Why do girls outperform boys in education but not in the workplace?
This is the question that keeps me awake at night. As the founder of a coaching business, which focuses on helping organisations create the conditions for all talent to thrive, I work with a lot of women in the workplace. So, I often ask myself, why are girls nailing it when it comes to education and further education but failing when they get into the workplace?
“43% of women aspire to top management when they are in the first two years of their position, compared with 34% of men at that stage.”
The evidence is there, GCSE grades are higher for girls than boys – which has been the case for several years across the UK and more women than men apply to University in the UK, data shows. Once women hit the workplace, we are more ambitious than men according to research by Bain & Co who found 43% of women aspire to top management when they are in the first two years of their position, compared with 34% of men at that stage.
But after two years in the workplace, before some women may even consider having a family, something changes. Bain & Co’s research found that women’s aspiration levels drop by more than 60%, while men’s stay the same. In every year since 2006, male MBA graduates have, on average, risen far more quickly, and to more senior positions, than their female peers, as reported in The Financial Times. What happens at that two-year point that has such a negative impact on women in the workplace?
Are women pushed out or do they opt out?
There is evidence that women are both pushed out and opt out. Some might argue that the whole talent management process is broken at every level for women. The Harvard Business Review article, How To Close The Gender Gap, talks of systematic barriers at every stage from recruitment, onboarding, though to promotion and in retaining women in the workplace. They highlight that job adverts show gender bias, the selection process itself is biased before women even make it into any job role.
“Female employees are less likely to be promoted than their male counterparts, despite outperforming them and being less likely to quit.”
For women who make it through the selection process, female employees are less likely to be promoted than their male counterparts, despite outperforming them and being less likely to quit. Often referred to as ‘the broken rung’. For every 100 men who are promoted from entry-level roles to manager positions, only 87 women are promoted, as a result, men significantly outnumber women at the manager level, and women can never catch up, McKinsey Women in the Workplace.
Women are told they have imposter syndrome and sent on ‘empowering’ courses. Mary Ann Sieghart interviewed 1,000 women for her book The Authority Gap. Her research showed that whilst imposter syndrome exists for men and women – patriarchy and sexism is systematic in our culture and these are the factors that hold women back. Women are, in fact, talked over more, and are more likely to experience belittling microaggressions, such as having their judgement questioned or being mistaken for someone more junior.
If women haven’t already been pushed out of the workplace at this point, they next face ‘The Motherhood Penalty’. 66% of women reported having more responsibilities in the home. Research from Deloitte Global showed nearly half of the women surveyed, who had to adjust their working hours because of increased caregiving responsibilities, say they believe this negatively affected their relationship with their employer. And they received fewer opportunities and lower wages than childless women or men (even those who are fathers), because they are presumed to be less committed to work.
Not surprisingly, women are at breaking point, and are opting out of the workplace in record numbers since the pandemic. The latest Women in Work report by PWC highlights the effect an Equal Paid Parental Leave system would have on not just the family unit but wider society. ‘The policy has the potential to influence the systemic evolution of gender roles, creating a more equal society for the next generation.’ Until there is equality in the home for care duties there won’t be true equity in the workplace.
I could go on; the amount of evidence is enormous. As a gender balance coach and consultant my main message is that it takes the whole organisation, as a collective from senior management down, to make any difference in being able to achieve gender equity. We can individually all be our own change agents though, so here is my advice to any young women in the workplace…
How women can help their own career progression
Show your progression intentions
Put your hand up for projects and promotions even if you’re not 100% sure you can do it. It sends a strong message about your intentions and plans for the future.
Networking
Make time to build relationships and network. The benefits of this may not feel immediately tangible, but it’s vital to make connections.
Sponsorship
Don’t expect other people to recognise all the great work you are doing. Tell people! Who will talk about you and vouch for you when you’re not in the room?
Put your head above the parapet
Above all else, know that what got you ahead in school – or passing exams and working hard to do just that – is not what gets you ahead in the workplace. Put your head above the parapet and work on relationships, your personal brand and visibility, as well as great deliverables.
How organisations can address the challenge
The “to do” list for organisations is longer! I’d love, for example, to see organisations being honest with new young joiners (both men and women) about what it takes to succeed in that business. Spell it out – show how people have progressed and how it is rarely about just putting your head down and delivering. My colleagues and I at The Tall Wall have not facilitated a session like this for clients yet, but would love to. Who is forward-thinking enough to run this? Organisations might also look at our scorecard on how to create the conditions for all talent to thrive – it is full of good ideas and best practice.
“I’d love to see organisations being honest with new young joiners (both men and women) about what it takes to succeed in that business.”
Do get in touch if you would like a copy of our scorecard, or if you want to think with us more widely about how to support women to progress in your organisation.