In the evolving business landscape, the significance of a diverse workforce is now widely acknowledged, and gender diversity goals have been set. However, businesses continue to encounter the persistent challenge of retaining and attracting talented women, despite their best efforts.

In Pakistan, where women comprise less than a fifth of the formal workforce, it is important to address the barriers to entry into the formal workplace. To tackle this issue, businesses must take a comprehensive approach that identifies and addresses the barriers hindering women’s entry into the workplace.

Developing a well-conceived gender strategy that is seamlessly integrated into every aspect of the workplace is one crucial way of overcoming these barriers and promoting genuine gender equality. By doing so, businesses can create an inclusive and progressive work environment that values and respects the contributions of all employees.

A well-thought-out gender strategy is proactive and involves a comprehensive plan for promoting gender equality in all aspects of an organisation, including hiring, promotion, compensation, and training. The global best practice identifies a change management approach that can be used to develop an effective gender strategy — a four-step process: analyse, design, implement and review.

Developing a well-conceived gender strategy that is seamlessly integrated into every aspect of the workplace is crucial for promoting genuine gender equality

According to Workplace Gender Equality Agency (WGEA), an Australian government agency responsible for promoting and improving gender equality in Australian workplaces, the starting point for developing a gender strategy is to undertake a gender assessment.

The diagnostic reviews HR policies, feedback through employee surveys, focus group discussions, exit interviews, and the external environment. This and benchmarking with peer companies can help companies identify the gaps in their current HR approach. An internal assessment can identify the bottlenecks which exist in the processes. For example, policies in organisations are often generic and may need to be relooked at with a gender lens to understand the gaps.

Furthermore, a review of employee feedback can identify how the organisation’s culture may set a precedent for team biases. Finally, the organisation can analyse the current scenario by identifying the existing trends.

The external environment in Pakistan brings specific social and cultural norms that restrict a working woman’s mobility and create challenges for her on several fronts. For example, a woman is a primary caregiver to her parents, children, and extended family, managing the house, school runs, and appointments during work hours. As a result, she continues to face numerous challenges concerning safe transport. In addition, the woman will face inherent biases that tend to limit her potential.

The next stage in this process is to design the gender strategy. Like all strategies, the aims and objectives will be essential to drive businesses to create a more supportive and inclusive work environment. The plan must address the identified barriers and define targets and outcomes.

Approaches such as policies such as allowing for flexible working hours, providing childcare support, and paternity leave can be identified through benchmarking studies with peer companies. However, gender sensitisation programs may need to be specifically designed to target behaviour and culture according to the organisation’s needs.

Other essential approaches to creating an optimal work culture include mentoring support and anti-harassment mechanisms. Finally, leadership support at this stage is vital as an initial focus on developing a comprehensive strategy. It will ensure alignment with a company’s gender diversity goals and help businesses establish realistic short-term objectives that align with their long-term goals.

Both internal and external communication is essential in implementing a well-defined gender strategy, enabling organisations to track their progress toward gender equity and optimise their processes efficiently and effectively. Finally, a necessary element of any change management strategy is the periodic review to ensure progress. This requires the maintenance of gender-segregated data.

Moreover, it is essential to acknowledge that implementing a gender strategy cannot be approached with a one-size-fits-all mindset. Instead, as each organisation is unique, the organisation should tailor the gender strategy to meet the specific needs and goals.

Nonetheless, a well-designed gender strategy should include several crucial elements, such as a steadfast commitment to promoting diversity and inclusion, regular training on diversity-related topics, and a system for measuring progress and ensuring accountability among leaders.

In summary, incorporating a meticulously crafted gender strategy is a more practical approach to promoting gender equality and inclusivity in the workplace than an ad hoc approach. By fostering a culture of inclusivity, a gender strategy can effectively support businesses in achieving gender equity, attracting top talent, and enhancing their financial performance.

The writer is a sustainability expert associated with Pakistan Business Council’s Centre of Excellence in Responsible Business

Published in Dawn, The Business and Finance Weekly, March 6th, 2023