But they’re not quitting to leave the workforce; women are switching employers at unprecedented rates.
We’re not talking about the Gen Z-ers, who have burst into the workforce with a different set of expectations for their working lives.
We’re seeing highly talented, often prolific women, who have held top positions, leaving well known employers, and moving to organisations that better match their values and need for flexibility. These are women who have fought hard for their careers, spent years honing their craft, putting in the hours and the overtime, manoeuvring themselves into positions of leadership.
Let's be clear: female leaders are not leaving their roles because they are less ambitious. They’re not leaving their roles because they don’t want to work hard. They have made their careers on the back of their ambition and hard work. They’re asking for flexibility, not because they want to do less, but because the reality of their lives is that they do more. Whether it’s children, grandchildren or elderly parents, caring responsibilities affect women disproportionately to men. Women account for 85 percent of sole carers for children and 65 percent of sole carers for older adults.
But the desire for additional flexibility isn’t the only reason for female leaders stepping away from their companies. Many have battled hard to get to their positions, worked tirelessly to prove themselves, only to then have their judgement questioned at every turn.
They often participate in extra projects, supporting employee wellbeing, diversity or mentoring, spreading themselves thinner for work that often goes unseen or unrewarded. They’re more likely to experience micro-aggressions, being mistaken for a junior colleague, asked to take notes or give “office housework” tasks, such as organising refreshments, ordering suppliers or tidying up.
Intersectionality
These issues are compounded further for women who experience further bias for their race, a disability, or their sexual orientation:
- More people from ethnic minority backgrounds have caring responsibilities, with one in two (50 percent) who have caring responsibilities saying they had been unable to pursue certain jobs or promotions because of this.
- Many have reported a lack of sponsorship from other senior colleagues for their progression, or fewer senior colleagues advocating on their behalf.
- LGBTQ+ women and women with disabilities are more likely to be judged negatively on their appearance, dress code, or even facial expressions.
Retaining female leaders
So, what are companies in the FM space doing to ensure they retain top female leaders? There are number of recommendations we can make to help make sure you’re the kind of organisation talented women are drawn to, rather than run from:
- Run regular employee surveys. If you’re not asking your employees what they need and what would make their working experience more manageable, you won’t be able to find the right solution for your company. So before you do anything, ask your team how they’re feeling, and what they’d like.
- Consider caring the norm, not the exception. Build this into your policies and practices. You could look at offering employee benefits that support caring work – whether that’s additional childcare support, or elderly care programmes.
- Build flexible working into your company’s DNA. Ensure it’s open to all, and that it’s done in a way where those working remotely for some or all of the week are given the same access to connection and company opportunities as those who are onsite. If those who are working flexibly are at a disadvantage, then you’re not a truly flexible organisation.
- Ensure there is accountability within the organisation. Microaggressions shouldn’t be allowed to slide. There should be safe way to report marginalising behaviours, and action should be taken swiftly to ensure that they are called out.
The women at the top of your organisation bring far more to your company that you likely realise. They contribute to the culture, they cultivate empathy, and they work hard, often going above and beyond to deliver. Losing them will have a hugely negative overall effect, both on your culture, and on your bottom line. You may be resistant to making the changes necessary to accommodate female leaders, but there’s a good chance you’ll lose out if you don’t move fast.
