The case for gender equity is compelling. Research has shown that workplaces that are more gender-diverse tend to have more positive corporate cultures and higher rates of job satisfaction and employee engagement. Additionally, increasing the number of women in the workforce can have a positive impact on the economy.
Several studies have shown that the gender diversity effect on productivity could increase the national GDP of several countries by around 35 percent, with the Middle East and North Africa (MENA) region potentially seeing a boost of 57 percent, or the equivalent of $2 trillion, according to the PwC Middle East MENA Women in Work Survey 2022.
Overall, employees of both genders working for companies with a higher percentage of women in the workforce rate their organisations more favourably in terms of job satisfaction and employee engagement and experience fewer incidences of job-related burnout.
We still have some way to go before we can reach this stage, with the 2022 World Economic Forum Global Gender Gap Report stating that the world is 132 years away from reaching full gender parity. In the Middle East and North Africa (MENA), which has the second-largest gender gap after South Asia, the UAE is among the best-performing nations, jumping four places from 72nd to 68th globally in the space of one year and rank first across the Arab world and first globally across five sub-indicators.
In addition, the country is placed first across nine international competitiveness indexes that chart progress towards Goal 5 of the Sustainable Development Goals 2021, that of gender balance.
One of the biggest challenges to gender equity in the region is the lack of representation of women in traditionally male-dominated sectors. For example, even though around half of the engineering students in Arab countries are female, the percentage of women who go on to build their careers in roles that contribute to infrastructure development stands at a mere one percent.
It is clear that several factors need to be directly addressed to overcome the critical barriers to entry to the profession and, for those who overcome this first hurdle, to progress their career in the development field.
To attract and retain the female workforce, companies need to identify and remove structural inequities, which can range from policies to overcome wage disparities to cementing maternity leave rights.
Facilitating flexible work hours and promoting hybrid working practices is also of high value, particularly for the many employees juggling the responsibilities of their role with that of motherhood. In addition, we need to examine the company culture through a critical lens to ensure that stereotype threat and implicit bias, which often manifest in a myriad of subtle ways, can be identified and informed dialogue established to offset any resultant negative affect.
I would also recommend that HR professionals adopt an open-door policy to encourage female employees to come forward with honest feedback about their day-to-day experience and to feel confident in asking for the advice and on-the-job training they need to realise their career goals.
It is important to note that gender equity is not just about doing the right thing, but also about doing what is best for the organisation. A gender-diverse workforce can bring a range of perspectives and experiences that can lead to greater creativity, innovation, and problem-solving capabilities.
A diverse workforce can also enhance the organisation’s reputation and attract the best talent. Regardless of the prevalent challenges, the benefits of driving gender parity in the workplace are persuasive.
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