Equbusiness book VERSION 28SEPT2023 - Flipbook - Page 38
Managers link candidates' genders to their chances of success in the workplace. Women are also subjected to
greater scrutiny and held to higher standards than equally qualified men (Foley, et al., 2019). The evaluators used
the candidate's gender to justify their biased selection criteria (Uhlmann and Cohen, 2007). These results imply
that selection procedures based on ambiguous criteria may, knowingly or unknowingly, allow assessors to mask
or defend biased judgments made in the name of impartiality. Organizations should reconsider how much
freedom they will give to their evaluators in terms of selection criteria.
6.2 TRAINING AND DEVELOPMENT
Training and development programs in organizations can have a two-pronged impact on gender equality. One
impact is to ensure equal participation in training and development opportunities for all employees, regardless
of gender. Sometimes even the schedule and locations of training programs can inhibit women from taking their
place in them. Research by Pillay et al. (2011) suggests that younger women participate in training programs at
similar rates to men, while older women's voluntary participation tends to be lower. Family responsibilities
especially childcare duties should be considered while making arrangements for off-the-job training programs.
Melesk (2021) shows that women who have younger kids face more learning barriers due to their family
responsibilities, while Dieckhof and Staiber9s (2011) research shows that younger kids or fertility plans have a
positive effect on men9s training participation.
This being the case, women with kids cannot find the chance to update themselves with self-initiated learning.
Hence, company-supported training and development programs can be their only option to stay updated. Even
training programs supported by the organization can be hard to follow with unequal distribution of household
duties. Think about a company that prioritizes participating in an overseas executive development program to
become a senior manager, the chances of women becoming senior managers in that company are quite low.
Training program designs should ensure equal access for women to training opportunities provided by the
organization, comparable to their male colleagues, addressing any barriers they may face due to family
responsibilities or other factors. Online training programs with flexible schedules can help these women (Kroese,
2022).
Another vital role of training and development programs in the realm of gender equality is to broaden awareness,
challenge entrenched biases, and dispel misconceptions. These programs should aim to create a profound impact
by curating comprehensive training activities that delve into various aspects of gender equality, fostering a
deeper understanding and promoting inclusivity within the organization or community. (McDonald and Hite,
1998). For instance, gender sensitization training programs have been shown to foster an inclusive work
environment, ensuring equal respect and opportunities for all individuals, regardless of their gender, by arming
staff with the required knowledge, skills, and awareness (Upadhyay, et al., 2023). Employees who undergo this
training gain the ability to recognize and challenge their own biases, fostering empathy and understanding
towards individuals of diverse genders. It also discusses how social and cultural norms affect gender inequality,
emphasizing how crucial it is to remove these obstacles and advance equal rights and opportunities for all
workers.
