Gender diversity is a term not taken lightly in Asia but for some reason it’s importance doesn’t permeate into the boardrooms. McKisney reported that in 2011, only 6% of Asian board seats were occupied by women as compared to 35% in Norway, 20% in France and 16% in both Germany and the UK. This is an alarming statistic especially considering that half of Asia’s college graduates are female.
In Pakistan, women occupy only 5% of leadership positions as compared to 12% in large European Countries.
Read More: Women @ Work – Gender Diversity in Corporate Pakistan, 2013
So what happens? Do we go blue in the face shouting out all the cultural elements which hold women back in Asia? I think it’s time to look at the company’s role in changing the culture: Why are they not paving the way for senior female leadership? The same report from McKinsey states that a whopping 70% of executives in Asia say that gender diversity was not of strategic importance. Clearly, action needs to be taken.
The Greatest Challenge Women Face
I’m not talking about women who’re trying to establish themselves as professionals. Boardroom hopefuls have been there – done that. These women have established careers, overcome the constant family vs. work battle and yet the doors to the boardroom are still closed to them. Most people would agree that women in Asia are viewed as subordinates in all their roles both personal and professional. To place a woman in the boardroom is the ultimate line crossed in this regard.
How to Open Boardroom Doors to Women
You can’t change an entire region’s culture but you can modify your own corporate one to help woman break the last barriers of getting into the boardroom. The steps to take are not that hard – but you will need resolution and support.
- Incorporate Functional Diversity in Boardrooms – Everyone doesn’t need to know everything in the boardroom. Many companies in industries such as technology or construction say they can’t find experienced women. But if you divide and conquer you’ll be able to play on the strengths of each gender.
- Pay Equally – Even it means constant salary revisions at the top level, this is very important to enforce equality. Remember that you’ll get what you pay for, good and bad. The cascading effect from women often getting paid less from the beginning creates discord at the very top.
- Negate Maternity Penalty – Women usually remain the primary care taker of their children and many of us automatically assume they place work as a second priority. This is not the case. The company’s work will get done whether it’s in the office or next to the bed of a child with the flu. That’s all that should matter – that the work gets done.
- Listen – All the reading in the world won’t make a difference if you’re not listening to the specific requirements of your team. Try to grow out of the “one-size-fits-all” policy prison. Provide flexibility with equality to your senior team.
It’s not easy to create a gender fair corporate ladder but it can and should be done. According to Ilene Lang, former President and CEO of Catalyst, a non-profit which aims at expanding opportunities for women in business:
“It’s pretty well established that companies that have more women in their senior leadership on average financially outperform companies with fewer women, and similarly in their board of directors…”
There’s tons of proof that women in the boardroom are better for the company. But the progress of implementing gender diversity in the boardroom has just stated in Asia. Are you in a position to make the change? What steps could you take to break the last barrier’s these leaders face?
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