Think Women: taking action

The latest issue of Think Global People magazine is out now!

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Our Think Women initiative is firmly established. Each year we bring together women leaders, aspiring female leaders and allies to brainstorm ideas to improve women’s participation in the workplace, champion their career development and access to leadership roles. Our actions have identified key women leaders whose profiles can help to inspire others and we have built a community dedicated to women’s career progression.Many factors affect women’s position in the workplace. These are historically complex and so often difficult to address. Nonetheless, our Think Women event, held each year on International Women’s Day, has brought together many people who have shared ideas on how employers – and women themselves – can make real progress. We outline some of these below ahead of our 2025 Think Women event, where these will be further developed and actioned.Key issues that directly affect women’s workplace experiences include access to leadership positions and international career-enhancing assignments, pay disparity and equity, and the actions of supportive allies. In addition, flexible and hybrid work practices, wellbeing and menopause awareness are of importance to women’s workplace inclusion.

Leadership

Women are under-represented in leadership roles in business and the education sector, especially in international settings. By educating women in the workforce and supporting the careers of young women, they can be encouraged to strive for leadership positions. Role models, coaching and encouragement are needed to empower young women and help them see that their future can be in a leadership role.Organisations can help support women’s access to leadership positions by tailoring strategies to drive forward women’s career advancement and by making sure that employees understand how to upskill to adapt to changing work patterns. Misconceptions about women’s career progression and limited opportunities for female leaders in certain geographies (for example, in the Middle East and India, where women’s leadership is advancing) must be addressed as part of organisational culture change.

International careers

Leadership roles typically require international work experience. Women have an appetite for global roles, as evidenced by half of self-initiated expatriates being women. Yet only around a third of corporate expatriates are female. This suggests that women’s access to international assignments may be held back by policies and biases in organisations, even if these are unconsciously implemented.There are also difficulties for dual-career couples in accepting international mobility, especially if an employer does not offer support in helping the partner apply for a visa and find comparable work. This can differentially affect women negatively as they are less likely to hold the primary career.Employers must be transparent in candidate selection and in the level of family support they will provide, including help with partner visa applications. It can be advantageous for companies to advertise that they want women to take up international opportunities because this can widen the diversity pipeline and enhance organisations’ reputation and brand.

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Read related articles

• How to achieve true equality in the workplace
• Join Us for Think Global Women 2025: Taking Action for Equality on International Women’s Day
• Men Stepping Forward – How men can become change makers for diversity and inclusion in organisations
• Gender equality and allyship: actions to inspire inclusion in the workplace

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Pay disparity and equity

Despite legislative interventions, the gender pay gap remains. If organisations are to achieve pay equity, actions can include ensuring salary transparency, recognising and managing organisational cultures to avoid bias, and investing in career development for women. Line managers can be trained to support women better and to provide coaching.Women must reach the higher echelons of organisational hierarchies to achieve their full potential and improve their prospects for pay equity.

The role of allies

Allyship is a constant, ongoing process, which involves championing others in the workplace. Both men and women can be allies to women and help them advance and fulfil their potential. Allyship operates at the individual level between colleagues and managers, at the leadership level with line managers and senior staff, and at the organisational level in terms of promoting a culture of inclusion and diversity.Formal and informal women’s groups can help to promote discussion around the key issues that affect women’s careers. Effective communication, engagement and role modelling are all essential in promoting allyship and gender equality. In this respect, the support of line managers is critical. A more diverse organisation is more likely to appeal to a younger demographic who will be the talent pipeline of the future and enable the business to thrive and survive challenging times.

Flexible working

The pandemic resulted in greater workplace flexibility and the use of remote work practices. This was beneficial to both working mothers and fathers. Many organisations are beginning to insist that staff return to the office. However, those firms that offer workplace flexibility are likely to be better able to recruit and retain staff. Open discussions between employees and employers can help to identify flexible arrangements that suit the individual needs of all employees.Flexible working can assist in stress reduction and help to prevent burnout. Where feasible, employers can implement flexible working hours, respecting personal time and important family commitments and recognising the challenges of balancing dual careers and childcare/eldercare responsibilities. Organisations can highlight the importance of senior leaders embracing a culture of flexibility, modelling flexible working and advocating for job-sharing opportunities.

Wellbeing

Employers should remain vigilant about the effects of working practices on mental health and wellbeing, particularly in respect of both working from home and the transition back to in-person work post-Covid. While some employees have found the ability to work from home very liberating, others suffered from loneliness and a lack of support.Employers and line managers have a responsibility for the welfare of all their staff. Promoting job sharing, introducing or maintaining flexible work arrangements and prioritising employee wellbeing are key to ensuring that staff are looked after and able to do their best work. Wellbeing checks, awareness of mental health issues, and taking a genuine interest in the team are essential roles for line managers. Implementing wellbeing training policies and promoting mental health first aiders in the workplace are helpful interventions.

Menopause awareness

There is often stigma around menopause and women are reluctant to talk about it at work. Educating men and women to understand the pressures and challenges around this time of life can lead to a better understanding. Offering wellbeing days for all staff members means that people can take time off when they need it without embarrassment or compromise. Organisations can develop a menopause policy and work to raise awareness about this issue through initiatives such as menopause cafés and webinars.

Actions that women can take

Women need to be aware that they need to drive their careers and take responsibility for developing their skill sets. Women can put themselves forward for international opportunities and improve their career capital for senior leadership roles. Women can set up formal and informal networks to gain the skills they need to raise their profile and ask for promotions and pay increases. Women can act as allies to other women. Senior women can support young women in the workplace and act as role models.Women can suffer from blurred boundaries between work and home life, affecting their mental health and productivity. Women should understand that they often prioritise others’ needs over their own, leading to burnout and health issues. They should try to recognise stress symptoms and develop appropriate coping strategies.

Moving forward: Think Women 2025

Our forthcoming Think Women event on 7 March 2025 will not only provide examples of organisational initiatives to support and promote women’s inclusion and career advancement at work, but will also consider how women themselves have taken charge of their careers. We will focus on both employer and individual actions that have been successful to set out the next steps for our Think Women global community to embrace. We will align the event with our three underpinning themes: leadership, global mobility and education, with experts from all these fields in attendance.Our forum for discussion is inclusive and welcoming. We aim to facilitate new ideas and suggestions for practice in a highly participative setting.Take a look at our website and the video from last year’s highly successful event, as well as for summaries of the round-table discussions with action points. We look forward to seeing you in March!

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Find out more about the Think Global People and Think Women community and events.

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