Objectives and Action Plan for Removing Gender Discrimination in Business

This article discusses the objectives and action plan for removing gender discrimination in business. It covers the implementation of anti-discriminatory procedures, eradication of gender bias in decision making, transparent recruitment and employment policy, and identifying and encouraging leadership abilities in women. The article also includes proposed actions, anticipated outcomes, timelines, resources, key risks, and evaluation methods.

Business Foundation
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Objectives and action plan for removing gender discrimination in business
Objective 1: Implementation of anti- discriminatory procedures within the
company with in a period of 1 year.
Through this objective all the policies, pertaining to eradication of gender
discrimination and gender bias needs to be implemented in a business
organisation (Banfield & Kay, 2012).This is a strategic objective which intends to
introduce performance oriented work culture in the organisation (Blyton & Turnbull,
2014). This will help in addressing any gender bias complaints in a structured way.
Basic idea behind this objective is to bring in a sense of equal treatment for all
genders (Evans, 2012). This objective would include incorporation of policies
against sexual harassment, mental harassment and gender bias for women
employees. This would be a part of strategic plan of the organisation to totally
eradicate gender discrimination from the work culture.
Proposed
Actions
Anticipated
outcomes
Timeline
s
Resources
Required
Key Risks Evaluation
Methods
Compilation
of anti-
discriminato
ry
procedures
booklet
regarding,
sexual
harassment,
gender bias
and special
needs of
women like
maternity
Help in
providing a
structure to
eradication
of gender
discriminati
on move
with in the
organisation
.
Till Dec
2018
Hiring a law
firm to help
in making
procedures
as per anti-
discriminati
on laws in
the country,
Financial,
staff and
printing
resources
for the
actual
compilation.
Increase in
expenditure
Discontent
among
employees
who are not
used to such
procedures
Checking
the final
draft of the
procedure
booklet
Training of Increase of Till Feb Increase in Post training
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staff
regarding
new
procedures
knowledge
of women
employees
about their
rights
2019 Trainor,
Training
room
financial
burden
Dissatisfacti
on in some
employees
tests and
simulation to
check
understandi
ng of staff
regarding
the
procedures.
Setting up
of anti-
gender
discriminati
on cell
within the
organisation
so that
employees
can address
their
concerns
and
complaints
regarding
discriminati
on
Will help in
further
reduction of
gender
discriminati
on
Till
March
2019
Able
employees
to heed
such a cell.
Training of
cell
members to
address
and solve
the issues
May lead to
false claims
A monthly
review of the
actions
taken by the
women’s
cell and the
issues it has
handled.
Table1: Source: Based on (Flynn, 2017)
Objective 2: Eradication of gender bias from areas of decision making in top,
middle and lower level management within one year
This is a strategic objective which aims to improve gender balance in business.
Under this objective more gender balance should be employed in roles of decision
making (Flynn, 2017). A culture of trust in women’s decision-making abilities need
to be imbibed in the organisation (Lipman, 2018). This is a long-term objective with
a view to totally remove gender bias. However, necessary actions need to be
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taken in the short term with a focus on operational level planning.
Proposed
Actions
Anticipated
outcomes
Timelines Resource
s
Required
Key Risks Evaluatio
n Methods
Identificatio
n of
tenanted
and
efficient
women
across
teams, and
department
s.
Encourageme
nt to women
employees to
show their
abilities
Continuous
process
however
initial
identificatio
n to be
completed
by April
2019
Financial
resource,
Able
manager
to identify
Faulty
identificatio
n.
Assessme
nt of talent
of
identified
women
through
ability or
skill test
Training
programme
for women
employees
to improve
and bring to
light their
buried
abilities
Bring forth the
hidden
abilities of
women
employees
initial
identificatio
n to be
completed
by April
2019
Trainor
Budget
allocation
Over
emphasis
on talent
search may
lead to
laxity in
work
Test of
abilities
post
training
Handing
over key
decision-
making
roles to
capable
women
after
training
Improvement
in gender
balance in
decision
making roles
initial
identificatio
n to be
completed
by April
2019
Managers
needed to
identify
and
allocate
key roles
May lead to
initial
resistance
from male
employees
Evaluation
of
decisions
made
through
decision
success
rates
Table 2: Source adapted from (Lipman, 2018)
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Objective 3: Transparent recruitment and employment policy with emphasis
on merit and not on gender.
This objective aims to set procedure of recruitment, selection and training without
any gender bias (Wilson, 2012). This includes selection based on merit and not
gender. This is a long-term strategic objective with initiation of implementation in
the short term. The main idea behind this objective is to remove any gender bias
from the recruitment process and inculcate the idea of equal opportunities.
Proposed
Actions
Anticipate
d
outcomes
Timelines Resource
s
Required
Key Risks Evaluation
Methods
Removal of
use of name
during CV
screening
process
Help in
identifying
people on
merit
Initial
completed
by May
2019
Human
resource
manager
and his
team
Certain
roles need
specific
genders
which may
get wrong
selections
Keeping a
timely check
on
recruitment
process
through
process
reports
Fixing
promotional
criterial
based on
performance
Helps in
promoting
right person
for roles
based on
merit
initial
identificatio
n to be
completed
by May
2019
Human
resource
manager
and his
team
Discontent
and
resistance
to change
Timely
performanc
e evaluation
Equal pay
and reward
systems to
be
implemente
d
More
gender
balance
Process to
be initiated
by April
2019
Human
resource
manager
Resistanc
e to
change
Monthly pay
scale and
pay rise
reviews
Table 3 Source: Adapted from (Dipboye, 2013)
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Objective 4: Identifying and encouraging leadership abilities in women so
that more women leaders can emerge with in one year.
This is a tactical objective which aims to involve women in all stages of
organisational work. The idea of this objective is to increase the acceptability of
women leaders in organisation (Morland, 2011) . This will help in acceptance of
women in leadership positions so that, gender discrimination can be reduced. This
is a long-term objective
Proposed
Actions
Anticipated
outcomes
Timelines Resources
Required
Key
Risks
Evaluatio
n
Methods
Identification of
leadership
abilities in
women
employees
Emergence
of more
women
leaders
Continuou
s but initial
phase to
complete
by May
2019
HR team for
identificatio
n
Wrong
selectio
n
Keeping a
tab on the
whole
process
through
monthly
report from
HR
Training of
women
employees to
enhance their
leadership
styles and
ability
Improvement
of self
confidence in
women
employees
Continuou
s but initial
phase to
complete
by May
2019
trainer and
training
room
Drain on
budget
Report
from HR
each
month
Encouragemen
t to creative
ideas and
innovation from
women trough
creative
contests
Incentive to
women
empowermen
t
Continuou
s but initial
phase to
complete
by May
2019
Financial
resources
for
organisatio
n of
contests
Drain on
budget
Report
from HR
each
month
Table 4: Source: Adapted from (Morland, 2011)
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Therefore, through the achievement of above mentioned objectives, gender
discrimination in the workplace can be reduced.
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References
Banfield, P. & Kay, R., 2012. Introduction to Human Resource Management. Oxford: Oxford
University Press.
Blyton, P. & Turnbull, P., 2014. Reassessing Human Resource Management. London: Sage.
Dipboye, R. L., 2013. Discrimination at Work: The Psychological and Organizational Bases.
New York: Psychology Press.
Evans, J., 2012. Managing for Quality and Performance Excellence. New Yprk: Cengage
Learning.
Flynn, P. M., 2017. Integrating Gender Equality into Business and Management Education:
Lessons Learned and Challenges Remaining. New York: Routledge.
Lipman, J., 2018. That's What She Said: What Men Need to Know (and Women Need to
Tell Them) About Working Together. London: Hachette UK,.
Morland, M. P.-., 2011. Leadership, Gender, and Organization. New York: Springer Science
& Business Media.
Wilson, J. P., 2012. International Human Resource Development: Learning, Education and
Training for Individuals and Organizations. London: Kogan Page.
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