Women are still the untapped workforce that employers often side-step – and need
Motivation is applicable to any season. Whether the economic climate brings forth thriving growth or torrential decline, motivation remains a constant essential to any manager’s arsenal of employee management tools.
Women today have been described as the main driving force behind decades of growth. With technology and education within reach, women have infiltrated the gender barrier over the decades, and are now able to ascend the corporate ladder and start their own business ventures – previously male-only domains.
It is estimated that women account for more than half of the world’s output. By 2025, the number of women in the workforce is expected to surpass men by 2:11. In the United States alone, women hold 49.1% of the nation’s jobs, while in Asia, the female labour force participation has been growing steadily over the last five years. Nonetheless, more can be done to encourage women, particularly those who have been out of the workforce, to come back to work.
Tapping onto the women workforce
Diversity in the workplace is key to maintaining competitive advantage of organisations. Research has shown that a diverse workforce not only promotes creativity, but different voices encourage critical analysis – helpful in improving company practices and services. The positive vibe will help to attract the best talents and develops the company’s brand as an employer of choice.
Talent comes in all shapes and sizes and from various backgrounds and lifestyles – mothers and older women included – and such diversity can bring positive change to the organisation. For example, in a traditionally male-dominated industry, women can not only bring a refreshing change to the workplace but also present alternative perspectives.
With the current economic climate and widespread retrenchments, skill shortages are prevalent in some industries while those who have been spared the axe are faced with greatly increased workloads. Women rejoining or entering the workforce, especially trained professionals who have been upgrading themselves, can help to bridge skills gaps.
However, while many women are keen to enter or re- join the workforce, they face unique challenges such as the fear of prejudice from employers or how their skills in raising children and managing the household can be translated to the corporate world.
The glass ceiling
According to a study by the University of Texas in the United States, the top three reasons why women exit the workforce are family- centric – personal/family obligations, excessive work hours that prevented them from meeting familial obligations, and personal choice to be a stay-home wife or mother.
Recessions will compel many women to enter or rejoin the workforce to supplement the household income. However, many of them will find themselves disadvantaged at the job market, primarily because they have been out of the workplace for some time and their skills are no longer relevant. Furthermore, with employers’ more stringent hiring requirements, these women face fierce competition from the retrenched, fresh graduates and mid- career switchers.
Additionally, women’s obligations to family are also seen negatively by some employers who equate family priorities to lack of commitment. Such perceptions would also hamper women’s opportunities to advance their careers.
Attracting & retaining the fairer sex
To attract and retain valuable women staff, there must be a paradigm shift where mindsets are concerned. Working mothers and older women can still contribute to the organisation, given a supportive work environment to help them balance work and family commitments.
During tough economic times, flexibility can bring some of the best talent to the table to fill in the gaps, especially if hiring permanent employees is not an option. Studies have shown that organisations with high levels of flexibility reported strong job satisfaction. For women who are keen on returning to the workforce full- time, part- time or flexi-work can also be implemented as a gradual transition to full- time work. For working mothers, flexible working arrangements can help them manage their familial obligations without compromising their responsibilities at work.
Additionally, career development or leadership programmes not only motivate working mothers, but also demonstrate how they are valued by their employers. Such practices will promote loyal staff while building up the employer brand.
With a supportive network and family- friendly environment, working women can more easily attend to their personal lives and individual career goals. Being more focused and committed at work would mean they are able to contribute to the organisation to their best abilities.