Many women and minorities are deterred from participation in top managerial positions within the Methodist Hospital Health System (MHHS), which is male dominated due to structural problems, discouraging working cultures, stereotyping about the nature of their work, and lack of mentors and role models within the organization among many other factors. The gender inequality has continued to affect the economic performance of the institution calling for future interventions. Even with such a shortcoming, MHHS has begun recognizing that the pool of talents of women and the minorities are underutilized. Consequently, they have taken initiatives with the aim of attracting female employees and changing the organizational culture. Ten years ago, the company hired women and minorities in management position to attain a target of 60%. The organization’s leadership expected that by adopting the model, there would be a subsequent increase in the number of women and minorities represented in top managerial positions to reach a target of 50%. On the contrary, there has been a decline in the number of talented female and minorities in an executive position as many were leaving. To increase individual and organizational productivity, MHHS should consider attracting women and minorities into applying for senior positions, recruiting, and retaining them by adopting all-inclusive strategies, which creates a favorable working environment for the workforce.
Feedback from roundtables and interviewed employees of the organization conducted by Task Force on Retention and Advancement of Women and Minorities in Executive Positions (TFRA) highlighted many barriers, which are cumulative and historical. There are gender specific biases regarding how women and minorities are perceived in MHHS. This is particularly in relation to career advancement, development, and recruitment, especially in non-traditional roles in the executive leadership level. Since the organization has been male-dominated for quite some time now, there has been an increase in non-inclusive and intolerance behaviors that could be viewed as discriminatory towards women and minorities (Ozturk & Tatli, 2016). Even worse, perceptions and stereotypical views and myths that some senior positions would be challenging to women are deep-rooted within the culture of the organization. Previous encounters and experiences with such discriminatory aspects may force women to resign or deter them from applying for executive positions (Ozturk & Tatli, 2016). Additionally, the lack of awareness of the possible career paths and opportunities available within the organization has prevented women from applying for senior positions (Seo, Huang, & Han, 2017). With a male-dominated working environment, women may lack role models or mentors to guide them during their career paths (Elias, 2018). Such aspects of a non-conducive working environment for women and minorities reduce their chances and morale to seek top positions within MHHS.
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As part of the strategies aimed to remedy the situation, the company should consider attracting women and minorities into applying for senior positions within a male-dominated environment. Indeed, institutions that work towards attracting women into applying for all managerial positions are in a better position to address the shortage of skills, benefits from the diversity of gender, and create a sustainable and competitive working environment in the long run (Ozturk & Tatli, 2016; Rhode, 2017). To achieve this, MHHS should utilize every available communication platforms and technological innovations to advertise vacant positions in a manner that attracts women to apply. Use of inclusive language and display of diverse images that appeal to women can come in handy (Australian Government & Research Industry Network [RIN], 2018). Advertisements should be broadcasted in places and platforms such as online forums, internet sites, in print media, and fitness centers which are easily accessible to the target audience.
Job advertisement is essential in representing the image of the institution and informing the target audience about the values and culture of the leadership team of the organization wants to adopt. Images created in the process also signal the public on whether the leaders are making an effort in attracting women as job applicants in various positions and the type of roles they would want to enroll women into (Australian Government & RIN, 2018; Rhode, 2017). Such an aspect would be crucial in re-imaging MHHS historical ways of advertising which were focused mainly on attracting men into senior positions. By predisposing women to such advertisements, the leadership team would be reassuring women to apply for the coveted non-traditional positions in our male-dominated organization (Australian Government & RIN, 2018). Consequently, the institution should do an annular review on advertisements to assess whether they encapsulate inclusive language and feature women performing non-traditional roles.
The institution should also be innovative in its diversifying its communication channels. In addition to job advertisements, MHHS should utilize corporate websites and marketing materials to convey a message that the organization values women in each of their positions. Even better, such avenues would be paramount in emphasizing the institution’s focus on attracting women to apply for senior opportunities and the roles that they would play if employed (Seo, Huang, & Han, 2017). It is assumed that whenever a person is reading the marketing materials and viewing the corporate website of an organization, he/she probably has the interest to join the working team of the institution (Rhode, 2017). Consequently, it is crucial to display information that attracts women and assists them in their decision-making process by persuading and encouraging them to progress in applying for the senior positions.
While using corporate websites, the institution should consider the use of inclusive and diverse images. It is paramount to display pictures of women working in senior positions and provide information that informs about the available opportunities and benefits for women within MHHS. The organization can also capitalize on the platform to market employee value proposition it offers such as career development opportunities and rewards (Australian Government & RIN, 2018). In addition, the organization should be innovative in its communication channels by publishing case studies and profiles of women in non-traditional roles within MHHS. Case studies with testimonies of personal successes of women within the institution can help in communicating the diverse range of their experiences (Rhode, 2017). Moreover, MHHS can attract the target group into applying for senior positions by promoting individual’s achievements and giving corporate awards (Seo, Huang, & Han, 2017). Furthermore, provision of sponsorship and events awards can play a crucial role in signaling the aspect of gender equality practiced by the MHHS. By doing this, the institution will not only be motivating its workers into achieving success but also sending out a clear message of how it applauds individual and organizational achievements, thus supporting women into power.
The organization should capitalize on the recruitment process as a crucial component of mitigating gender inequality. To wade away the negative perceptions, MHHS should ensure that it has a team of trained personnel, comprising of males and females, tasked with recruiting, networking and interviewing potential candidates (Australian Government & RIN, 2018; Elias, 2018). Such a move would address the risk of informal selection and evaluation processes that can at times favor men over women. The recruiting team should be trained to consider how applicants with a range of skills and experiences can utilize them in men dominated environment (Fernandez-Mateo & Fernandez, 2016; Rhode, 2017). Since the employees conducting the recruitment process are the first people to interact with potential employees, the image and values they portray the company matters (Australian Government & RIN, 2018). Thus, their behaviors and language signal a lot about the future working environment for workers. If candidates have had bad experiences during the interview, they are likely to decline the role given and have a bad perception about the organization.
MHHS should establish interviewing, shortlisting and recruitment targets for the affected group. The recruitment process should be based on merits and emphasize the targets of ensuring more female candidates are enrolled (Fernandez-Mateo & Fernandez, 2016). The institution should also ensure that it shares its targets with the labor and recruitment suppliers with the aim of encouraging them to help the organization achieve them (Australian Government & RIN, 2018). In addition, MHHS should ensure that it monitors the composition of it recruitment teams as it is paramount for it to be gender diverse. The recruiters should be trained in such a manner that they recognize unconscious bias and stereotypes (Fernandez-Mateo & Fernandez, 2016). Consequently, they can focus on the selection process that uses grounded and fair criteria as opposed to relying on informal and subjective judgments (Australian Government & RIN, 2018; Glass & Cook, 2016). They should be held accountable if they fail to adhere to documented, transparent, and standards of recruitment processes which are based on meritocracy. Women should be given a chance to showcase their skills by allowing them to do job trials, demonstrations, or practical tests.
During the recruitment process, the organization should adopt a strategy that enhances interaction with applicants to ensure they attain a positive experience. The recruitment process does not necessarily mean that the candidate will obtain the job. Consequently, a good experience can act as a channel to wade off negative perceptions and selling point that encourages more women to apply for job opportunities in the future (Australian Government & RIN, 2018). To achieve this, the organization should ensure that the recruitment team obtains feedback from the hired women and candidates at the application, interview and selection stages (Fernandez-Mateo & Fernandez, 2016). The strategy would enable to improve future job interviews by pinpointing the strengths and weaknesses of the process (Australian Government & RIN, 2018). If the applicants, not successful in obtaining the job, request for feedback, MHHS should be in a position to provide it. Such a move would help candidates with crucial tips on what is required by the institution in case they would want to be successful in their future applications.
MHHS should focus not only on adopting strategies that attract and recruits more women in managerial positions, but also should ensure that they retain the ones employed in senior levels. The company is struggling to retain the women who have chosen to work with the institution as observed by the decline in the number of the ones holding executive positions. The aspect of holding the motivated and engaged workers is a paramount aspect of any organization as it enhances its sustainability, especially for institutions like MHHS which are struggling with filling key positions (Australian Government & RIN, 2018; Glass & Cook, 2016). To remedy the situation, the company should aim at adopting retention programs that enhance a good relationship between employees and their leaders. In addition, employee assistance, recognition, benefits, and pay equity programs should be employed to keep workers motivated and engaged (Young Shin & Bang, 2013). If such strategies are fully implemented, then the number of workers will have improved, increasing productivity and job performance and reduce costs and turnovers.
Retention strategy of enhancing participation of senior leaders and CEOs can create a working environment that looks into the needs of other workers, both male and female, which increases their contribution towards meeting individual and organizational objective leading to success. Consequently, it is crucial for MHHS to lead from the top by ensuring that senior leaders and CEO set, support, and advocate clear and articulate strategies that increase women precipitation in top positions and vision for gender diversity (Australian Government & RIN, 2018; Fernandez-Mateo & Fernandez, 2016). Since there is a strong correlation between business performance and workplace diversity, the organization should communicate the business strategy and case for gender inclusivity (Australian Government & RIN, 2018; Ozturk & Tatli, 2016). In addition, MHHS should ensure that it has built awareness for its employees by providing them with training about unconscious bias and stereotypes (Fernandez-Mateo & Fernandez, 2016; Young Shin & Bang, 2013). Such a move would change behaviors and mindsets of workers, thus counteracting discrimination. Senior women leaders should be engaged as role models by highlighting and recognizing their successes in executive positions to act as mentors to junior men and women (Elias, 2018). Other initiatives such as internal rewarding and sponsorships also play a key role in retaining workers.
The institution should ensure that it creates a favorable working environment that meets the needs of all of its workers with the aim of retaining them. Such a condition can only be met if and only if the working conditions are inclusive, safe and benefits everyone within the organization (Australian Government & RIN, 2018). Implementation of policies that meets the needs of diverse employees such as those that acknowledges and accommodates commitments outside their working environment can help in retaining workers (Australian Government & RIN, 2018). In addition, MHHS should regularly survey its employees to enhance communication and seek their feedback (Young Shin & Bang, 2013). Such a move would help assess the institution’s performance and mitigate its shortcomings. Provision of ample physical working environment including maintenance of standardized facilities and accommodation can help in catering for both women and men (Australian Government & RIN, 2018; Young-Shin & Bang, 2013). MHHS should monitor by auditing its finances to ensure that there is pay equity in terms of variable and fixed salaries for both genders. Policies such as paid parental leave and career leave that foster an inclusive culture should be implemented (Glass & Cook, 2016). Moreover, the organization should display and promote zero tolerance for discrimination, sexual harassment, and bullying. Effective channels that enhance safe reporting of such atrocities should be implemented to improve the working conditions for all workers.
In an effort to retain its workforce, MHHS should also consider implementing programs that support employees and their families. It is crucial for the organization to take into consideration the families of employees who work in remote locations or who have relocated to undertake new roles (Glass & Cook, 2016; Young Shin & Bang, 2013). MHHS would include offering psychological and emotional support, implementing workplace strategies that enable employees to balance work and family, social support, assisted communication, and technology access, and structural support (an example is assisted relocation) (Australian Government & RIN, 2018; Glass & Cook, 2016). In addition, the institution should provide both offsite and onsite support for employees that help them acquire skilled guidance and counseling from counselors (Australian Government & RIN, 2018; Elias, 2018). Consequently, the workforce would be better equipped to work at all levels without the fear of commitments.
Overall, over the past decade, MHHS had implemented strategic measures aimed at increasing the number of women and minorities at managerial levels. Such a move was well-intentioned as it underscores the organization’s efforts toward gender inclusivity. However, increasing the number of women at junior levels did not reflect the projected increment of women participation at executive positions. The difference is due to the barriers, which are cumulative and historical. The gender-specific biasness regarding how women and minorities are perceived and treated in MHHS has affected their relation to career recruitment, development, and advancement, especially in non-traditional roles. Adopting strategies that enhance attraction, recruitment, and retention is the key to create an all-inclusive working environment that increases individual and organizational productivity.
References
Australian Government & Research Industry Network (RIN). (2018). Gender diversity strategy toolkit for business leaders [Ebook]. Retrieved from http://www.resourceindustrynetwork.org.au/_literature_183122/E4E_Toolkit
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