How do managers bridge the gender gap in your organization?
If they are anything like the great managers I work with, they fully support gender equity initiatives and programs. They are allies to women, willing to listen, understand, and amplify the voice of women. Managers who are allies help to address talent management inequities. I wrote about some of these in a previous post. Here are a few more.
Equitable Performance Evaluations
Performance evaluations can make or break a career. Unfortunately, they are often based on criteria other than employee results and behaviors. Ask anyone who has sat in on a calibration meeting: even when an organizational culture is very healthy and well established, equitable evaluations take time and practice. If your organization is working to bridge the gender gap, the performance evaluation process should be carefully reviewed and updated.
For example, how do you differentiate top performers without gender bias? Do you use blind evaluation rubrics?
Ultimately, managers use their judgment. Assumptions, likeability, and group think (if calibration meetings are utilized within your organization) can influence the outcome of performance evaluations. Great managers apply fair and equitable standards, regardless of gender, that serve the organization well.
Equitable Compensation and Promotion
When managers provide clear information—when communication is consistent and reliable—compensation and promotion is much more equitable.
Here are a few questions to consider:
- Do all employees have access to median salary information for every position?
- How much flexibility do managers have in awarding compensation and promotion?
- Are employees aware of this? If not, why not?
- Do all employees have access to performance feedback? If not, why not?
- Is performance feedback tied to specific business outcomes?
- How do managers provide insight into what individual women need to do to advance?
Team Culture
Day-to-day practices greatly affect retention and workplace gender equity. Consider the stigma of WFH (work from home), flex schedules, and other family or accommodation policies. In many organizations, extreme dedication has become the team culture norm.
According toColleen Ammerman and Boris Groysberg, authors of Glass Half-Broken, “Women working flexible schedules tend to be seen as less committed and less motivated than those working standard hours, even when their actual performance is identical.”
Examining team cultures, and working with managers to intentionally shape them, is critical to bridge the gender gap.
What do you think? How do managers bridge the gender gap in your organization? I’d love to hear from you. You can reach me here, on LinkedIn, or give me a call: 561-582-6060.
