What Efforts Your Organization Has Taken For Gender Equality or What Efforts They

Here are some concrete suggestions a manager can take to ensure gender equality in
work place as per the responses we have received:
We asked our respondents to suggest few points or the policies they are following to
encourage gender equality in their workplace using this question:
1. What efforts your organization has taken for gender equality or what efforts they
should make?
2. Does the company use a recruiting strategy to increase women hires?
Recruitment
 Look at work ads and see if there are any that encourage both men and women
to apply.
 To promote gender equality, set quantitative recruitment targets.
 Increase the number of people you can employ.
 Organize recruitment programmes in universities and colleges to draw women
to fields that have historically been dominated by men, such as technology.
 Examine job descriptions and qualifications to ensure that none of them favour
one group over another.
 Give soft skills and talents a higher priority.
 Ensure that selection processes are straightforward and focused on individual
strengths and abilities.
 Ensure that the candidates are evaluated solely on the work criteria.
 Solicit justifications from interviewers for their decisions.
Professional development
 At the point of hire, provide all staff with instruction.

 Invest in training and growth that is tailored to your unique needs.
 Build training programmes to help people become more assertive.
 To promote the advancement of women for leadership positions, provide
various types of mentoring.
 Make a non-linear career structure instead of a conventional one.
Working environment
 At the time of hire, provide instruction to all staff.

 Invest in training and development that is tailored to the needs of each
person.
 Create programmes to improve assertiveness through teaching.
 To promote the creation of women for leadership positions, provide various
types of mentoring.
 Make a non-linear career structure instead of the conventional one.
 Allow for flexibility and encourage workers to balance their work and
personal lives. Individualized flexible working hours, community flexible
working hours, or flexible time off are only a few examples.
 Have a stress management programme and/or instruction in stress
management.
 Have parental leave in addition to the legal requirements.
 Invest in a maternity and paternity facility for your spouse.
 Have days off for child care that are charged.
The pay gap dilemma:
Do you believe that men and woman in the workplace receive fair pay?
There are many explanations why the wage disparity between men and women persists today.
Because of a bias that men are more capable of doing the job, recruiters overlook women.
Finally, women are discouraged from pursuing higher-paying careers such as engineering and
programming. According to Pew Research Centres' study of both full-time and part-time
jobs, women earn 85 cents for every dollar earned by men for all of these reasons and more.
This is a significant problem since the gender pay gap is perpetuated by outdated assumptions
and norms. We're trying to fix as many as we can in order to encourage gender equality. This
is a complicated problem that many people mistake for equal pay for equal work, but it is
simply due to a lack of women in senior roles.
We are in a strong financial position at Shrewd, but we also need to focus on our
representation. It will take time to find a solution to this issue. The argument for diversity in
the workplace is convincing. We know that diverse businesses outperform their peers and the
market. Employees become more conscious of their own future prejudices as a result of
breaking up homogeneity. Furthermore, research has shown that organisations with diverse
teams perform better in terms of decision-making, risk reduction, creativity, and innovation.
The gender wage gap is influenced by a number of factors. It is not a problem that can be
solved overnight, especially in big, complex organisations. Companies that did not prioritise
it years ago, beginning with the CEO, would have a long way to go. For a long time, GM has
been concentrating on these topics, and it has been a key factor in our success. Because the
sexism that causes it has become institutionalised in corporations' systems and procedures, as
well as a lack of consideration through our legal infrastructures, the gender pay gap continues
to be a problem. And those who want to improve things aren't in enough leadership and
decision-making roles to ensure that the wage gap between men and women is finally closed.
Fair pay for equal jobs is a simple hygiene problem for men and women, according to smart
businesses looking at data on the potential workforce. Discussion is fine, but without
movement, it's just that: a discussion. It's unfortunate that, after years of discussion, some
businesses have yet to take the necessary steps to fix the problem. The first step is to do the
study, which entails analysing the data to see whether there is a wage gap between men and
women. You must identify the source of the inequalities within the company. What levels of
disparity do you see, what jobs, what fields or divisions within the company are having
difficulties? To figure out where the company's pressure points are, you'll need to take an
empirical approach. The final step is to find out why the issue exists in your business. You
must determine whether or not there are any prejudices or pay policies among employees.
This approach should involve collecting feedback from all stakeholders, including managers,
workers, human resources experts, and leaders who establish compensation systems, in order
to better understand the root causes and then attack them.

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Here are some concrete suggestions a manager can take to ensure gender equality in

work place as per the responses we have received:

 At the point of hire, provide all staff with instruction.

 At the time of hire, provide instruction to all staff.

The pay gap dilemma:

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