Three-quarters of women around the world want to see more action from companies to help lift the “second” glass ceiling, revealed a report carried out by BSI, the business improvement and standards company.
“Addressing the second glass ceiling can offer many benefits, from enhancing productivity to ensuring organisations retain talented people and providing mentors who can draw on their experience to guide newer members of staff,” shared Anne Hayes, Director of Sectors at BSI.
SECOND GLASS CEILING
The term “glass ceiling”, coined in the late 1970s and popularized in the 1980s, has come to signify the invisible barriers women and other underrepresented groups can face when trying to ascend to senior leadership and decision-making roles. The concept reflected a reality of the time where more women than ever were entering the workforce and looking to advance their careers, but were being presented with specific barriers to doing so.
Although progress has been made in the last five decades, women are now leaving the workplace faster than men, suggesting that a Second Glass Ceiling, focused less on career advancement and more on career longevity and employee retention, is in place.
BSI’s research, entitled Lifting the Second Glass Ceiling, includes the views of than 5,000 women on four continents. It found that 42% of working women globally agree that it is uncommon to see older women in positions of leadership. That said, two-thirds of women globally believe the next generation will receive the flexibility and support needed to stay productive in the workforce for as long as men, with 74% of them urging businesses to drive this change.
WOMEN IN LEADERSHIP
The report also explores why some women leave the workforce early for reasons other than personal choice. The research finds that 73% of women say experienced female mentors can benefit the development of younger women, yet 42% say it remains uncommon to see women in leadership roles, and a similar number have themselves lacked the opportunity to learn from such mentors.
The report explores the perceived barriers to organisations supporting the retention of experienced women and the economic and social benefits to be realised from addressing this. It concludes that this is, in fact, not only an issue for older women as male colleagues and different generations can also contribute to creating a diverse, equitable and inclusive culture of care.
The report reveals the desire for action from organisations and policymakers. In fact, 76% said greater flexibility would be valuable and 72% want organisations to support women experiencing symptoms of menopause. In fact, this is something a fifth specifically mentioned as a barrier to remaining in work. Additionally, 69% say formal policies around this, difficult pregnancies, or miscarriage are helpful, but only 7% are aware of these being in place. And three in five said they would be uncomfortable raising this with an employer. Within the US, 46% of American women said they would be uncomfortable bringing up these issues with a male manager or employer; compared to just 14% who would be uncomfortable raising them with a woman.
BARRIERS TO WORK
“As our research shows, there are many factors that can lock women out of the workforce – but there are also clear strategies to address this, from support for workers experiencing menopause to steps in other areas such as working flexibly and breaking down the stigma that could contribute to an enhanced work environment for all,” said Hayes. “Rather than see the considerations facing older women as a challenge, we can gain by seeing this as an opportunity for investment in current and future generations and an opportunity to boost growth, innovation and accelerate progress towards a sustainable world.”
Asked about barriers to remaining in work, one in three women (29%) specifically cited caring responsibilities – for parents or children. Another fifth cited lack of flexibility, 18% cited lack of progression opportunities for women and the same proportion lack of pay parity. In the US, women are slightly less likely than others to mention health or well-being considerations as a barrier to continuing work (36% to 41% across all countries polled).
Figures vary by sector and country. In fact, 56% of women in China said it was uncommon to see older women in positions of leadership, compared with 39% in the US. By sector, agreement with this was higher among women in finance (58%), manufacturing & utilities (56%), arts & culture (55%), IT & telecoms (54%), and HR (53%) and lower among those in healthcare (37%) and legal (33%). Overall, three quarters of women globally said that enabling older women to remain productive in the workforce can contribute to economic growth, while 70% want governments to act.
PROVIDING SUPPORT & FLEXIBILITY
In a sign the second glass ceiling could be lifted over the generations, younger women (66% of 18–24-year-olds and 68% of 25–34-year-olds compared with 47% over 55) were more optimistic that their generation of women will receive the flexibility and support needed to stay in the workforce as long as their male colleagues.
“There are clearly many reasons women decide not to stay in the workplace, and when that is a genuine choice, it should be celebrated. However, the data shows there are those who would like to remain in work and would welcome greater support from their employers to do so,” stated Kate Field, Global Head Health, Safety and Wellbeing at BSI.
“Organisations have the opportunity to partner with their people to build diverse, equitable and inclusive workplace cultures with the potential to bring enormous benefit to individuals, organisations, and society. As BSI’s PPM sets out, when organizations build a culture of care that addresses everyone’s well-being, including physical, psychological and fulfilment needs, the result can be an engaged, committed, and productive workforce.”
RECOMMENDATIONS TO LIFT THE SECOND GLASS CEILING
The report makes a series of recommendations to lift the second glass ceiling, including:
- Recognise the benefits of lifting the second glass ceiling. Rather than see this as a challenge, organisations can approach it as an opportunity.
- Open the dialogue – ask women what they want – uncovering solutions that can reverse the trends and enable more women to thrive throughout their professional lives.
- Ensure support is available and accessible, whether around menopause or other considerations.
- See flexibility as an asset and recognize that small adjustments, where possible, can help ensure an accommodating workplace.
- Institute a broader culture of care – prioritise people by promoting individual needs.
- Share best practices – collaboration across organisations, sectors and countries can drive progress.
REDUCING INEQUALITY
The research follows extensive work carried out by the BSI to help organisations meet the needs of employees experiencing menopause or menstruation. In May, BSI published the Menstruation, menstrual health, and menopause in the workplace standard (BS 30416), setting out practical recommendations for workplace adjustments. It also published best practice guidance to help create an age-inclusive workforce (BS ISO 25550:2022).
According to the BSI, lifting the second glass ceiling can help us take steps to advance and fulfil the UN Sustainable Development Goals, including Goal 5 (gender equality), Goal 8 (decent work and economic growth) and Goal 10 (reduced inequalities).
Check out the full report here.
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