D&I and gender balance - where do we stand?

Progress towards gender balance has undoubtedly gained momentum in recent years, but the landscape is nuanced and complex. Prof. Hanneke Takkenberg, Executive Director of Erasmus Centre for Women and Organisations (ECWO), unpacks some trends and encourages a refreshed effort from organisations to keep pushing forward.

When reflecting on gender balance in organisations, a natural first question to ask a renowned expert like Prof. Takkenberg, is whether she is satisfied with progress across multiple sectors where women’s advancement is concerned. While her immediate reaction to the question is a decisive “I wish!”, she smiles good-naturedly and elaborates on a few points of progress and regressions. “We are happy with a lot of gains and increased awareness about the issues that we are currently witnessing, especially in areas where measures from the government and the European Commission forge the path, but it’s undeniable that there is also fatigue where specific things like gender balance is concerned. The conversation is multi-layered and it’s easy for organisations to ‘move on’ to other minorities when they have achieved visible progress, but sometimes those conversations take place in boardrooms where there is still a ‘dominant coalition’ of power. The term ‘dominant coalition’ refers to individuals or groups within a flawed system who influence decision-making processes and outcomes – and when this group is not diverse to begin with, the cycle continues. This needs to change in the long term.”

Beyond gender balance in leadership

To Hanneke, the continued advancement of women transcends gender balance in the workplace and within leadership structures. Alongside these, equal remuneration is something that she feels passionate about. She encourages women and organisations to consider it critically – beyond the literal financial remuneration – in order to make a tangible and lasting impact to help women progress and to impact D&I. “Organisations should be asking things like: what are the options for administrative support as women progress up the ladder, how does one create a culture and atmosphere where women and other minorities can thrive, and how do organisations keep people from burning out and eventually leaving the industry?” Hanneke’s thoughts are a fitting summation of where the challenges lie for gender balance in organisations: in representation, renumeration and creating an inclusive atmosphere. But she also stresses the need for organisational transformation towards full inclusion for everyone. “Our research and practice over 10 years has revealed that in order for this to happen, inclusion must be fully integrated into organisations and indeed, form a core part of their strategy. It is only in this way that the ultimate goal of sustainable inclusion will be reached.”

The pandemic’s impact

No review of current industry trends would be complete without a consideration of the lasting impacts on women in the post-pandemic hybrid workplace. Emerging research shows that women are facing a double bias in terms of gender bias and distance bias. “When you are behind a screen, you are less likely to be vocal, networking opportunities are more limited and finding a mentor can be more challenging,” Hanneke explains. Although she is a supporter of flexibility, especially for parents, she encourages organisations and individuals to be conscious of the impacts and the biases and how to mitigate them so that people can truly be and feel seen – especially since the hybrid workplace is here to stay. “Flexibility has become normalised, and that’s fantastic. The focus, from the organisation’s vantage point, must be on talent management, and expanding their networking initiatives beyond the traditional ‘Friday night after-work drinks’.”

Perspectives on D&I 

Hanneke cheers on inclusive leadership that values a longer-term sustainable workforce above short-term targets. For this to happen, there is an urgent need for organisational transformation towards full inclusion for everyone. “Our research and practice over 10 years has revealed that in order for this to happen, inclusion must be fully integrated into organisations and indeed, form a core part of their strategy. It is only in this way that the ultimate goal of sustainable inclusion will be reached.” As part of this, Hanneke has found that a five-year strategy adds a lot of value in terms of keeping D&I efforts going. It’s within organisation with deep-rooted D&I goals where D&I efforts, programmes and initiatives survive the annual budget cuts. “D&I should be seen as a journey and a process of cultural change over time, rather than a project with quick wins as the metric of success.” As Executive Director of ECWO, Hanneke and her team remain passionate about empowering women to achieve positive impact over the long term within their organisations, and moving towards a world of inclusive prosperity. “D&I and promoting gender balance is an ever-evolving landscape that battles against fatigue in the market, but also celebrates some pockets of momentum. But with inclusive leadership plus passionate women and male allies driving change, we can create a future where diversity thrives and inclusion becomes second nature. 

This article was originally published in the RightBrains DIGIDIVA Magazine. Check out this year's issue for more inspiration!