that, more than anything else today, determines class membership than with the differences between the sexes. Within classes, differences between men and women persist, although they are steadily lessening.”

- Elizabeth Fox-Genovese, Claims That Women Face Discrimination in the Workplace Are Exaggerated

Women make up 50 percent of the global population. In meeting the challenges of tomorrow’s economy, businesses cannot afford to overlook the talents offered by this half of the population.

Source: Sanofi Aventis

Women and Career Development

The demand for equal opportunity at all levels provided impetus that catalyzed global awakening in career development among women.

What do women need to advance in the labour market?

• Self-esteem• Career development self-efficacy skills Attitudes + Aptitudes + Aspirations+ Experience• Evidence of having employability skills • Sufficient industry/sector-specific technical skills,

that employers are looking for• Awareness/support/flexibility/money to access re-

training and job opportunities• Fair and equal recruitment & employment

practices! Source: Elizabeth Pollitzer

Types of Barriers Against Women Career Development

i. Person- centered barriersii. Situation-centered barriers

Person-Centered Barriers

• Skills• Work Enhancing Behaviours• Personality Traits

Situation-Centered Barriers

• Corporate Policy• Organisational Practices• Cultural Inclination• Attitudinal Influence

Common Factors that Influence Women Career Progression

• Duration of work• Qualification• Organisational culture• Workload

Measuring InequalityGender Empowerment Measure (GEM), is a measure of

agency. It evaluates progress in advancing women's standing in political and economic forums. It examines the extent to which women and men are able to actively participate in economic and political life and take part in decision-making. While the Gender-related Development Index (GDI) focuses on expansion of capabilities, the GEM is concerned with the use of those capabilities to take advantage of the opportunities of life.

Source: UNDP, Human Development Reports

Gender Empowerment MeasureRank Country Amount1 Norway 0.8372 Sweden 0.8243. Denmark 0.8214. Finland 0.8035. Netherlands 0.7816. Canada 0.7777. Germany 0.7657. New Zealand 0.7659. Australia 0.75910. United States 0.75711. Austria 0.74512. Switzerland 0.71813. Belgium 0.70614. United Kingdom 0.68415. Ireland 0.675

Source: NationMaster.com

Women and Family Issues

In most homes especially in Africa, women coordinate and carry out domestic labour with the intention of achieving greatly within the family.

Aspects of Domestic Labour

• Household Cleaning• Shopping• Caring for ill members of the family• Laundry• Cooking• Nursing Infants

Barriers to The Required Change

• Conflicts• Fear• Lines of Prohibition• Inability• Absence of favourable communal thinking • Rising individuality profiles• Resistance

Favourable Legislation

• Working Hours• Leaves• Minimum Wages

Types of Leaves

• Sabbatical Leave• Long Service Leave• Carer’s Leave• Maternity Leave• Paternity Leave• Ceremonial Leave• Compassionate Leave• Study Leave• Cultural Leave

Corporate Policy

The policy thrust of a forward looking organisation must be inclined to provide a turf that accelerates dual agenda, which combines organisational needs and demands of worker’s personal life. It must signify a departure from the old school assumption about a committed and competent employee being one who has no other responsibility in life.

Policy Perimeter

Work-Life Policy should encompass flexible work options, elder care provision, cluster of leave varieties, culture of work-life balance imbibed as best practice, periodic conduct of work-life balance survey, and promotion of awareness of entitlements which can assist employees in achieving distinctive balance marks.

General Work-Life Benefits

• Child Care• Elder Care• In-House Services• Variety of Leaves• Flexi-Time• eWorking• Employee Assistance Programmes• Social Club Services• Gym Services

What do organizations need to implement gender equality policies well?

• ‘Business case’ showing that gender diversity/equality increases value/status/competitiveness

• Facts & figures showing that gender parity in the workplace delivers better performance/impact

• Examples of good leadership within sector/company• Solutions that work and are transferable• Regulatory and voluntary compliance in line with societal

expectations of social justice• Recognition and reward by peers of actions leading to

positive change Source: Elizabeth Pollitzer

Exercise

1. Discuss evolution of modern workplace within the context of gender issues.

2. What are the barriers to positive change in work-life balance and how can they be surmounted.

Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He holds Interim Management Assignments on Boards of Companies as Non-Executive Director.

Thank You