23rd Nov 2020
As the world unites to combat a global pandemic, it still is searching for answers and ways to making it a fairer and more considerate place to live. In this context, various sensitivities around minority groups have resurfaced, pushing many private and public organisations to question how they address these inequalities.
In this white paper, we have decided to focus on gender inclusion and are looking to understand why, in 2020, there still are such disparities and inequalities when it comes to women’s inclusion in the workplace. This paper puts forward the fact that diversity and inclusion (D&I) must be looked at with a cultural lens as a one size fit all approach simply won’t work when operating across international markets. Different cultures have varying levels of maturity on the topic as well as diverging views on what D&I actually means and how it should be tackled.
For instance, while gender pay gap is still a reality in many countries, the reasons behind it are complex and vary across cultures. While the traditional role of women in the household is evolving in most countries, it seems to still be the main point of focus to explain why women cannot aspire to the same career expectations as men.
On a more positive note, we will see that the future is bright. Millennials and Gen-Zedders across the world are reigniting the flame lit by previous generations of feminists. Through social change like the #MeToo movement, younger members of society are pushing for more gender equality, and therefore pushing companies to act and introduce new policies to ensure gender inclusion in the workplace.
Thanks to the help of our network of in-market experts, we provide an insight into the current situation regarding gender inclusion in the workplace across seven different markets and cultures. All varying in their economic wealth and their position on the Global Gender Gap Index 2020, our markets of focus include the United States, Japan, Finland, India, Italy, El Salvador and Saudi Arabia. In each case study, we take a look at the current situation in each nation, what the cultural drivers for it are, and how successful different companies have been at tackling this issue.
Jennifer Dwivedi, Manager of Content Strategy and Localization at Hyatt Hotels, describes what this entails for Hyatt Hotels’ portfolio of brands around the world.
“Our approach lies in building a strategy based on cross-functional and cross-cultural conversations, both within Hyatt itself and with our partners. Candid discourse, careful thought and empathy are key to determining the correct course of action for each of our core languages—a “one size fits all” solution simply won’t work. Cultural norms and nuances will certainly come into play as we adopt a modified approach within each language, but our values as a company will remain the driving force behind what we seek to achieve: to make each and every member, guest and colleague feel welcome and included. In today’s world, this is more important than ever.”
Although gender roles are deeply engrained in these seven markets, these examples prove that companies have a real opportunity to enforce positive change in their workplaces. As can be seen in these case studies, some companies have strived to create a more inclusive workplace culture and introduce more equal legislation towards maternity and paternity leave in order to lessen the impact of motherhood on women’s careers. Others have introduced schemes to improve women’s work-life balance and prohibit gender discrimination.
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