Challenging Conventional Wisdom: Revisiting Women's Workplace Initiatives

Keyonda Williams
June 24, 2009 | COMMENTS

Flash back, for a moment, to the early-to-mid 1980s. That's when many U.S. businesses decided to get smarter about creating work environments that met women's needs in order to retain more women (and working mothers in particular). In large part this was due to the fact that between 1958 and 1978, according to the Urban Institute, the overall female employment rate rose by more than 50 percent and the employment rate of married women with children doubled. So, various programs were implemented under the general rubric of "women's initiatives" including on-site day care, facilities for nursing moms, more flexible work schedules, and so on.

Eventually, many companies chose to broaden these programs (as appropriate) to men but, especially in industries where the retention of women is an issue (law and accounting firms, for example), they are still primarily focused on retaining women.

Now flash forward to the present. According to the Bureau of Labor Statistics, women currently represent about48 percent of the labor force. More women make up more of the workforce and never has the demographic landscape been as diverse as today. Women workers represent more ethnic and religious groups, people of color, language groups, people with disabilities, etc. than ever before. And, in addition, it can be argued that one of the most significant differences among women in today's workforce is generational.

There are four generations of women in the workforce today who, in many cases, hold very different views about work. It is our view that companies seeking to attract and retain women today need to revisit the women's initiatives of yesteryear to ensure they engage women across all generations.

A look at the breakdown below of the age groups among the four generational categories (Millenial, Generation X, Boomer, Mature) used by demographers illustrates this fact, especially if you consider the different phases of life that women experience within those age ranges and in those historical timeframes.

For instance, a woman born at the beginning of the baby boom who has climbed managerial ranks was most likely, early in her working life, a minority solely based on gender. In many jobs, pregnancy meant an end to a career and the pay gap between men and women was often significant. Compare her experience to a woman entering the workforce today, who will likely start on nearly equal footing with male peers.

In addition, consider the differences in attitudes about work based on the life experiences among these categories. Many studies have underscored how these dynamics affect recruitment, retention, and succession planning.

• Baby Boomers: While very dedicated and loyal to work, they are facing retirement. They also need more time to take care of the elderly and/or adult children moving back home and/or grandchildren.
• Generation X: This group is willing to work hard, but have families with small children to worry about. Many of the family issues fall on their plates.
• Millenials: Are really focused on leisure time and living life to the fullest. They want time to learn and develop in the workplace but also have flexibility to explore other personal interests.

If your organization has a women's initiative with the intent of attracting and retaining more female employees, this might be a good time to revisit it with the knowledge that women are as diverse a group as any subset of your workforce and what works for one generational group may not work for another. Here are some general steps to take and questions to ask:

• Understand who your audience is. What does your workforce look like today? What will it need to look like tomorrow?
• Ask your female employees what really matters to them. What engages them? What will make them more productive? What will make them most likely to stay and make your company successful?
• Develop programs accordingly. And, periodically ask, "Are they still fulfilling their intent?"

Keyonda Williams is an HR specialist with Capital H Group, a human-resources consulting firm based in Chicago.