03. Skills and Leadership Development
How does this Building Block manifest in the workplace and supply chain?
There is a major gender gap when it comes to workplace learning, such as training, skill-building opportunities and career advancement programmes, which results in fewer promotion and career development opportunities for women. It also means that in many supply chains, women remain overrepresented in lower-skilled jobs. Barriers that prevent women from taking part in workplace learning can include a lack of self-confidence to participate, a lack of role models and representation by other women, no women leadership promotion by the employer and practical constraints linked to unpaid care or transportation. Throughout the supply chain women are left behind when it comes to skills and leadership development. Making sure they have access to quality training and skill building opportunities is critical to expanding female participation in the economy and to closing the gender gap. Targeted efforts towards building technical and vocational capacity of women can also lead to better outcomes for the company. There is ample evidence that investing in women’s leadership skills improves organizational effectiveness and growth.
How could your organization promote Skills and Leadership opportunities for women?
Take away the practical barriers for women to be able to take part in skills and leadership advancement opportunities, i.e. by hosting the education and training opportunities during working hours or by providing transport
Stimulate women’s leadership, by actively encouraging women to take part in training and education opportunities
Include gender-specific targets for worker attendance in learning programs and monitor its effectiveness.
Provide clear and transparent pathways to women at all levels so that there is no room for discrimination in the promotion process and being proactive in providing leadership pathways for women, i.e. by working with affirmative action quota or by raising awareness about the importance of women’s leadership.
The requirements for promotion could also be flexible, as sometimes women may not have the required educational qualifications but may have the significant work experience needed for a higher-level role.
Invest in capacity building opportunities for women to equip them with skills for working at higher-level positions.
Create women mentorship or coaching programs, as having women in leadership positions can create a ripple effect.
What questions can we ask within our organization to advance women’s skills and leadership?
- How much power is our leadership willing to share in this process? How can we set clear expectations about how much power will be shared within this process?
- What are the existing dynamics between management and women? Do women feel there is a foundation of trust?
- How can we make participation more accessible and inclusive for different groups within our workforce/supply chain?
