HR Management & Compliance

Increasing Gender Equality

Yesterday’s Advisor featured the first seven tips from Attorney Jonathan Segal on improving gender equality. Today, the rest of the story.

Segal, one of the Society for Human Resource Management’s (SHRM) top speakers, offered his tips at SHRM’s Annual Conference & Exposition, held recently in Washington, D.C.

[go here for tips 1 through 7]

  1. Empowerment Vehicles

Mentoring can be important, but take care in setting it up. There can be dangers in gender matching, for example, if there are few woman mentors. Cross-gender mentoring is recommended.

A mentor might, for example, counsel a female “leaning in” for a raise: Don’t say, “I need a raise.” Say something more like, “I am delighted that I’ve met your expectations; here are my expectations.”

Affinity groups can be empowerment vehicles, but consider carefully, because there are risks and practical issues to consider.

  1. Evaluations/Assessments

Here are three common traps leaders make in evaluating for hiring, promotion, and pay:

  1. “Like me” bias (mismeasuring strength of women)
  2. Stereotypic assumptions (commitment and childcare)
  3. Double standard (men are assertive; women are abrasive)

Again, if you audit, consider doing it in such a way that the analysis is protected by privilege.

  1. Squash Harassment

Sadly, says Segal, one in four women believes she has been subject to harassing behaviors.

Training should cover:

  • Types of harassment (quid pro quo, hostile work environment—obvious and perhaps less obvious)
  • Affirmative management responsibilities (It is not enough to refrain, you must respond proactively if you see harassment, even if there is no complaint.)
  1. Ensure Performance Management

Remember that avoidance can be a form of discrimination. For example, “I didn’t criticize her because I was worried it might be perceived as harassment.” That’s denying the person the feedback she needs to get ahead.

  1. Communicate

Beware of social inclusion issues. Are women excluded from gatherings consciously or unconsciously? Consider finding or including some additional or different activities.

Suggested Communications:

  • Equal employment opportunity (EEO) policy and complaint procedure that covers discrimination—gender and pregnancy—and harassment—sexual and nonsexual
  • Value statement
  • Code of conduct

It’s important to use gender-neutral language and expressions.

In Management Training:

  • Make the business case (include examples).
  • Cover prohibited discrimination, including:
    • Direct discrimination (need a man to command respect of constituency);
    • Stereotyping (women and children);
    • Unconscious bias (when woman leans in);
    • Pregnancy bias; and
  • Make clear manager’s accountability.

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