The role of ‘Women at Work’ has evolved, and globally, leaders recognise that boosting women’s workforce participation is not just a moral imperative but also has a significant measurable impact on the sustained performance of the organisation. Having spent much of my career in leadership positions in the GCC, I have witnessed firsthand the remarkable progress we have made and how our communities and societies have embraced the inclusivity agenda.
There is still a way to go for women to truly achieve harmony between their personal and professional ambitions, and this delicate balance requires a supportive ecosystem that embeds inclusion at its core. Big change starts with small steps, and as leaders, we have a key role to play in consistently building a sustainable ecosystem that inspires inclusion.
Leadership by example
Real change starts with intentional leadership. As leaders, we must make gender inclusion a strategic priority within our organisation. This goes beyond simply providing opportunities for women to grow in the workplace, it’s about creating an environment that champions the cause while actively combatting biases.
The leadership teams can look at implementing policies across all levels to foster cultural change, including specialised entry-level programmes, robust maternity and paternity leave, returnship programmes, and flexible working policies. It is equally important to empower men by embedding allyship in an organisation’s culture.
Avoid gender silos
Bias removal starts at the top. By actively eliminating gender stereotypes in recruitment and progression and talent development practices, we send a powerful message that merit, not gender, dictates success. In doing so, we create an environment where all employees feel valued and respected regardless of gender. This, in turn, strengthens company culture, employee satisfaction, and, ultimately, business performance.
Prioritise upskilling and reskilling
Successful leaders recognise that the currency of human capital isn’t jobs or roles, it’s skills. It is our responsibility to create equitable opportunities for all to upskill and reskill. As the world of work evolves, it is critical that women especially, have the opportunity to evolve their skills in line with the jobs of the future. From Graduate Development Programmes to Specialist Skills for management to Progression and Leadership Coaching for senior leaders, upskilling can be the game-changer for attracting, retaining, and advancing the women’s workforce. Not only does this support their individual growth ambitions, but also empowers a semi-tapped workforce for organisations and boosts the economy as a whole.Â
And it all links together. According to PwC’s Inclusion Matters Insights 2024, women who experience high inclusion rates are 1.7 times more likely to actively seek out new opportunities to develop and learn new skills. They are also 21% more confident that their employers will support their upskilling journey.
Mentorship and coaching
Women leaders must inspire others to aspire. It’s important to recognise the unique challenges and barriers women face in the workplace and, as leaders, guide others on how to navigate these. Our experiences, insights, and growth trajectory are big motivators for other women in the workplace. It is not enough to just pay it forward ourselves; we must encourage our teams to do the same. Organisations should embed mentoring and coaching in their growth culture to create sustained impact.
I envision a future where the next generation can thrive without limitations in a world that embraces gender diversity and celebrates the uniqueness of every individual. To make this a reality, it is our shared responsibility to pave the way by dismantling biases, actively driving inclusion, and empowering women to reach their full potential for the ultimate benefit of all.
