Yes, Involvement Matters!
Right from Falguni Nayar and Anjali Sud to Leena Nair and Kiran Mazumdar-Shaw, each woman leader has brought something new to the table. Taking inspiration from these leaders, many women started entering the world of employment and working. This improved company culture as well as boosted productivity. However, the ratio of dropping out of the office and taking work breaks has not been minimised.
Regarding this, managers at workplaces play an important role. It is their responsibility to create an inclusive environment for women that includes equal opportunities and payment. This article sheds light on the ways by which managers can retain their female employees.
- Give Sponsorship to Female Employees
To sponsor is to believe, to acknowledge, to support. It means that women employees who have done their best and have a way to showcase their efforts. It is the receipt that tells their work is apt and with the right people. According to research, women with sponsors have higher chances of staying in the organization than women with no sponsorships.
- Foster Female Participation in Significant Roles
350+ studies have mentioned that when the part or involvement of any employee is less significant in a particular environment, then it reduces his/her confidence and risk-taking ability. However, if that person receives appropriate help, his/her career becomes the cherry on top. Never underestimate the power of simply saying, ‘You should take on this role or apply for this position’ or ‘You did well on this project.’
- Ensure that your team recognizes a diversity of communication styles
Some employees are taught that it’s improper to ‘sing their own praises.’ Discuss with your team the need to listen to all kinds of communication styles—not just from the loudest and most frequent team members or from people who feel comfortable speaking of their own successes. Make an effort to listen actively to quieter team members.
- Provide women with good opportunities to demonstrate their technical abilities
Assign explicit responsibility for technical assignments with defined deliverables and expectations to female employees. This allows women to demonstrate clearly their technical abilities—something that research shows can be more difficult to do when one is a minority on a team.
- Make sure women understand ‘It’s not just about technical competence’
An all-rounder employee always gets rewards and is always appreciated. However, sometimes, employees have misconceptions regarding their contributions at the workplace. ‘Doing a great job—that is what makes you make you succeed. This is not enough for today’s work environment. Managers must train their female employees to be well-rounded—business acumen, company policies and industry knowledge.
- Provide early, ongoing, and specific feedback
Do not depend on imprecise assessments such as ‘you should be a more team player.’ See to it that all criticisms are specific, contrasted between real performance and expectations and illustrated with concrete examples of how things have been done well and not so well.
- Treat the employees as individuals not representatives of groups
Avoid drawing attention to workers based on their gender, race/ethnicity, or disabilities. Do not forget the fact that people from underrepresented groups can share common experiences. They are not ‘representatives’ of the group. They are individuals with some personalities. Managers have to see this difference and welcome them with their pros and cons.
- Analyze task allocation to identify patterns that subtly disadvantage female employees
Each employee has a creative side and if given a chance to explore, they can be a huge part of the success of the company. However, it is seen that women in leadership or female employees have less visible tasks. Now, it is the manager’s responsibility to keep track of the assigned tasks.
- Ensure that performance evaluation instruments or processes are results-based and avoid unconscious biases.
Use concrete examples to support all evaluative statements. Ensure that promotion and resource allocation policies do not unfairly penalize employees (e.g., for using flextime, or working from home).
- Monitor recruitment, retention, and advancement
Track the demographics of applicants who are interviewed and who are offered positions, as well as employees who remain, leave, are promoted, and receive pay increases. That information will help you see how well you are doing on your goals and what needs improvement.
Addressing Pay Inequality
Pay equity is another vital area that affects the retention of women employees. Most studies have indicated that women, on average, earn less than their male counterparts in the same jobs, which may bring about dissatisfaction and turnover. Managers should advocate for fair pay practices and ensure that women are paid equitably for their input. Pay structures that are transparent with regular audits can help identify pay gaps that exist.
The End Note
In the end, it is the manager who plays a key role in creating an environment where women feel valued, supported, and equipped to succeed. A culture of inclusion, career development opportunities, support for work-life balance, and pay equity are some of the ways managers can ensure that women not only stay with the organization but also thrive and contribute to its long-term success. Today, in a competitive business environment, it is going to be the organizations that best value retaining diverse talent that are best positioned for innovation and growth and, ultimately, for success.
