Supporting human resources as a driver of gender equality

Despite all the efforts made in recent years, inequality between men and women still exists.

As the INSEE figures published in the 2020 study indicate, we can see that family motivation remains an obstacle to women’s professional development, while it appears to be a secondary issue for men. Indeed, it seems necessary to take into account all the issues that may arise in the context of human resource support in order to contribute to equality between men and women.

Today, 68% of women between the ages of 15 and 64 participate in the labor market*. They willingly accept the advice of an expert, unlike the majority of men, they increasingly want to be accompanied. Over time, this trend will make it possible to reduce the existing gaps or even eventually reverse the trend, provided that a method is applied based on a comprehensive understanding of the individual and a certain process to eliminate the identified problems.

A deep humanistic approach: the cornerstone of human resource support

One of the blocking points that regularly appear during exchanges is the lack of self-confidence. Women are looking for some form of support and need to reassure their skills. Taking the most realistic approach possible is the best way to counter impostor syndrome. By evaluating tangible references and achievements, a person can more easily present himself in a situation that corresponds to his true level. Therefore, “confidence” is an essential basis for human resources. This idea is the first step needed to realize one’s worth, which leads to the next step: daring to question, in order to achieve the full and complete expression of one’s desires with a manager or business owner.

Besides this psychological aspect, there are also obstacles associated with the social obligations that women impose on themselves. Many of them are the ones who allow themselves to reinvest their careers when their children grow up or when they leave home. It is important to sensitize young people to the intervention in universities, for example, but also to invite them immediately, when this topic arises, to renegotiate the organization inside the house with the spouse. Helping to understand that there is a porosity between career and personal life by including the possibility of having children in one’s thinking, to understand one’s needs, and then working on any barriers to immersion allows rethinking of the profession in question.

Encourage an individual approach by considering all external factors

Child access remains an additional factor of inequality between men and women who are more likely to interrupt their activity (19% versus 4% of men). They also tend to prefer part-time work (8% of men and 27% of women)*.

It is therefore necessary to talk about the different solutions that exist, especially in relation to childcare, and even more so when you live in the countryside. Because even if men were more sensitive to this question, women would not be less sensitive. This discovery reveals that the professional works with life cycles and leads to a personalized support approach without seeking to fundamentalize.

Of course, this not only prevents us from continuing to work towards collective awareness of role models and testimony, but also by helping to change regulations around the topic in order to achieve greater corporate participation, particularly in terms of wages. It could lead to the development of in-house programmes, increased monitoring of the results that are published each year, and why the OPI should not be expanded to companies with fewer than 50 employees.

* Figures from INSEE’s most recent study “Women and Men: A slow decline in inequality”

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