argues that while companies acknowledge that positive relationship, too many have abandoned integration practices in the wake of the pandemic. They write that this is not only bad for women. It will not be good for the company’s future growth and profits.
“As we show in our study, women are 12 times more likely to leave work to care for family members, whether it’s children or elderly parents. And if they stay, they may find their careers affected due to their reduced ability to focus on their work,” said the paper’s co-author, Shirin Emadi-Mahabadi (MBA 21).
“In the long run, the mass loss of women’s jobs will not only negatively affect global GDP. It will also reverse the progress made before the pandemic.”
Multiple Risks Researchers reviewed dozens of workplace dynamics reports from global management consulting firms such as McKinsey & Company and Deloitte, as well as large banks such as RBC.
They found the pandemic has adversely affected women in the workplace in several ways. A report says women’s jobs are 19 percent more at risk than men because they are disproportionately underrepresented in sectors vulnerable to the COVID-19 crisis. Another report estimates that global GDP will be one trillion dollars less by 2030 if no action is taken to reduce job losses for women. However, the same report says that giving women and minorities access to telecommuting technology and other measures could add $13 trillion to global GDP.
Women are also at greater risk from job automation, which has increased during the pandemic. Automation has impacted men and women roughly equally, but men are more likely to be retrained and rehired as women face traditional barriers that prevent them from developing skills. new ability.
What’s more, the pandemic has put existing comprehensive and diverse recruitment measures at risk, the researchers write. Emadi-Mahabadi points out that these measures have fallen short of their stated goals long before COVID-19. She worries that companies will use the public health crisis to stall or reverse any goals they achieve, however modestly.
“If these measures are taken, it will not be a short-term problem,” she said. “In 5 or 10 years, whenever the next crisis hits, where will we be then?”
Happier workers work better
The authors also found multiple documents showing that female executives and managers often outperform their male counterparts. According to lead author Steven Appelbaum, a professor of management at the John Molson School of Business, it’s largely due to leadership traits commonly exhibited by female leaders: inspirational behavior, participatory decision-making, and participatory decision-making. , set expectations and rewards, develop people and be a good role model. This, he says, contrasts with the “follow me or the highway” approach commonly seen by male managers.
“We’ve seen that the best pandemic management countries, like New Zealand, are led by women.” Appelbaum said. “Research shows that unless you’re more inclusive, you’re not going to find people with the skill sets needed to manage through the pandemic.”
Despite these obstacles for women, Emadi-Mahabadi and Appelbaum believe that the COVID-19 crisis also offers opportunity.
“Employers realize that if they don’t give employees the flexibility to work remotely, they won’t be able to build talent through their organization.” Emadi-Mahabadi said.