Lessons HR can learn from a gender-balanced parliament  

While there is still a way to go – we need all parties to be gender-balanced and we need to ensure more women from diverse backgrounds are represented – this is a big deal. So, what can HR leaders learn from the various initiatives that have led us here? 

Not without its controversy, Labour has been using all-women shortlists (AWS) until fairly recently. AWS is a positive action measure intended to improve women’s representation in parliament – and it has worked. AWS led to 52% of Labour’s MPs being women in 2019 and many high-profile female politicians, including Angela Rayner, were selected via AWS. In the UK, the law on using all-women shortlists for company internal promotion and external recruitment is nuanced and generally not permissible. While positive action can be taken to help individuals with a protected characteristic (such as gender) overcome disadvantages there are legal and moral implications for HR leaders to carefully consider. 

Read more: How to better support women at work

The use of gender quotas can cause resentment among groups not favoured, such as men in this case. Political parties can manage this via democratic decision-making structures, which are not available in most corporate hierarchies. Another issue with setting gender quotas in a corporate context is that when used glibly, they can often disguise the reasons they were needed in the first place.  Organisations must ask uncomfortable questions about why there may be a lack of representation. Technically quotas work but the answer lies not just in targets but in taking action to fix structural inequalities that contribute to barriers for women. 

Women’s networks  

All three major parties’ women’s networks have been instrumental to advancing women’s equality. These women’s networks, alongside the work of non-partisan organisations like 50:50 Parliament, offer both training and support that have ultimately helped to secure more women to public office. Likewise, employee resource groups (ERGs) can play a powerful role.

While ERGs are present in almost every mid-to-large company, they still face some cynicism and barriers. For instance, companies have found that leadership programmes for women, or minoritised groups, can be viewed as positive discrimination and they receive internal backlash. Yet, research shows that women need to feel competent before they apply for more senior roles, so ensuring women get training must remain a fundamental pillar of HR training budgets and DEI strategies.  

When run successfully, women-focused ERGs have the potential to positively influence the gender-balance across organisations. According to a 2019 study by the University of Notre Dame in the US, women who communicate regularly with a female-dominated inner circle are more likely to attain high-ranking leadership positions. The study researched graduates and showed that for men, the larger their network – regardless of gender makeup – the more likely they are to earn a high-ranking position. Conversely, women with a female-dominated inner circle had an expected job placement level 2.5 times greater than those with a male-dominated inner circle.

Read more: The importance of HR initiatives in supporting women in leadership

ERGs can only make an impact if they’re taken seriously, have a clear remit and given the required resources. We’ve worked with firms to make their ERGs more impactful; understanding what they can do and the role of the employed HR professionals. 

Normalising women’s representation in top management  

One of the reason’s this election has been a historic one for women is due to the most gender-balanced cabinet in history with 46% women, including Rachel Reeves, the first female Chancellor of the Exchequer. The importance of gender diversity in the most senior roles needs to be a top business priority for corporate companies. The Hidden Truth: Diversity & Inclusion in the FTSE All-Share report by WB Directors and Protiviti, reveals a remarkable lack of diversity across the four positions of power in the FTSE and AIM listings. Just 13% of the top roles – chair, senior independent director, CEO and chief financial officer – are being held by women. Women of colour hold less than 1% of these roles.

Read more: Achieving gender parity requires commitment from leadership

Despite positive gains in women’s representation in business and in politics, the glass ceiling remains intact. By hiring more women into the top management roles, we can help to make their appointment less remarkable and begin to normalise women in senior roles across all spheres in society.