People Management: Gender Equality Trends and Recommendations.

This presentation examines the crucial aspect of gender equality in people management, highlighting current trends and offering actionable recommendations. It begins by establishing the importance of employees as a company's greatest asset and the responsibility of management to ensure effective people management practices, including gender balance. The presentation acknowledges the increasing presence of women in global management but points out the persistent disparities in executive and managerial positions. It notes the positive trend of increased female representation in senior management roles and decision-making bodies. The presentation further addresses historical issues such as wage gaps and limited career advancement opportunities for women, while also acknowledging the progress made in these areas through enhanced human resource management practices. Finally, it offers key recommendations, including restructuring the interview process, developing a gender diversity strategy, collaborating with stakeholders, providing comprehensive health benefits, and implementing a fair evaluation process with zero tolerance for sexual harassment. The presentation concludes by emphasizing the importance of HR managers in promoting gender equality and breaking down prejudices to foster greater female participation in management.

Running head: PEOPLE MANAGEMENT AND GENDER EQUALITY
PEOPLE MANAGEMENT AND GENDER EQUALITY
Name of the student
Name of the university
Author Note

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Executive summary
The aim of the paper is to analyze the issue of people management and the chosen topic
for the discussion is gender equality and its current trends in management. Employees are the
biggest asset for a company and it is the responsibility of the company and the managers to
ensure effective people’s management (Alhejji et al. 2018). It is part of the human resource
management and it includes issues like employing, supporting and managing the employees of a
company (Bolden 2016). Therefore, it is important to ensure that number of employees within an
organization is equal in number. The ratio of men and women are one of the key factors that
determine the success of the company and it leaves an impression about the underlying values of
the organization (Bolden 2016). Even though numbers of women have largely increased in
global management however disparities still remains. Number of women holding executive and
managerial positions are less. According to the current data, it is estimated that the current
disparity between men and women prevails in terms of higher managerial position even though
there are equal representation of men and women at all lower positions (Alhejji et al. 2018). It is
further estimated that there is an increase number of women at the global level, while the
percentage was limited to 66% in 2017 worldwide; it has gone up to the level of 75% in 2018 in
senior management positions (Coles et al. 2015). Moreover, it is estimated that one quarter of the
total business positions of the world have senior management position acquired by women
(Alhejji et al. 2018). It is to be argued that the glass ceiling is loosening its tight hold and there is
more number of women at the global space. It is pointed out that the earlier trend of less women
at the higher managerial positions are due to the inability of women in the given situation leave
their jobs even before reaching the intermediate level (Romani et al. 2017). However, the picture

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is not so gloomy now. The gender parity has seen a successful growth and it is interesting to see
that numbers of women in management places are seeing a higher growth (Ncube 2016).
Secondly, in case of career advancement and wage, women have historically paid less and this
has led to their fewer expectations in this regard. However, the human resource management has
enhanced their focus in ensuring the gender equality (Romani et al. 2017). Therefore it is to be
argued that the wage gap has reduced worldwide and women tend to get equal or even more
salary than their male counterpart (Pagan 2018).
Thirdly, there are more women at the decision making bodies and boards than before. It is to be
noted that there are lesser number of boards with women decision makers, however the situation
is changing (Pagan 2018). There are more number of women for the management boards which
is an advantage for the company since the decision is balanced and it takes into account the
multiplicity of issues under their management (Romani et al. 2017)
Lastly, it is important to note that the human resource management has enhanced their effort
ensuring better gender equality by providing extra benefit like work-life balance; maternity leave
benefits (Pagan 2018).
Recommendations
It is to be observed that not all the workplaces provide equal opportunities for the women
to participate. Hence, there is a need to develop the required infrastructure to make the system
more equal for women. There is need to consider the following recommendations:
Firstly, the interview process should be restructured. Questions should be asked to the male and
the female candidate in the same manner, working hours should not be a bias for women and

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even if such requirements are there for the company, there should be enough infrastrure for the
female employees to work in the relaxed environment.
Secondly, the HR management should be preplanning their gender diversity strategy which will
also help to create a robust workforce (Ncube 2016).
Thirdly, any probable collaboration is to be made with the stakeholders to channelize the female
talent and provide them enough employment opportunity at all levels of management to ensure
better gender parity (Coles et al. 2015).
Fourthly, there should be enough and more health benefits for the female employees of the
company or even if such infrastructure is not in place, they should install such system so that
more women are encouraged to participate in the process (Coles et al. 2015).
Lastly, the evaluation process should be without any biases and it should be based on fair
ground. The HR department of the respective company should be focusing more the fair process
of selection and evaluation and more importantly they should adopt zero tolerance any sexual
harassment at the workplace (Alhejji et al. 2018). Until and unless such system is installed, there
is lesser chance of more women’s participation in the system.
Conclusion
There is plenty of evidence for gender disparities and it is high time to note that gender
inequality at al spheres of life is not an isolated events rather it impacts men and women equally.
This also affects the career choices of both the sexes (Ncube 2016). However, it is more of an
important consideration for women since it is affecting them directly. There is an increasing rate
of female participation at the managerial positions however; there is a growing sensitivity of the

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people and the company at the local and global level to break these prejudices and gender
stereotypes in order to have more women participation (Ncube 2016). It is the important to note
that the HR mangers have a crucial role to play in ensuring gender equality as it is part of the
people management process that the HR department is responsible with.

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References
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Bolden, R., 2016. Leadership, management and organisational development. In Gower handbook
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Coles, A., Gray, L. and Momsen, J. eds., 2015. The Routledge Handbook of Gender and
Development. Routledge.
Ncube, D., 2016. Towards gender equality and equity: challenges and opportunities for women
advancement to senior educational management positions. a case of Matabeleland South Region
in Zimbabwe (Doctoral dissertation).
Pagan, V.K., 2018. Integrating Gender Equality into Business and Management
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Romani, L., Holck, L., Holgersson, C. and Muhr, S.L., 2017. Diversity Management and the
Scandinavian Model: Illustrations from Denmark and Sweden☆. In Management and Diversity:
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