WOMEN IN MANUFACTURING
Any efforts to address gender gaps need to begin with the dominant group ; that is , men
“ Companies also need to customise [ retention ] strategies for women ( or men ) with varying experience levels , using strategies like aligning recent female graduates with more experienced women in the organisation . Benefits , flexibility and culture are three factors that will attract experienced women .”
The report also emphasised paying attention to the group ‘ in the middle ’.
“ Consider how to retain and engage women at career points where work life balance becomes more complex . Take the opportunity to provide support , alternate pathways and customisation in times when women might need it most . It ’ s not just about maternity leave , for example , but companies should consider how to develop this group after their initial career success to challenge them and / or create opportunities when careers plateau ,” said the report .
“ Moving forward , it is important to recognize that any efforts to address gender gaps need to begin with the dominant group ; that is , men . Allies and advocates , at all levels and across genders , need to be identified and engaged . Identifying role models in the organisation , mentorship and sponsorship programmes , and more importantly believing in oneself / having confidence in one ’ s abilities , can help to reduce the gender gap in manufacturing ,” it continued .
Formal and informal mentorships , flexible work practices and improving the visibility of key leaders who serve as role models can be the most impactful programmes that help manufacturers attract and retain women . And , because these programmes have enterprisewide implications , both top-down and bottomup support will probably be crucial to their effectiveness and sustainability .
The time is now
“ The COVID-19 pandemic has , in the past six months , turned our world upside down . Beyond the virus itself , the response has had a disproportionate and devastating social and economic impact on women and girls . COVID-19 is deepening existing inequalities , including gender inequality . Already we are seeing a reversal in decades of limited and fragile progress on gender equality and women ’ s rights . And without a concerned response , we risk losing a generation or more of gains ,” commented UN Secretary-General António Guterres in remarks to the Virtual Town Hall with Young Women from Civil Society Organizations in New York on 31 August 2020 . He wanted countries ‘ to emerge from this crisis with women ’ s equal leadership and representation ’.
The Gender Diversity Index 2020 , released by Belgian analyst firm European Women on Boards ( EWOB ), looked at 628 companies across Europe and found that , despite the number of women bagging leadership roles going up , there is still slow progress on top jobs . The fourth industrial revolution has the potential to reinforce existing gender inequalities .
While women comprise nearly half of the U . S . labour force , they account for only 29 per cent of the nation ’ s 13 million manufacturing jobs . With an ageing manufacturing workforce , a shortage of skilled labour and the need to rebuild from the ravages of COVID-19 , it has never been more important to address this issue . If manufacturing is to survive and prosper , this major workforce gap must be plugged . n
The way ahead
Summary recommendations and roadmap
■ Start at the top and lead by example . Currently , 72 per cent of women surveyed believe they are under-represented in their organisation ’ s leadership team .
■ Foster an innovative and inclusive culture that encourages gender diverse teams at all levels . Activate a culture that sparks diversity of thought and invites individuals to work together , spur innovation and grow with purpose .
■ Tackle workplace diversity issues head-on and create strong signals of change . It is important to identify allies , men and women , to reinforce that gender gaps are not acceptable . They should send clear signals , as well as set clear diversity goals , to all levels of the organisation to drive compelling change .
■ Drive organisational accountability . Drive organisational accountability around increasing diversity and promoting a culture of inclusion .
■ Promote professional development . Investment in personal and professional career development can build the retention and advancement of women .
■ Define an aspirational brand . Create an aspirational brand for potential and incumbent employees to stand behind and become beacons that attract .
■ Partner with the community . Unite with other employers facing similar challenges , then partner local education and training providers , aligning values to partnerships and community action .
REPORT
ISMR April 2021 | sheetmetalplus . com | 23