Supporting Employee Career Development

If you REALLY want to support women in the workplace, you need to start: → Offering flexible work arrangements, especially to support mothers. → Encouraging women to go for internal promotions → Paying women fairly and transparently → Creating environments where women’s voices are heard → Calling out microaggressions and biases when you see them → Offering leadership training and mentorship for women → Rethinking how performance and ambition are measured (not just who shouts the loudest) → Making networking and career progression opportunities accessible to all → Championing women even when they’re not in the room → Reviewing your hiring and promotion processes to eliminate bias → Creating policies that support women through all life stages (not just maternity leave) → Holding senior leaders accountable for diversity and inclusion goals → Ensuring workplace policies support women’s health, including menopause and period policies International Women’s Day should be about real, tangible action. Too often, we see businesses celebrating IWD while their leadership teams are still male-dominated, pay gaps persist and workplace policies don’t support women’s real needs. So, if you’re a business leader, hiring manager, or even a colleague... Ask yourself: What are you actually doing to make the workplace more equitable for women? 🤔

Why is it that even in industries dominated by women employees, men rise to the top of the most prestigious and influential organizations? One answer is career escalators. “Career escalators” points to the practices, structures and norms that move a person upward in their careers. However, as research by many, including Prof. Christine Williams shows in her research, “glass elevators” are hidden advantages for men to advance in women-dominated fields. As Cathleen Clerkin, PhD reveals, a broad look at nonprofit workers reveals a slight advantage for men in leadership. Women represent about 70% of employees yet only 62% of leaders. The real gap, however, shows up when you look at size of the non-profit, as measured by revenues. Men nonprofit CEOs oversee nearly twice the revenues as women (~$11M vs. ~$6M). And men CEOs earn on average +27% more than women CEOs. Having worked with many nonprofit boards on their hiring practices, bias is a concern in recruiting CEOs and board directors. Preference for the “think leader, think male” can give an implicit advantage to White men, resulting in disadvantages or de-accelerators for women and BIPOC men. Often those concerns are expressed in donor networks, strategic thinking, vision and public persona -- all of which are important and yet the evaluation of who can do them can be fraught with biases. What can you do? The author suggests many important strategies. ✔ Check for biased language and treatment in the hiring process.  ✔ Track demographic data.  ✔ Be transparent about pay.  ✔ Create clear career matrices.  ✔ Have explicit conversations about career goals.  ✔ Sponsor women and give them challenging opportunities. When we make these often invisible accelerators visible--and work towards creating clear, equitable and transparent access to them--we can come closer to achieving our intention of creating remarkable and inclusive organizations.  Research by Candid. Article published in Harvard Business Review.

1/10 women leave work during menopause because of their symptoms. This costs the UK economy an estimated £1.5 billion every year… Not to mention the personal toll on women’s careers, confidence, and financial security. The data is stark: → £191m is lost annually due to time off work. → £22m lost due to presenteeism (showing up but unable to perform at full capacity). The numbers prove what too many of us already know: untreated and unsupported menopause isn’t just a women’s health issue. It’s an economic issue. It’s a business issue. We’re building The Better Menopause on this very premise - that when women are properly supported with evidence-based solutions, they thrive. And when women thrive, so do workplaces and economies. We cannot afford to keep ignoring the link between menopause, productivity, and economic growth. This is about more than flexible working policies. It’s about creating a culture where midlife women are supported, not sidelined. Because investing in women’s health is investing in growth.

Why is there a gap in your resume? Shouldn’t be the first question. It should be the last thing that matters. ↳ People take breaks for parenting, caregiving, burnout, illness, or simply to breathe. ↳ That doesn’t make them less capable. ↳ It makes them resilient. In a world that glorifies constant output, 📌 Let’s remember: Rest isn’t a weakness. It’s wisdom. We need fewer questions about gaps And more platforms that support returners. Here are some job portals that champion career breaks: 🟢 JobsForHer (India) – Tailored returnship programs for women to restart their careers. 🟢 Path Forward – Offers returnships in major U.S. companies after career pauses. 🟢 Apna – Inclusive hiring, now onboarding women with career gaps. 🟢 ReBoot Accel – Upskills and supports women returning after breaks. 🟢 HerKey (formerly Sheroes) – Job matching + mentorship for women restarting. 🟢 Second Innings by TCS – For experienced professionals on career sabbaticals. 🟢 LinkedIn Career Break Feature – Now lets you proudly add your break to your timeline. These aren’t “favours.” They’re corrections to a system that forgot that life happens. If you’re in hiring, ask this instead: → “What did you grow through during your time away?” → “How can we help you transition back smoothly?” Let’s build workplaces that respect life’s pauses, not punish them. 📌 Final Thought: A career break is not a step backwards. It’s often the bravest decision someone makes to care for their health, family, or sanity. If we truly believe in potential, diversity, and inclusion, we must stop treating career gaps like character flaws. The future of work isn’t just about skills. It’s about compassion. And the best workplaces will be the ones that see the whole person, not just the timeline. 📌 P.S.: The gap doesn’t define the candidate. Their comeback does. 👏 Respect the break. 👏 Hire the potential. 👏 Normalise humanity in hiring.

The gender pay gap doesn’t begin at the boardroom. It begins shorter after graduation. According to new FT analysis, men in the UK are earning 14% more than women just five years after leaving university - even when they studied the same subjects. Take maths graduates: men most often go into software development roles, averaging nearly £50k. Women most often go into teaching, averaging £34k. The same degree. Very different outcomes. This challenges the old narrative that the gender pay gap is mainly about “course choice.” It’s not. The disparity starts with how careers are channelled, valued, and rewarded right from the first rung of the ladder. Our own Three Barriers research shows how gender stereotypes, systemic bias, and unequal access to networks compound over time. By the time we get to the C-suite, the gap has widened into a chasm. This is an important issue for organisations: talented women are being funnelled away from the highest-paying, highest-prestige roles before they even have a chance to compete for leadership. This means, if we want more women in senior roles tomorrow, we need to tackle inequity in career pathways today. 👉 I'd love to hear examples of organisations working with schools and universities to encourage women to opt into a wider range of careers. Please share best practices of what your organisation is doing in this space! #GenderEquity #WomenInLeadership #GenderPayGap

Overcoming Career Break Challenges and Supporting Women Back to Work Returning to the workforce after a career break is more than just clocking back in—it’s reconnecting with a version of yourself that’s been through changes, reflections, and new priorities. It’s a moment to: ● Rethink your values ● Rediscover your purpose ● Reflect on what you truly care about ● Realign your energy to where it matters most Yet, this transition is often marked by self-doubt, anxiety, and the pressure to prove your worth all over again. Quoting Serena Savini, Founder of I'm Back!: "Women are more likely to have low self-esteem after a career break. They are ashamed to speak about their experience and often they lose career opportunities." Companies need to step up. Here’s how they can better support women returning to work: 1.) Provide Mentorship Programs ↳ Pair returnees with mentors who guide them through the initial phases, boosting confidence and acclimation. 2.) Offer Flexible Work Arrangements ↳ Understand that returning professionals may have new responsibilities; provide options that make balancing work and life easier. 3.) Implement Tailored Onboarding Processes ↳ Don’t treat returning employees like new hires—acknowledge their past experience and adapt onboarding to reflect their skills and expertise. 4.) Foster an Inclusive Culture ↳ Create a space where sharing past experiences isn’t met with judgment but with curiosity and encouragement. 5.) Recognize Transferable Skills ↳ Value the skills gained during career breaks, whether through caregiving, volunteering, or personal growth. 6.) Normalize Conversations About Breaks ↳ Encourage open dialogue so that career breaks are seen as chapters of growth, not gaps to hide. 7.) Invest in Confidence Workshops ↳ Support with resources aimed at rebuilding self-esteem and battling imposter syndrome. 💡 Questions to reflect on: ● What’s guiding your return? ● Where will you invest your energy? Coming back after a career change is often layered with mixed emotions. According to a Journal of Vocational Behavior (2024) study, career changers experienced an average 30% drop in self-esteem during the early stages of their transition. How do you feel after your career change? Let’s open up about it. Your story matters and might just be the spark someone else needs. ID: "A soft-toned graphic with a quote reading: 'Career changers experienced an average 30% drop in self-esteem scores during the early stages of their transition.' The words '30% drop in self-esteem' are highlighted in bold. In the top left corner, a small circular design features abstract swirls with 'I'm back' written inside. The bottom right corner reads 'Coming back after Career Change' in a complementary font." Image Credit: Serena Savini, Founder I'm Back

Career breaks are often cited as permanent pauses in your career. It is important to establish a changed mindset that a career break is not a blank space on your CV. It’s a chapter. Whether it's for family, caring for loved ones, a personal pursuit, or simply needing time to recharge, stepping away from your career is a significant decision. The change in routine, the questioning of your identity, the feeling of being disconnected – it may seem exhausting. A lot of women, including me, experienced this during their maternity break. And then returning to work after a break seems challenging too. It's easy to feel overwhelmed and lost. But here's the powerful truth we need to embrace - " career break," is not a gap on your CV. It's a new chapter filled with experiences that have shaped you, strengthened you, and given you a perspective that's uniquely yours. You've learned invaluable skills, navigated complex encounters, and developed resilience that will serve you well in the future. So how do we normalize taking career breaks and support those on their journey? Here are a few thoughts: 💠 Preparing for a break: Have open conversations with your manager, family, and support network. Think about how you'll stay connected to your industry – even if it's just reading articles or attending occasional events. Most importantly, give yourself grace. This is time for you. 💠 Returning to work: Start small. Reconnect with your network – reach out to former colleagues, mentors, or industry contacts. Update your skills and don't be afraid to ask for help. Remember: Your experiences during your break are valuable assets. 💠 Providing the right environment to return to work: Companies must provide the right environment, tool, resources, and support system for employees to transition back to work, for example, after a long maternity break. Employee resource groups, support from male allies are perfect examples of these mechanisms and help build an equal, inclusive workplace. 💠 Supporting each other: Let's create a culture of support and understanding. Celebrate the diverse paths women take and recognize the strength and resilience it takes to navigate career breaks. Let's mentor, sponsor, and champion each other. Let's share our stories, lift each other up, and keep walking forward together. #KeepWalking #WomenInBusiness #CareerBreak 

Early in my career, when I shared the story of a workshop that completely bombed (an email announcing layoffs arrived in everyone's inbox during day 1 lunch of a two-day program -- and I had no idea how to handle this), three women immediately reached out to share their own "disaster" stories. We realized we'd all been carrying shame about normal learning experiences while watching men turn similar setbacks into compelling leadership narratives about risk-taking and resilience. The conversation that we had was more valuable than any success story I could have shared. As women, we are stuck in a double-bind: we are less likely to share our successes AND we are less likely to share our failures. Today, I'm talking about the latter. Sharing failure stories normalizes setbacks as part of growth rather than evidence of inadequacy. When we women are vulnerable about their struggles and what they learned, it creates permission for others to reframe their own experiences. This collective storytelling helps distinguish between individual challenges and systemic issues that affect many women similarly. Men more readily share and learn from failures, often turning them into evidence of their willingness to take risks and push boundaries. Women, knowing our failures are judged more harshly, tend to hide them or frame them as personal shortcomings. This creates isolation around experiences that are actually quite common and entirely normal parts of professional development. Open discussion about setbacks establishes the expectation that failing is not only normal but necessary for success. It builds connection and community among women who might otherwise feel alone in their struggles. When we reframe failures as data and learning experiences rather than shameful secrets, we reduce their power to limit our future risk-taking and ambition. Here are a few tips for sharing and learning from failure stories: • Practice talking about setbacks as learning experiences rather than personal inadequacies • Share what you learned and how you've applied those lessons, not just what went wrong • Seek out other women's failure stories to normalize your own experiences • Look for patterns in women's challenges that suggest systemic rather than individual issues (and then stop seeing systemic challenges as personal failures!) • Create safe spaces for honest conversation about struggles and setbacks • Celebrate recovery and growth as much as initial success • Use failure stories to build connection and mentorship relationships with other women We are not the sum of our failures, but some of our failures make us more relatable, realistic, and ready for our successes. So let's not keep them to ourselves. #WomensERG #DEIB #failure

This #internationalwomensday I'm turning the spotlight on us - my fellow men in leadership. Dear men in leadership, are we part of the problem or the solution in women's #leadership journey? It's time for a heart-to-heart. As a man in a position of influence, I've had to ask myself some tough questions. For decades, women have been pushing against glass ceilings, navigating gender biases, and fighting for seats at the leadership table. But here's the thing: It's 2024, and we're still talking about "the first woman to..." milestones. It makes me wonder, are we, as men, doing enough to change the narrative? Or are we unintentionally holding the pen that continues to write a story of inequality? Let's talk about being allies. Real allies. Not just in words, but in actions. How do we move from passive supporters to active champions for women leading from the front? Here's where we can start: A. Listen More - Before we can be part of the solution, we need to understand the problem. And that starts by listening more. B. #empathy starts at home and drives behavioral #change - Create an ecosystem that you expect for your partner, sisters, and mothers at their respective workplaces. If you root for them at home, it is time you start rooting for your fellow women colleagues too. C. Challenge the Status Quo - It's comfortable to go with the flow, especially when the current system benefits you. But growth and change come from discomfort. D. #inspireinclusion - Ultimately, fostering a culture of respect and inclusivity where everyone feels valued and empowered to contribute to their fullest potential is perhaps the most significant action an ally can take. E. Sponsorship - Mentoring is great, but sponsorship is where we see significant impact. Use your chivalry to open doors that matter, recommend them for projects and promotions, and ensure they get the visibility they deserve. F. Educate yourself and others - The journey of allyship is ongoing. It's about creating an environment where everyone, regardless of gender, can thrive. This conversation is just the beginning. I want to hear from my LinkedIn community- both men and women. 1. To the men: How can we better support our women colleagues? What actions have you seen make a real difference? 2. To the women: What do you need from us, your allies, to help you lead from the front? Let's use this space to share, learn, and grow together. Your thoughts, experiences, and suggestions are not just welcome—they're needed. Happy Women’s Day to all of us! #genderequality #allyship #iwd2024 #gratitude

It’s no secret that men outnumber women in #STEM careers. Even though entry-level hiring numbers have been improving, women still hold only 34% of STEM (science, technology, engineering, and math) roles, with larger gaps for the highest-paid and fastest-growing jobs. Progress toward #parity is plateauing. And even when women are hired into STEM roles, many often leave the field early. Why can’t employers hold onto these sought-after hires? We know the first years of a woman’s STEM career are crucial to her long-term success – and the success of her employer. I’m thrilled to share that the Healthcare Businesswomen’s Association recently teamed up with the brilliant minds at AdaMarie and dove deep into this issue to identify the challenges and discuss solutions. The product of this collaboration is available for you to download today: “Bridge Skills: The Missing Piece in the STEM Pipeline.” https://lnkd.in/eMnxBxTb A testament to our commitment to change, this white paper was architected by AdaMarie’s Head of DEI, Sara Sanford, PMP, MPA and includes key insights from myself and the HBA’s Chief People and DEI Officer, Nikki Jones, SHRM-CP and AdaMarie CEO, Rebecca Tierney. The paper sheds light on the pivotal early years of women's STEM careers and reveals actionable insights and best practices that are crucial for closing the "Bridge Skills" gap—a gap that, if addressed, can significantly enhance the retention and success of women in STEM fields. This paper is more than just research; it's a roadmap for employers, educators, and professionals to foster a more inclusive and equitable STEM landscape. It's an invitation to explore the untapped potential of women in STEM and the benefits that gender equity brings to innovation and growth. Please download, read, and share the paper… Let it be a catalyst for discussion within your organizations, academic circles, and beyond. Your engagement and feedback are invaluable to us as we strive to make a meaningful impact for women in the business of healthcare. Together, we can bridge the gap and pave the way for a more equitable future…let’s turn these insights into action! #HBAImpact #HowWomenLead #Inclusion #GenderEquity #DiversityInSTEM #WomenInSTEM #BridgeSkills