For the first time, here's how you can prevent the Great Breakup at your workplace!
Updated: Nov 19, 2022
While the Great Resignation, Quiet Quitting, and Quiet Firing are still within the limelight and demanding a lot from TA specialists, a replacement phenomenon is knocking at your doors.
Introducing “The Great Breakup”!
According to the Women in the Workplace Report 2022 by LeanIn.Org and McKinsey & Co., women leaders are demanding more from work and are likely to modify jobs to meet their needs. This rapid turnover of female employees is becoming disastrous as companies seek to support diversity, equality and inclusion (DEI) efforts, and women remain underrepresented in management positions.
Female managers want to climb the ladder and strive for managerial positions in the same way that men do.
However, we often encounter microaggressions in the workplace that undermine our authority and make it difficult for us to move forward. For example, women are much more likely than men to have their peers question their judgement or suggest that they are not qualified for their positions.
There is a growing tendency to argue that personal characteristics such as gender and parenthood are the reason why they were not considered for raises, promotions or other opportunities for advancement.
Female Leaders Feel Overworked and Underappreciated
Female Leaders have been shown to promote Diversity, Equality, and Inclusion (DEI) and employee well-being while at the same time, they're found working harder than men. This work has a significant positive impact on employee retention and satisfaction but is not yet formally recognised by most organisations. Women leaders often find it difficult to advance when they put time and effort into work that is not valued.
Female managers are predicted to be more overworked than male managers and more prone to burnout than male managers of the same level.
Woman wants a better work culture
Women are more likely to quit their jobs and gain freedom than men or in organisations that are passionate about DE&I much more likely to work. Without responding to these changes, companies risk losing even more female managers. Female executives put in more prolonged efforts to succeed in HR, alliances and DE&I than their male counterparts.
They are paving the way for the transition to a more welcoming and inclusive workplace that younger generations of workers want and expect.
Offer more flexibility in the workplace and offer a much better culture
After the pandemic forced American companies to experiment with flexible working two years ago, overall There is more interest in flexibility than ever before. Most employees prefer remote or hybrid work, and nearly 70% of companies report that offering these options has helped them hire and retain more employees from underrepresented groups.
Therefore, corporate policies and cultures need to be fundamentally rethought. But a work-from-home policy is not a magic one-size-fits-all solution. While this type of work can be useful, it can also be misused by the patriarchy to marginalise women and people with disabilities.
Many women are choosing to work from home to avoid dealing with a toxic work culture. As a result, they miss out on some of the benefits of office work. This includes networking and learning about career advancement opportunities.
It will not be a system where men and women go by themselves. They want to use flexible working to avoid the stigma that can ultimately hinder women's career advancement.
Managers should provide support to their employees
When managers invest in DE&I and talent management, women are happier, suffer less from burnout and are less likely to consider quitting their jobs. But there is a growing gap between what is expected of managers and how they are trained and rewarded, which is reflected in their behaviour.
Most companies claim that in the last two years managers are expected to do more to support employee well-being, career growth and inclusion within their teams. However, half of the women say their boss is interested in their career and helps them manage their workload. And only about half said their boss consistently encouraged polite behaviour.
Training managers to create an inclusive remote and hybrid work environment can also be an important first step. Employees who can work remotely or onsite as they please experience less burnout. Also, they are more comfortable with their position and are much less likely to consider quitting their employer. But there are always things you can do to address such issues.
If you can follow these key tips well, you'll be well on your way to defending your business against this tornado target.