which finds that bias against women is as entrenched as a decade ago, and gender equality progress has reversed. The results of this shocking report detail why it’s so important for us to address the barriers of gender inequality. Until we work to dismantle this bias, women’s quality of life will be disproportionately impacted. They will remain underrepresented in positions of authority, including elected and appointed seats worldwide.
Published by the UN development programme on Monday, it found that half of people in 80 countries believe men make better political leaders, 40% believe men are better business executives and a quarter believe it is justified for men to beat their wives. previous GSNI report“My expectation was that we would see some progress, because nine out of every 10, I mean, how can it get any worse?” said Pedro Conceição, head of UNDP’s human development report office.
“Unfortunately, doing this exercise has been an experience of shock after shock. The first time that we released it, I was shocked with the magnitude [of biases], and this time around I was shocked with the lack of progress.” The biases result in barriers for women in politics, business, and work, as well as the stripping away of their rights and human rights violations, said the researchers. Despite women being more educated and skilled than ever before, there was a 39% salary gap with men, they added. “This is truly alarming and explains why the world is completely off-track in achieving gender equality by 2030,” said Anam Parvez, head of research at Oxfam GB.
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We Need Men to Be Better Allies SoonerResearch shows that men vastly overestimate their effectiveness as allies compared to how the women in their organizations perceive them. In this particular moment, when the retention rates of young women are significantly low — it is important for men to intentionally work to close that gap. Men anywhere in the hierarchy can take small, intentional steps to create an environment where women feel included, valued, and encouraged. Learn about issues that matter to women in the workplace. A critical first step to active allyship is having a clear understanding of women’s needs, challenges, and strengths. Attend any events sponsored by your organization’s women’s employee and business resource groups. Regularly read content written by women thought leaders, as well as research on women’s workplace experiences. In spaces where you’re showing up to learn, prioritize listening before speaking. Amplify women’s voices. If a woman colleague is interrupted, you can say, “I’d like to hear what Shalonda is saying.” If you notice someone else taking credit for a woman’s idea, comment on it, “Yes, the idea that Reema previously proposed is a great one.” On social media and within your professional networks, share and amplify women’s writing, ideas, and thought leadership. Take on a proportionate share of “office housework.” Numerous studies show that in comparison to men, women are much more likely to be assigned non-promotable tasks. Proactively have conversations with your managers and project leads when you witness these tasks being distributed unfairly to women. Don’t just offer to take on some of the labor, name what is happening so that the pattern gets interrupted. Provide constructive, actionable feedback to women. Women receive less constructive, actionable feedback in comparison to men, which slows down their career progression and advancement to leadership roles. Instead of giving them vague feedback like, “You’re doing great,” focus the feedback on what’s working (str
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