Understanding common practice versus best practice addressing gender bias in the workplace
By Jo Kandola, business psychologist
Evidence has shown that gender diversity significantly benefits businesses, but true equality has yet to be achieved.
Exploring alternatives to the traditional approaches to gender inequality could help Accelerate Action in addressing gender bias in the workplace.
Gender bias in the workplace
It’s a common notion that there are distinctive differences between men and women but this only fuels gender bias, both within the workplace and beyond. Popular stereotypes such as men are more assertive and women are more nurturing reinforce the idea that our brains are wired differently, with men and women having completely different, but complementary skill sets. Recognising that ‘men are from Mars and women are from Venus’ and appreciating these differences, is meant to lead to happiness and fulfilment. Research, however does not support this notion.
A study of 1.1 million people found no differences between men and women based on aspects of personality. Another study, using data from 46 meta-analyses, showed that men and women are remarkably similar. Despite all of this evidence, assumptions about acute gender differences continue to perpetuate gender inequality and discrimination in the workplace.
The benefits of gender diversity at work
Gender diversity is more than good PR; it positively impacts the bottom line and enhances organisations' ability to attract and retain talent. McKinsey’s study on workplace diversity found that companies in the top quartile for gender diversity on executive teams were 25% more likely to achieve above-average profitability compared to those in the bottom quartile. Likewise, a 2017 PWC survey revealed that 61% of women said an organisation’s gender-diverse leadership team would influence their decision to apply for a role there.
Commitments to closing the gender pay gap, offering flexible working, supporting employee well-being, and providing good support for parents consistently rank high on women's employment wish lists. Given these clear benefits, why have organisations made so little progress in achieving gender equality?
Gender bias and the power of stereotypes
Stereotypes are a form of unconscious bias and originate from various sources, including the media, family, cultural background, and personal experiences. They serve as cognitive shortcuts, helping us categorise the world and avoid interpreting every interaction from scratch.
While categorisation may have helped our ancestors build social bonds and distinguish friends from enemies, today it contributes to stereotypes, prejudice, and discrimination. Research shows no significant intellectual capability differences between men and women, yet certain professions remain heavily dominated by one gender. Women also remain underrepresented in senior roles across various sectors.
Gender bias statistics
A 2015 report by the US Bureau of Labor Statistics revealed that women comprised only 24.7% of computer and mathematical occupations and just 15.1% of architecture and engineering roles, despite making up nearly half of the US workforce. Conversely, women accounted for 74% of HR managers and 82% of
social workers but only 27% of chief executives.
These stark differences are not due to inherent intellectual capabilities but rather stereotyping and social conditioning from a young age. Boys are encouraged and given more opportunities in math and science fields, while girls are steered toward verbal and creative skills. These stereotypes persist into adulthood, penalising both men and women who defy gender expectations. Positive gender stereotypes can be just as harmful as negative ones – and because they are positive, they are more likely to be accepted as being ‘true’. For example, the belief that women are naturally empathetic can serve to reinforce our belief that empathy is a desirable trait in all female employees, and we may overlook other qualities that don’t tick the traditionally ‘female’ box. Likewise, we may not appreciate ‘female’ traits such as empathy in men, because we aren’t programmed to value them as highly.
History tells a different story of gender roles
Today's gendered roles in work and society are social constructs rather than products of inherent differences. History, however, shows that roles were once more interchangeable.
Before the Industrial Revolution, men and women performed a wide range of equally interchangeable roles, from masons and brewers to carpenters and hoteliers. Even in 18th-century Europe, 9% of girls in England and 19% of girls in Geneva went into trade apprenticeships. Compare that to the US today, where only 2.6% of trade jobs are held by women. As little as 100 years ago, nursing was done almost exclusively by men, and articles were written criticising the attempts of women to enter the profession, whereas today, it’s seen as a predominantly female occupation.
So what changed?
After the Industrial Revolution, the separation of ‘work’ and ‘home’ became more engrained and so did expectations around women staying at home to be the main caregivers, and men going out to be the breadwinners. Technology evolved and came to designate the status of certain roles, and the division between what was seen as ‘male’ and ‘female’ roles became more distinct. This continues today, with roles involving investigation or new technology being seen as typically ‘male’, and more creative, social, or administrative roles regarded as ‘female’ – and usually carrying lower pay and status.
Gender bias in the workplace - the Impact
Gender bias in the workplace is pervasive and challenging to address. In competitive environments with time pressures and heavy workloads, biases flourish. When bias informs decision-making, fairness, and objectivity are compromised.
Gender bias at work can lead to women:
- receiving less critical performance feedback
- lacking access to professional networks
- having less influential mentors and sponsors
- obtaining fewer career-enhancing opportunities
- being paid less for the same roles as men
Gender bias also affects perceptions of men and women in the workplace once they become parents. When a man becomes a parent, he is typically still regarded as being ‘competent’, but gains the positive perceptions of ‘warmth’ and being seen as more gentle and caring, whilst also being mature and ready to take on new responsibilities. In contrast, when a woman becomes a parent, she is typically seen as losing workplace ‘competence’ but retains her qualities of ‘warmth’, which is not as highly valued in the workplace.
When it comes to requesting parental leave, flexible or home-working to accommodate caring responsibilities, both men and women can be disadvantaged. However, men are typically more disadvantaged than women as they are seen to be going against traditional expectations of being the ‘breadwinner’, and may be considered less dedicated by their employer. Women are typically viewed more favourably when they request flexible working after maternity leave, as it’s seen as more acceptable for them to be the ‘caregiver’ in their family. However, it will still negatively impact perceptions around their commitment to their employer and may ultimately affect their career progression in the long term.
In conclusion
While the benefits of gender diversity in the workplace are well-documented, progress toward gender equality remains slow due to deeply ingrained gender biases and stereotypes. These biases are not rooted in inherent differences between men and women but are perpetuated by social conditioning and cultural expectations.
Addressing gender bias requires a concerted effort to challenge and dismantle these stereotypes, looking at why traditional approaches to gender inequality aren’t working, promoting equitable practices, and harnessing the full potential of gender diversity in the workplace.
Dr Jo Kandola [pictured below] is a business psychologist and MCIPD professional with extensive experience in the areas of diversity and unconscious bias. Jo is passionate about combating bias and developing ways we can use technology to reach deeper within organisations to create more inclusive and bias free environments. Jo has particular expertise on the subject of gender bias and is the co-author of the critically acclaimed book on this subject: The Invention of Difference: The story of gender bias at work. Her PhD involved research looking at implicit and explicit gender attitudes and whether these are predictive of workplace gender discrimination.
