Question

1. Do you think that a “glass ceiling” still exists when females are considered for promotion to the highest executive positions?
2. Is sex discrimination difficult to prove?

Support your answers with reasons why or why not and include examples.

Answer 1

Yes, I do think that a glass ceiling exists when females are considered for promotion to the highest executive positions.

A recent Mckinsey report stated that around 79% of entry-level and 83% of mid-level women do desire to move to the next level. However, the barriers make it difficult for them to climb the ladder.

Here are my supportive reasons:

• The traditional mindset where leadership is often associated with being a male quality is a major factor contributing to the same.
• Along with mindset many organisational practices and processes reflect men's lives and their associated situations.
• Example - Career escalation in global companies or MNCs ofter includes overseas rotation and travel assignments which take into the assumption that spouse will move along.
• In most workplaces, women are expected to take up more family responsibilities than male. Example: Especially in workplaces in Asia where familial commitment and values of women being housemakers are deeply ingrained in the culture.
• Women also face an issue where either they are considered capable or liked but not both aspects.
• Women also have less access given to network, sponsors and external partners.
• The workplace culture makes it so difficult that women are hesitant to advocate for themselves and ask for feedback and improvement.

The sex discrimination is easily visible in mindsets but becomes difficult to prove in current workplaces. Here are the reasons:

• Most of the times it is difficult to find evidence for the stated reasons. Facts are not supportive.
• Sometimes the reasons stated are insufficient to take actions against the individual.
• The reasons have some many errors that as employers or leaders it cant be proved legally.
• The employer considers the protected status above the stated reason to motivate an employee.
• Direct or circumstantial evidence of discrimination gets missed as most of these unfair treatment happens over normal routine or informal conversations.

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