{"id":6249,"date":"2022-03-08T12:57:00","date_gmt":"2022-03-08T01:57:00","guid":{"rendered":"https:\/\/brighten.com.au\/resources\/media-centre\/beating-the-bias-the-glass-ceiling-effect-and-its-impact-on-women-in-the-workplace\/"},"modified":"2022-03-28T14:50:22","modified_gmt":"2022-03-28T03:50:22","slug":"beating-the-bias-the-glass-ceiling-effect-and-its-impact-on-women-in-the-workplace","status":"publish","type":"media-centre","link":"https:\/\/brighten.com.au\/zh-hant\/media-centre\/beating-the-bias-the-glass-ceiling-effect-and-its-impact-on-women-in-the-workplace\/","title":{"rendered":"Beating the Bias: The Glass Ceiling effect and its impact on women in the workplace"},"content":{"rendered":"\n

Publication Date: Tuesday, 8 March 2022
This article originally appeared in Dynamic Business<\/a><\/em><\/p>\n\n\n\n

While it is well known that women continue to face barriers to progress in the workplace\u2014and in many other aspects of society. Women have been attempting to defy societal norms and expectations. <\/strong><\/p>\n\n\n\n

They have marched and fought for their rightful place in society. The #MeToo movement has started to undo centuries of patriarchy, but we still have a long way to go, especially in the workplace, where the \u201cglass ceiling\u201d still exists. <\/p>\n\n\n\n

Despite the fact that many countries around the world have begun to take steps toward eradicating patriarchy and establishing equality, gender parity is unlikely to be achieved in our lifetimes; according to the Global Gender Gap Report 2020, gender parity will not be achieved for another 99.5 years.<\/p>\n\n\n\n

We asked women entrepreneurs to share their perspectives on the less-discussed workplace challenges that women face as employees and leaders.<\/p>\n\n\n\n

Taryn Williams, Founder & CEO, WINK Models, theright.fit<\/h3>\n\n\n\n

\u201cThere is a concept that was raised by Annabel Crabb in her book \u2018The Wife Drought\u2019 which I think rings very true, often females are the ones who are also the primary caregiver at home, and seem to take on the main burden of household chores too. <\/p>\n\n\n\n

\u201cWhereas men often have a \u2018wife\u2019 who does a lot of these things, which makes it easier to succeed in their careers as they have more time, energy and the capacity to pursue career advancement.<\/p>\n\n\n\n

\u201cI think a way to overcome it can be acknowledging this as a very real hindrance for women and to build systems and functions to support\/re-establish the balance. For example, free childcare provided by workplaces, drycleaning provided by employers, meals available at work, flexible work hours or job share, and then also acknowledging it within relationships so that there is a better split of responsibilities so that both the male and females can succeed in their career and succeed at home.\u201d<\/p>\n\n\n\n

Natalie Sheehan \u2013 Head Of Distribution at Brighten Home Loans<\/h3>\n\n\n\n

\u201cIndustry culture can have a big impact on the confidence of women at work. It is important for women to be empowered in the workplace. Dismantling workplace environments and systems that were not originally built for women, for example, the financial services industry is an important step towards building healthier organisations.  <\/p>\n\n\n\n

\u201cMy advice to women who are facing similar challenges is to believe in yourself.  I truly believe that success comes down to confidence in your own capabilities.  <\/p>\n\n\n\n

\u201cExternal validation will not always be there, that is why you need the confidence to put yourself forward for opportunities, a thick skin, mental toughness, perseverance and to recognise that not all working environments are the right place for you. When that happens, seek out an organisation that recognises the importance of gender diversity and provides access to female role models and mentors.\u201d <\/p>\n\n\n\n

Lily Clarke, System Engineer, SAS ANZ <\/h3>\n\n\n\n

\u201cWe often talk about gender representation in STEM organisations, and while we have certainly witnessed the industry make progress towards a more equal ratio, the presence of females in technical and technical leadership roles is often underrepresented. At SAS however, I\u2019m inspired by the business focus in this area, on areas including career and leadership development, collaboration and networking.<\/p>\n\n\n\n

\u201cA challenge often faced with women in leadership roles specifically is mentoring opportunities. More often than not, women are paired with women \u2013 while this promotes story-sharing and unity, it also places limitations on opportunities to speak with like-minded individuals who share experience, goals and interests, irrespective of gender.<\/p>\n\n\n\n

\u201cWhile this is almost certainly the result of slowly evolving unconscious bias alongside a lack of females following STEM careers, the issue can be addressed by creating forums of like-minded contributors to form a supportive community. For instance, SAS\u2019 Women\u2019s Initiative Network is a diverse group of people focused on empowering, encouraging and inspiring women to pursue excellence in their careers.\u201d<\/p>\n\n\n\n

Daphne Ng, CEO and Co-Founder of Dedoco <\/h3>\n\n\n\n

\u201cTechnology is the core of the digital economy. Working in a male-dominated industry where women only make up around 30% in STEM, it\u2019s critical to have representation in a sector where I see the future of work headed. The rapid digital advancement of our world provides an abundance of opportunities, which is why I want to help drive diversity in this field.<\/p>\n\n\n\n

\u201cGrowing up in a family business environment, I understood the importance of guidance and leadership from early on, which also laid the foundation of my journey to becoming the CEO of a technology start-up. <\/p>\n\n\n\n

\u201cFurthermore, I want to keep encouraging women to pursue careers in technology, which is why we launched a Girls-in-Tech (GIT) Hub in January of this year. It\u2019s a forum for inspiring, nurturing, and mentoring the company\u2019s female employees to cultivate an empowered team.\u201d<\/p>\n\n\n\n

Tamara Oppen, Managing Director Australia at GoDaddy<\/h3>\n\n\n\n

\u201cShifting unconscious bias is a societal issue we can all help address. At GoDaddy, our culture is built on respect and individuality, where employees are encouraged to bring their authentic selves to work every day. <\/p>\n\n\n\n

\u201cEquitable compensation, work-life integration, policies around diversity, equity and inclusion along with strong role models across the business, are essential for helping to ensure women can succeed. The culture needs to be part of an organisation\u2019s DNA, with a commitment to customers, employees and the communities they support.  <\/p>\n\n\n\n

\u201cEnsuring women are remunerated fairly in recognition of their work, equal to their male peers, is also important. This is the seventh year GoDaddy has achieved pay parity across the organisation. Since first reporting gender and salary data in 2015, our gender representation has grown by seven per cent. If we come together and support each other, we can affect positive change.\u201d<\/p>\n\n\n\n

Trish Trainor, Engineering Manager at Dovetail<\/h3>\n\n\n\n

\u201cMore often than not, technology is a male-dominated industry. With this, comes unconscious bias and limited opportunities for women. I\u2019m fortunate enough to work at Dovetail, a company where almost half of our tech employees are women. <\/p>\n\n\n\n

\u201cThere is still more that organisations can do to eliminate unconscious bias in the workplace and to create more meaningful opportunities for women. I believe organisations need to proactively offer more opportunities for women in tech and business to thrive. As an organisation, this can be through advocating for mentorships, leadership or additional training and support.<\/p>\n\n\n\n

\u201cAs an individual, it\u2019s essential to recognise that we all play a part in overcoming unconscious bias in the workplace, regardless of gender. This can be achieved by consciously looking at how you can contribute to providing space for women to thrive in an organisation in day-to-day scenarios to ensure the micro-inequities that occur are eliminated. <\/p>\n\n\n\n

\u201cI\u2019m looking forward to a time when we don\u2019t have to wait for one day a year to celebrate the achievements and accomplishments of women around the world.\u201d<\/p>\n\n\n\n

Myra Beal, Chief of Staff and General Counsel at Metigy<\/h3>\n\n\n\n

\u201cDomestic and family violence is not just a private or personal issue. The ABS estimates around one in six female workers have experienced or are currently experiencing family or domestic violence. While Australia has introduced unpaid family and domestic violence leave to support victims of family and domestic violence, at Metigy, we believe employers have a responsibility to do more. <\/p>\n\n\n\n

\u201cIn a crisis, people need access to funds as well as time off work, especially when looking to get out of a toxic situation, which is why we offer an extended five days of paid leave so that victims of violence feel more empowered to put their wellbeing first and not be at a  financial disadvantage in their time of need.\u201d<\/p>\n\n\n\n

Julie Cooper, Senior Content and Communications Specialist at AZK Media<\/h3>\n\n\n\n

\u201cOne of the biggest workplace challenges facing a woman today is her own self-belief. Women tend to downplay their achievements, truly underestimating them. Most often, it stems from the fear of appearing too \u201carrogant\u201d or too \u201cfull of ourselves.\u201d<\/p>\n\n\n\n

\u201cIn reality, however, that strong sense of belief in oneself is a vital component of success. It\u2019s what makes us feel brave enough and confident enough to put ourselves forward for promotions and the praise we deserve. It\u2019s key to creating lasting gender equality in the workplace.<\/p>\n\n\n\n

\u201cTo cultivate this strong sense of self-belief takes seeing ourselves \u2018in a new light\u2019. It means having our own backs. And it\u2019s a practice; a daily remembrance that we are worthy of everything wonderful in this life and especially, at work. <\/p>\n\n\n\n

\u201cThe beauty of creating this unshakeable self-belief is that in doing so, we\u2019re also giving others permission to do the same.\u201d<\/p>\n\n\n\n

Rohini Sharma, Industry Lead, monday.com <\/h3>\n\n\n\n

\u201cI believe organisations need to think holistically and devise workplace practices around the human journey and each of its stages. Business leaders need to ask themselves what will drive employees to make both a fulfilling career and life. While there\u2019s been a concerted push over the past five years to implement compassionate parental leave policies, there are other stages to consider.<\/p>\n\n\n\n

\u201cJuggling full-time work and family life are difficult. Children require consistent support, especially at crucial junctures like the transition into school. More support is required so parents don\u2019t feel they have to make a choice between their family and career \u2013 not only post-childbirth but as their children grow. <\/p>\n\n\n\n

\u201cEmployees struggling to achieve a balance must be encouraged to adopt flexible working hours or hybrid work models. If their output and contribution remain the same, why risk losing talent to the 9-5 grind?\u201d<\/p>\n\n\n\n

Kate Evans, Group Executive for People, Brand and Communications, SHAPE Australia<\/h3>\n\n\n\n

\u201cHaving spent 17 years working in the male-dominated construction industry, it\u2019s apparent that the sector must create and implement necessary policies that challenge gender stereotypes and encourage females to flourish.<\/p>\n\n\n\n

\u201cAt SHAPE, we\u2019ve implemented a robust Gender Action Plan designed to produce and maintain a compelling employment proposition for women. One challenge we address head-on is the pressure women often face when it comes to parental leave. Having to decide between continuing a career or caring for a child shouldn\u2019t be mutually exclusive.<\/p>\n\n\n\n

\u201cThe SHAPE Parental Leave policy is non-gender specific and sets a framework for support and benefits that are available to work parents. Ensuring parental leave policies are gender-neutral validates a company\u2019s commitment to a fair and flexible approach for working parents and helps remove the pressure often faced by women.\u201d<\/p>\n\n\n\n

Bronwyn Le Grice Founder, CEO, and Managing Director of ANDHealth<\/h3>\n\n\n\n

\u201cAs a female founder in the fast-growing Australian digital health industry, I\u2019m passionate about the role women can play as leaders in the STEM and SME sectors.<\/p>\n\n\n\n

\u201cThe best digital health ideas today are not gendered or tied to a specific job description; they are coming from those that have real-world experience with the problem they are trying to solve.<\/p>\n\n\n\n

\u201cHowever, we know that bias prevents female-generated ideas from having equal access to investment, especially for small technology companies, highlighted by the fact that 82% of female founders across sectors believe gender has impacted their ability to raise VC funding (State of Australian Startup Funding report).<\/p>\n\n\n\n

\u201cTo break our biases meaningfully \u2013 and we all have them \u2013 we need to do more to bring women into leadership circles. It\u2019s not sufficient to say \u201cI hire lots of women\u201d. All leaders, male and female, need to be aware that systemic bias exists, then take definitive and meaningful action to change policies, processes and behaviours to remove that bias. <\/p>\n\n\n\n

\u201cWe have to actively take steps to give women and minorities the same opportunity for development, extension, and investment of time and money, as their male counterparts. Finally, we have to support our female founders and CEOs, as we know that female leaders create more diverse teams.\u201d<\/p>\n\n\n\n

Irene Georgakopoulos, Director of Talent Acquisition & Culture and co-founder, Physio Inq<\/h3>\n\n\n\n

\u201cChallenge no 1<\/strong>: the mum guilt. I have never spoken to any mum in the workplace who doesn\u2019t harbour some form of guilt around not being there as much for their children as they would like. The key to overcoming this is to understand we are not alone and to reach out to our fellow mum colleagues who are in the same boat for support and the occasional download. This makes all the difference, and many times these conversations empower us to see things from another perspective and keep soldiering on, knowing we are not the only ones.<\/p>\n\n\n\n

\u201cChallenge no 2:<\/strong> Not having many women in the team at the leadership level and in the company, you work in actively seeking out other women to mentor or work with has never been easier. With LinkedIn, for example, connecting and chatting with another female. The executive is only a click away, and I have personally found several female friends I can go to if I need to soundboard an idea or chat through a problem.<\/p>\n\n\n\n

\u201cChallenge 3: <\/strong> Being labelled as too \u201cemotional\u201d. I think the moment I embraced what I had to offer to a conversation (and just be myself) this stopped being an issue for me. Women sometimes subconsciously buy into this notion that we need to be more \u201cserious and professional\u201d to be in a leadership role, and then start to pretend to be someone else. Letting this go and embracing the fact we offer a valuable and unique perspective by simply being a female\u2026that is where the magic happens.\u201d<\/p>\n\n\n\n

Paula Kilby, Talent Acquisition Manager at Cyara<\/h3>\n\n\n\n

\u201cMany women or working parents in the workforce need ongoing flexibility, and they shouldn\u2019t be shamed because of it. If female employees take time off for menstrual cramps, smear tests, IVF treatment, endometriosis pains or anything else, they must not be met with raised eyebrows. <\/p>\n\n\n\n

\u201cThese things are not just baggage we can leave at the front door when we start a workday \u2013 they are everyday things that happen because we are women. They don\u2019t start and finish at a regular time either, so having greater levels of flexibility with your employer just needs to happen \u2013 it\u2019s that simple.<\/p>\n\n\n\n

\u201cFor the last two years, people have proved time and again that they can work from anywhere, anytime and still get the job done. Why give your employees the tools to work from home and then ask them to justify why they aren\u2019t at the office? Trust your employees and they will deliver.<\/p>\n\n\n\n

\u201cYou don\u2019t hire good people and then treat them like robots. It shouldn\u2019t matter how many days they are in the office or work from home if they are meeting goals and getting the job done. And if companies don\u2019t plan to continue offering a flexible workplace option, then they are going to feel the effects of the \u201cgreat resignation\u201d from an employee perspective.\u201d<\/p>\n\n\n\n

Lamia Lee, Executive Director, ANZ \u2013 Commercial, Customer Success and Project Management at Lucid<\/h3>\n\n\n\n

\u201cAs we celebrate International Women\u2019s Day, we are once again reminded that while we have made inroads in the workplace to make it a more balanced one in terms of gender diversity, much more needs to be done in supporting women in the work environment.<\/p>\n\n\n\n

\u201cThis can be in the form of organisations providing more flexible arrangements for mothers re-entering the workforce and offering dads and partners more paternity leave to support their spouses. Governments can also help with childcare subsidies as we know many times the high cost of childcare is a barrier to many mothers returning to work.<\/p>\n\n\n\n

\u201cThe pandemic highlighted how many women and mothers still carried the main burden of working, taking care of their household and children and homeschooling. While this juggling act was difficult for many mothers, what it has shown us is that there is scope for organisations to move to a more flexible mode of working which can significantly help mothers in having a more equitable work-life balance.<\/p>\n\n\n\n

\u201cThere should also be greater support and emphasis to see more women take more leadership positions at technology companies. The tech industry is still very much male-dominated and more needs to be done to change this. STEM education for girls should be introduced at primary and secondary schools so that we can nurture a love of science and technology and lead to careers in this field.<\/p>\n\n\n\n

\u201cWomen are great communicators and collaborators, not to mention have a good eye to detail and the big picture. These soft skills that women bring to organisations can tremendously boost workplace success. Is it not then time that we ensure we build more inclusive workplaces for our female employees?\u201d<\/p>\n\n\n\n

Tarsi Luo, Bellamy\u2019s Organic CEO<\/h3>\n\n\n\n

\u201cWhile Asian Australian women are seen as hardworking professionals, getting ahead and advancing into senior roles presents a huge challenge for this demographic. The glass ceiling for Asian women in business is a result of internalised behaviour from a young age \u2013 such as being passive or shying away from self-promotion \u2013 and underlying bias in the corporate world. <\/p>\n\n\n\n

\u201cAsian Australian women must learn how to stand up and be heard if they want to be noticed for executive roles, even if it means \u2018unlearning\u2019 the centuries-old Asian values that are instilled in us. <\/p>\n\n\n\n

\u201cTo these women, I say, chase those promotions or opportunities (stay persistent even if you get knocked back at first), learn how to network widely and effectively, speak up at meetings, and find ways to add value to the role or company (you\u2019re not just a busy bee). Your diversity is an asset in leadership roles, so back yourself at every step of the way.\u201d<\/p>\n\n\n\n

Ruby Kolesky, Co-CEO and Heart of Product at Joyous<\/h3>\n\n\n\n

\u201cAs a woman in leadership within the male-dominated technology sector, every day, I make it a priority to lead authentically with deliberate intention. Rather than conforming to traditional leadership behaviours where decisions are made based on business outcomes, I prioritise people and foster a culture of love.<\/p>\n\n\n\n

\u201cI often wonder if this style of leadership is misconstrued as a lack of focus on execution and productivity and if that might be why I don\u2019t see other women leading in a similar way. By fostering a loving workplace at Joyous over the last two years, we have enabled far greater levels of execution and productivity. Why?<\/p>\n\n\n\n

\u201cBecause the development of meaningful and rich relationships across functions and individuals has proved to be far more effective than working in silos.<\/p>\n\n\n\n

\u201cMy advice? Treat your people as human beings, not employees. Respect and include them in discussions, regardless of structure and hierarchy, and encourage them to prioritise their own lives overwork. <\/p>\n\n\n\n

\u201cOffer flexible working arrangements, trust them to do the right thing, and tell them you do! Turns out that love is what differentiates us and stops people from wanting to leave.\u201d<\/p>\n\n\n\n

Myra Beal, Chief of Staff and General Counsel at Metigy<\/h3>\n\n\n\n

\u201cDomestic and family violence is not just a private or personal issue. The ABS estimates around one in six female workers have experienced or are currently experiencing family or domestic violence. While Australia has introduced unpaid family and domestic violence leave to support victims of family and domestic violence, at Metigy, we believe employers have a responsibility to do more. <\/p>\n\n\n\n

\u201cIn a crisis, people need access to funds as well as time off work, especially when looking to get out of a toxic situation, which is why we offer an extended five days of paid leave so that victims of violence feel more empowered to put their wellbeing first and not be at a financial disadvantage in their time of need.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

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