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Strategies for Reintegrating Women into the Workforce Post-Pandemic

LAS VEGAS – As businesses navigate the aftermath of the COVID-19 pandemic, prioritizing equitable treatment for women returning to the workforce is crucial. This was emphasized by Camille A. Olson, partner at Seyfarth Shaw, who highlighted the importance of returnship and allyship programs during a panel titled “SHE-CESSION: Seizing the Moment to Lead Global Change for Women in the Workplace” at the SHRM Annual Conference & Expo 2021.

During the pandemic, many women exited the workforce voluntarily to care for children due to the closure of schools and daycare facilities. Additionally, women in sectors such as hospitality and retail faced significant job losses, exacerbated by these industries’ concentration of female employees.

Olson raised concerns about potential disparities in pay between women who had to leave the workforce and those who remained employed. She posed the question: “Are you going to allow that to occur?” encouraging companies to reflect on the cultural implications of such pay structures.

Furthermore, Olson suggested companies reassess the policies that restrict internal promotions to limited pay increases, noting that these can contribute to long-term pay disparities. She argued that women often remain in their roles longer without the same salary increases seen when changing positions within the industry.

To enhance the selection process for job candidates, Olson advocated for ensuring that diverse female representation is included in hiring decisions. She noted that when there is only one woman in a candidate pool, it can be challenging to evaluate her on equal footing with male counterparts.

Women’s employment levels are currently at a 33-year low, according to Emily M. Dickens, SHRM’s chief of staff. Dickens labeled this moment as a critical inflection point, saying, “There are a ton of opportunities to think bigger and better. This is not a status quo moment.”

The disruption caused by the pandemic offers companies an opportunity to review their policies and programs critically, ensuring fair treatment for all employees as they face the effects of the Great Resignation, where many have left their jobs during the economic recovery phase.

Sean T. Sullivan, Chief Human Resources Officer at SHRM, suggested that organizations engage in open dialogues with employees about their developmental needs and training preferences. He emphasized the importance of understanding individual employee objectives as part of an ongoing discussion about career growth and learning opportunities.

Sullivan noted that in today’s competitive job market, such conversations become vital in fostering a more culturally aware and responsive workplace.

Creating a more inclusive workforce does not always require significant policy changes. Susana Suarez Gonzalez, executive vice president and chief human resources, diversity and inclusion officer at International Flavors & Fragrances Inc., recommended that leaders connect with employees on all levels regularly to gain insights into their experiences. “I’d recommend that leaders get out of their shell to hear from employees what is going on,” she advised.

In conclusion, the path towards an equitable workplace for returning women encompasses a range of strategies that companies can adopt to ensure inclusivity and fairness, ultimately benefiting the entire organization.

Source
www.higheredjobs.com