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Balancing Work Life Emerging Gender Issues

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Issues in managing women career development in a firm while attempting to strike a balance between family, domestic and other personal commitments on one hand and demands of workplace objectives

Published in: Business, Career

Balancing Work Life Emerging Gender Issues

  1. 1. Emerging Gender Issues Balancing Work-Life
  2. 2. Learning Objectives At 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
  3. 3. “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
  4. 4. 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
  5. 5. Stages in Evolution of Modern Workplace
  6. 6. Evolution of Modern Workplace The modern workplace is characterized by increasing number of women which gave rise to the following challenges. 1.Gender Equality 2.Equal Pay 3.Glass Ceiling at Top Echelon 4.Gendered Stereotypes 5.Gender Reassignment 6.Responsibility of Birthing and Lactation
  7. 7. 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
  8. 8. "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
  9. 9. 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
  10. 10. Women and Career Development The demand for equal opportunity at all levels provided impetus that catalyzed global awakening in career development among women.
  11. 11. 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
  12. 12. Types of Barriers Against Women Career Development i. Person- centered barriers ii. Situation-centered barriers
  13. 13. Person-Centered Barriers • Skills • Work Enhancing Behaviours • Personality Traits
  14. 14. Situation-Centered Barriers • Corporate Policy • Organisational Practices • Cultural Inclination • Attitudinal Influence
  15. 15. Common Factors that Influence Women Career Progression • Duration of work • Qualification • Organisational culture • Workload
  16. 16. Measuring Inequality Gender 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
  17. 17. Gender Empowerment Measure Rank Country Amount 1 Norway 0.837 2 Sweden 0.824 3. Denmark 0.821 4. Finland 0.803 5. Netherlands 0.781 6. Canada 0.777 7. Germany 0.765 7. New Zealand 0.765 9. Australia 0.759 10. United States 0.757 11. Austria 0.745 12. Switzerland 0.718 13. Belgium 0.706 14. United Kingdom 0.684 15. Ireland 0.675 Source: NationMaster.com
  18. 18. 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.
  19. 19. Aspects of Domestic Labour • Household Cleaning • Shopping • Caring for ill members of the family • Laundry • Cooking • Nursing Infants
  20. 20. Barriers to The Required Change • Conflicts • Fear • Lines of Prohibition • Inability • Absence of favourable communal thinking • Rising individuality profiles • Resistance
  21. 21. Favourable Legislation • Working Hours • Leaves • Minimum Wages
  22. 22. Types of Leaves • Sabbatical Leave • Long Service Leave • Carer’s Leave • Maternity Leave • Paternity Leave • Ceremonial Leave • Compassionate Leave • Study Leave • Cultural Leave
  23. 23. 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.
  24. 24. 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.
  25. 25. 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
  26. 26. 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
  27. 27. 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.
  28. 28. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e- Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l 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; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, 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; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; 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 Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting intangible contributions of host communities and ecological environment: A model celebrated globally as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to Professional Institutes and Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.
  29. 29. Thank You

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