The dynamic nature of modern workplaces means that difficulties related to gender equality continue to exist, which impedes the advancement of women such as Lisa. Since Lisa faced numerous obstacles on her path to success, systemic prejudices must be addressed comprehensively to promote inclusivity. This essay explores Lisa’s obstacles, looks at what the company’s top executives could have done to keep her on staff, discusses organizational opportunities and policies that could help people like Lisa and Pamela, and suggests tactics to get male coworkers more aware of gender issues.
Advancement Barriers Faced by Lisa
Lisa’s career path inside the company was characterized by roadblocks that prevented her from developing professionally. One significant obstacle was the need for equal training and career chances compared to her male colleagues (Alsharif, 2018). In addition, she lost out on significant opportunities for professional growth because she was kept from social events and unofficial networks. Her restricted access to high-level executives exacerbated Lisa’s inability to establish influential relationships essential for job progress. Notably, Lisa felt underappreciated and passed over for promotions despite her accomplishments, which eventually caused her to become unhappy and consider quitting the company.
Why Top Executives Did not Keep Lisa and What They Could Have Done Differently
The responsibility for Lisa’s departure is partly with the firm’s top executives, including Michael. Executives were obligated to recognize and resolve Lisa’s systematic biases and barriers to her career advancement to keep her on staff. This required a dedication to supporting diversity and inclusion at all organizational levels and investing in the professional development of all workers, regardless of gender. Lisa’s job advancement may have been greatly aided by top executives giving her equal access to informal networks, training, and growth opportunities. It would have further strengthened Lisa’s dedication to the company if her contributions had been recognized and valued on par with those of her male coworkers. Gender-based prejudices and stereotypes must be eradicated by establishing a corporate culture that embraces diversity and actively supports women’s success.
Organizational Policies and Opportunities That Might Have Been of Help
Organizational policies and opportunities could have significantly benefited Lisa and her colleague Pamela. A formal mentorship program that paired junior employees with senior executives would have given them access to senior executives’ advice and assistance (Hieker & Rushby, 2020). Furthermore, work-life balance-promoting laws like paid parental leave and flexible work schedules would have made it easier for Lisa and Pamela to reconcile the demands of their personal and professional lives. Furthermore, Lisa and Pamela might have gained the skills necessary to overcome obstacles specific to their gender at work if they had participated in focused training and development programs that addressed gender-related concerns, such as unconscious prejudice and women’s leadership development.
Increasing Gender Awareness among Male Colleagues
The organization could implement gender-related training programs to encourage a better understanding of gender among Michael and Lisa’s male coworkers (Dworkin & Barker, 2019). These seminars, which address topics like gender sensitivity and unconscious prejudice, would improve knowledge and make it easier to come up with solutions for challenges that arise in the workplace. A more equal workplace would also be achieved by encouraging candid discussions between male and female staff members and enforcing laws supporting gender diversity and inclusion. Examples of these laws include work-life balance and leadership quotas.
In summary, achieving gender equality in the workplace necessitates a comprehensive approach that includes systemic adjustments, chances for learning and development, and the development of an inclusive and diverse culture. By identifying and removing obstacles encountered by people such as Lisa, companies can cultivate a work atmosphere in which every staff member has an equitable opportunity to thrive. It is crucial for executives to actively seek employee feedback, review and improve policies regularly, and make a commitment to the continuing pursuit of a more inclusive and fair workplace. By making these kinds of efforts, companies may guarantee that brilliance is acknowledged and nurtured regardless of a person’s gender, which will eventually result in a more lucrative and varied professional environment.
References
Alsharif, S. A. (2018). The challenges associated with women career development at the state universities in Saudi Arabia: A ground theory approach. International Journal of Gender and Women’s Studies, 6(2), 18-30.
Dworkin, S. L., & Barker, G. (2019). Gender-transformative approaches to engaging men in reducing gender-based violence: a response to Brush & Miller’s “Trouble in Paradigm”. Violence Against Women, 25(14), 1657-1671.
Hieker, C., & Rushby, M. (2020). Key Success Factors in Implementing Sustainable Mentor Programmes in Large Organisations. International Journal of Evidence Based Coaching & Mentoring, 18(2).
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