Diversity and inclusion

Workplace ageism: A top concern despite lower incidence rates in Hong Kong

Simone Wu — Mon, 01 Sep 2025 20:40:00 +0000

Workplace ageism: A top concern despite lower incidence rates in Hong Kong Simone Wu

Ageism has emerged as a key Diversity, Equity, and Inclusion (DE&I) concern for employees in Hong Kong, according to our 2025 Michael Page Hong Kong Talent Trends Report. Interestingly, while ageism is flagged as a priority, the percentage of people who report experiencing it in the workplace remains relatively low.

The broader landscape of DE&I priorities

In our annual talent trends report, respondents in Hong Kong were asked to rank a diverse array of DE&I initiatives, and their responses highlighted a broad spectrum of workplace inclusivity concerns.

Here’s what emerged as the top 10 DE&I priorities for respondents in Hong Kong:

Preventing age discrimination in the workplace
Closing the gender pay gap
Promoting greater equity for and inclusion of people of diverse racial and/or ethnic backgrounds
Promoting greater equity for and inclusion of women in the workplace
Getting more people of diverse racial and ethnic backgrounds into leadership positions
Promoting greater equity for and inclusion of people with disabilities in the workplace
Getting more women into leadership positions
Promoting greater equity for, and inclusion of, people who identify as transgender and/or non-binary
Promoting greater equity for and inclusion of the LGBTQIA+ community in the workplace
Getting more people who identify as transgender and/or non-binary into leadership positions

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The perception vs. reality gap of ageism in workplaces

The report, based on responses from 580 individuals in Hong Kong, highlights a disconnect between the perception and reality of workplace discrimination:

10% of respondents reported experiencing workplace discrimination. Among those who did, 39% pointed to age as the main factor.
26% witnessed discrimination towards another employee in your workplace
“Preventing age discrimination in the workplace” emerged as the top DE&I priority for employees in Hong Kong.

These findings suggest a significant disparity between the actual experiences of discrimination and the broader concerns about age inclusivity. While the incidence of direct discrimination is relatively low, worries about ageism and other biases remain pervasive. This gap is further highlighted by additional insights:

12% experienced microaggressions
11% reported being stereotyped
9% have been discriminated when applying for a job

These figures suggest forms of subtle or soft bias and exclusion, rather than overt discrimination. There, the high ranking of workplace age discrimination prevention as a DE&I priority relative to lower reported incidents suggests a widespread concern with potential rather than actual experiences of ageism.

These figures indicate the presence of more subtle forms of exclusion rather than overt discrimination. The strong emphasis on preventing age discrimination, despite fewer reported incidents, suggests that employees are more concerned with the potential for ageism than with direct experiences of it.

This underscores a crucial perception gap, where employees value an inclusive workplace even if they haven't personally faced discrimination. It highlights the need for employers to address not just explicit discriminatory practices but also the underlying cultural issues that contribute to feelings of exclusion or bias.

Age discrimination across generations

While it’s often assumed that ageism primarily impacts older workers, our talent trends report shows that it’s a concern for all generations:

42% of those in their 30s
42% of employees in their 40s
38% of respondents in their 50s and above
25% of workers in their 20s

These numbers reveal that ageism transcends age groups, affecting workers at various stages in their careers. It’s not just older employees who face age-related biases; younger workers are also encountering ageism, albeit in different ways.

For older employees, the rapid pace of technological change can create a sense of vulnerability, while younger workers often grapple with stereotypes that unfairly label them as inexperienced or naive. This multigenerational challenge highlights the need for inclusive practices that support employees of all ages.

Workplace ageism: The amplified concern for different genders

Ageism often intersects with other forms of discrimination, such as gender bias, highlighting the need for DE&I strategies to tackle these issues collectively. The report also reveals a gender disparity in age-related discrimination:

45% of male respondents reported age-related incidents
32% of female respondents faced similar issues

This indicates that men, particularly older men, may face compounded challenges when age and gender bias overlap – a reminder that inclusion efforts must span all diversity dimensions.

Because workplace ageism cuts across demographics and often amplifies other forms of bias, it has become a top concern for employees. Understanding its root causes is essential to designing effective strategies that counter ageism and build more inclusive workplaces.

Why workplace ageism tops employees’ DE&I concerns

Several factors may contribute to the strong employee focus on preventing workplace ageism:

Future outlook: With Hong Kong’s growing ageing population, employees may anticipate longer careers and be concerned about potential future discrimination.
Economic impact: The fear of age discrimination could be linked to concerns about job security and career progression in a competitive job market.
Cultural shifts: As workplaces become more multigenerational, there may be increased awareness of age-related biases and stereotypes.
Personal observations: Even though employees might not be the victims, they might see or hear about age discrimination incidents, which would then raise their concern for ageism.

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Navigating the complexities of workplace discrimination

While workplace ageism remains a top concern, the report highlights the interconnected nature of various forms of workplace bias.

The high ranking of initiatives focused on racial and ethnic diversity, gender equality, and inclusion of people with disabilities indicates that employees are acutely aware of the need for comprehensive DE&I strategies.

The occurrence of microaggressions (12%) and stereotyping (11%) highlights the subtle yet pervasive nature of workplace discrimination. These experiences are usually less overt than explicit discrimination and relate to a work environment within which one is likely to feel vulnerable to different biases, including ageism.

The broader implications

Besides ageism in the workplace being a top priority for respondents in Hong Kong, the report also revealed that workplaces in Hong Kong struggle with inclusion:

85% perceive a lack of diversity in senior leadership
81% are unable to be authentic at work
77% believe their workplace lacks inclusivity

These perceptions highlight the need for comprehensive DE&I strategies that address not just age but all forms of diversity and inclusion.

Moving forward: The complex challenge of addressing ageism in the workplace

Countering age discrimination in the workplace is not as simple as introducing a new policy or implementing a new workshop. The reason is that the root of ageism lies in perspectives and biases deeply rooted in individual mindsets.

Therefore, addressing ageism requires an all-encompassing approach that brings practical changes and slowly reshapes collective attitudes and individual perceptions about age in the workplace.

Companies should conduct thorough assessments to understand their unique challenges and cultural dynamics related to ageism. Based on these findings, they can then analyse and implement the strategies that make the most sense for their situation.

10 actionable ways to foster age-inclusive workplaces

To address workplace ageism, employers could adopt a holistic approach that implements practical changes and challenges, and reshapes individual mindsets. Here are 10 strategies to consider.

1) Cultivate awareness and challenge biases:

Conduct regular workshops on unconscious bias, focusing on age-related stereotypes.
Encourage self-reflection and open discussions about age-related assumptions.
Use case studies and role-playing exercises to illustrate the impact of ageism.

2) Foster intergenerational understanding:

Create opportunities for cross-generational collaboration on projects.
Implement reverse mentoring programmes where younger employees mentor older ones on technology, and vice versa for industry experience.

3) Implement age-neutral hiring and promotion practices:

Use blind recruitment processes to reduce age bias in initial screenings.
Evaluate candidates based on skills and potential rather than years of experience.

4) Provide continuous learning and development opportunities:

Offer skill-building programmes accessible to all age groups.
Encourage lifelong learning to challenge the notion that older workers are less adaptable.

5) Increase diversity in leadership:

Set targets for age diversity in leadership positions.
Showcase success stories of leaders from various age groups.

6) Address microaggressions and stereotyping:

Conduct regular training on identifying and addressing subtle forms of age discrimination.
Encourage bystander intervention when age-related microaggressions occur.

7) Establish cross-dimensional mentorship programmes:

Create mentoring pairs that cross age, gender, and cultural boundaries.
Facilitate knowledge sharing and mutual support across diverse groups.

8) Regularly assess and address pay equity:

Conduct pay audits that consider age alongside other factors like gender and ethnicity.
Implement transparent pay scales based on skills and performance, not tenure.

9) Develop robust reporting mechanisms:

Create anonymous channels for reporting age discrimination and other biases.
Ensure swift and fair investigation of all reported incidents.

10) Lead by example:

Train leaders to model inclusive behaviours and challenge their own age-related biases.
Celebrate age diversity as a strength in company communications and policies.

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Building truly inclusive workplaces

Employers can work towards dismantling deep-rooted ageism in their corporate cultures by selecting and implementing strategies that fit their organisation’s specific needs.

This approach not only fosters a genuinely inclusive environment that values diversity across all dimensions but also positions organisations to cultivate a dynamic, innovative, and engaged workforce – essential for thriving in Hong Kong’s economic landscape.

The goal is not to check boxes but to create meaningful change. Start with assessment, choose strategies wisely, and commit to ongoing evaluation and adjustment of your DE&I efforts. This approach will be far more effective in eliminating ageism and creating an age-inclusive workplace that benefits employees of all generations and the organisation as a whole.

Compete on clarity: Get more insights on 2025 talent trends

Discover the latest in workforce trends in our latest Michael Page Hong Kong Talent Trends 2025 report: Complete on Clarity. This report explores what today’s job seekers and employees truly want – and where employer perceptions may not align.

It offers practical insights for talent leaders and hiring professionals looking to attract, engage, and retain top talent in a rapidly evolving market. Download the full report or use our interactive online tool to access deeper, real-time insights tailored to your hiring needs.

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A guide to inclusive hiring for People With Disabilities

Simone Wu — Fri, 20 Dec 2024 18:00:00 +0000

A guide to inclusive hiring for People With Disabilities Simone Wu

In today’s rapidly evolving corporate landscape, fostering diversity and inclusivity in the workplace is not just a moral imperative but a strategic necessity. Inclusive hiring for people with disabilities represents a key opportunity that many organisations overlook.

Among the diverse groups that enrich our workforce, People With Disabilities (PWDs) are often overlooked. Yet, they represent a significant and valuable candidate pool.

According to the Special Administrative Region (SAR) Goverment of Hong Kong, there were 578,600 PWDs in Hong Kong, representing 8.1% of the total population as of 2021. There were more women (56.8%) with disabilities than men (43.2%). The proportion of PWDs who were economically active is far lower than that of the overall population. Of the 558,000 PWDs who are 15 years old and above, only 14.5% were economically active, while 85.5% or 477,000 were economically inactive.

Traditional recruitment methods often unintentionally create barriers for PWDs, leading to their underrepresentation. This not only restricts their access to opportunities but also hampers businesses from gaining varied insights and abilities.

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Understanding accessibility gaps in conventional recruitment

Understanding the importance of inclusive hiring necessitates recognising the unintentional obstacles that conventional recruitment practices can place in the way of PWDs, hindering their full participation.

Inaccessibility of job advertisements and postings

Screen reader compatibility: Often, job advertisements are not formatted for compatibility with screen readers, essential tools for visually impaired applicants. For instance, a posting with complex graphics or without proper alt-text descriptions can be unreadable by screen readers.

Complex language: The use of complex, industry-specific jargon can be particularly challenging for individuals with certain cognitive disabilities, who might benefit from clear and straightforward language.

Physical accessibility challenges

Interview locations: Physical access to interview locations is a significant barrier for candidates with mobility impairments. An example could be an interview held in a building without wheelchair access or adequate disability-friendly facilities.

Transportation: The lack of accessible transportation options to and from interview locations can also pose challenges for those with physical disabilities.

Conventional interview techniques and their limitations

Neurodiversity consideration: Standard interview processes often do not consider the unique ways neurodivergent individuals (e.g., those with autism or ADHD) may process information and communicate.

For example, an individual with autism might find fast-paced, back-and-forth conversational styles in interviews challenging.

Communication differences: Individuals with speech impairments or hearing disabilities might find traditional face-to-face interviews inadequate. Without the provision of alternatives like written interviews or sign language interpreters, their abilities may not be accurately assessed.

Lack of flexibility in application processes

Rigid application formats: Standardised application processes often lack the flexibility needed by some PWDs. For instance, an online application form that times out quickly can be a barrier for someone with a cognitive or physical impairment that slows down their response time.

Understanding these barriers is the first step in moving towards a more inclusive and accessible recruitment process. By recognising and addressing these issues, employers can begin to create a more equitable hiring environment for PWDs.

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8 strategies for accessible and inclusive hiring processes

1. Rethinking job descriptions and advertisements

Use clear and inclusive language to reduce bias: For instance, instead of using technical jargon, use straightforward language and explicitly state, “We welcome applicants with diverse abilities.”

Consider essential functions: Clearly list job requirements but distinguish between ‘must-have’ and ‘nice-to-have’ skills. For example, if a job in tech lists “excellent communication skills” as essential, clarify if this means verbal communication or can include written communication for those with speech impairments.

2. Leveraging accessible technology

Website and application accessibility: Ensure your career website is navigable for someone using a screen reader. Use alt-text for images and provide transcripts for video content. For instance, this Michael Page website has an accessibility toolbar called ReciteMe to assist site visitors with visual impairment.

Utilise Assistive Technologies: Implement screen readers like JAWS, speech recognition software like Dragon NaturallySpeaking, and captioning services for video interviews.

3. Flexible application and interview processes

Alternative application methods: For example, allow job seekers to apply through a simple phone call or a video submission if they have difficulty with written forms.

Customisable interview formats: Provide options like conducting interviews over video calls with sign language interpreters for hearing-impaired candidates or extending the duration of interviews for those needing more processing time.

4. Training and awareness for hiring teams

Disability awareness training: Conduct workshops that simulate disabilities, like wearing a blindfold to understand visual impairments, helping the team empathise and adjust their approach.

Unbiased interview techniques: Use structured interviews where all candidates are asked the same questions, minimising unconscious bias, and focusing solely on the candidate’s qualifications.

5. Building a supportive infrastructure

Workplace accommodations: For example, provide adjustable desks for wheelchair users or special software for those with dyslexia.

Fostering an inclusive culture: Implement mentorship programs where employees with disabilities mentor new hires, promoting understanding and inclusivity.

6. Partnering with organisations and advocacy groups

Collaborating with groups like the Labour and Welfare Bureau of the Government of the Hong Kong Special Administrative Region, which can offer guidance on best practices, information on available government initiatives and subsidies, and connect you with skilled candidates.

7. Feedback and continuous improvement

After a recruitment cycle, conduct surveys specifically designed for candidates with disabilities to understand their experience and areas of improvement.

By implementing these detailed strategies, employers can create a more inclusive hiring process that not only complies with legal requirements but also embraces the strengths and skills of individuals with disabilities, enriching their workforce.

8. Embracing modern work arrangements

The rise of remote and hybrid work has created new opportunities for PWD employment, removing traditional barriers and expanding accessibility.

Remote work advantages

Virtual workspaces eliminate physical commuting challenges and allow employees to work in their optimised home environments. For instance, individuals with mobility impairments can avoid transportation difficulties, while those with chronic conditions can better manage their health needs. This flexibility often leads to increased productivity and job satisfaction.

Digital accessibility considerations

Ensure virtual meeting platforms have closed captioning and screen reader compatibility
Provide digital collaboration tools that support keyboard-only navigation
Implement accessible document-sharing practices, using formats compatible with assistive technologies
Offer multiple communication channels (chat, email, video) to accommodate different preferences and needs

Best practices for virtual onboarding

Create clear, step-by-step digital onboarding guides with accessible formats
Assign dedicated virtual buddies to provide consistent support
Schedule regular check-ins to address accommodation needs
Provide technical support for setting up home office assistive technologies
Ensure all training materials are available in multiple formats (text, audio, video)

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Benefits of inclusive hiring

Inclusive hiring is about actively seeking and valuing diverse perspectives and skills that individuals with disabilities bring to the workplace.

Embracing inclusive hiring practices not only aligns with ethical standards and social responsibility but also brings tangible benefits to an organisation. Here are some of the key advantages:

Enriching organisational culture and performance

Integrating PWDs into your workforce transcends compliance and quota fulfillment. It fundamentally enriches your organisation with a variety of perspectives and skills.

For example, a study by Accenture found that companies with highly inclusive cultures, including those with disabilities, tend to outperform their peers in profitability.

Enhancing creativity and innovation

Diverse talent pools, including individuals with disabilities, are known to bring unique perspectives that foster creativity and innovation.

A Harvard Business Review study indicated a diverse workforce can solve problems faster than cognitively similar people. For instance, an employee with a mobility impairment might offer valuable insights into designing more accessible products or services.

Understanding and serving a wider customer base

Companies that are inclusive of PWDs are often better equipped to understand and cater to a broader spectrum of customers. This understanding can lead to developing products and services that are more universally accessible, thereby tapping into wider markets.

A classic example is the development of voice recognition technology, initially designed to aid those with disabilities, which has now found widespread use in the mainstream market.

Talent pool expansion

By creating an inclusive hiring process, employers can access a broader talent pool. This approach opens opportunities to tap into the skills and talents of PWDs who are often overlooked.

For instance, individuals with autism might have exceptional abilities in pattern recognition and attention to detail, valuable in fields like data analysis and software testing.

Brand reputation and corporate responsibility

Embracing inclusivity enhances an organisation's brand reputation, positioning it as a socially responsible and progressive employer. This can lead to increased customer loyalty and attractiveness as an employer.

For example, Microsoft’s Autism Hiring Program not only brings valuable skills to the company but also significantly enhances its reputation as an inclusive employer.

Building a resilient and dynamic workforce

An inclusive workforce is often a more resilient workforce. Employees from diverse backgrounds, including PWDs, bring different approaches to problem-solving and adapting to change.

This diversity of thought and experience makes the organisation more agile and better equipped to face business challenges.

A more resilient business for the future

Creating an inclusive and accessible hiring process for PWDs is a journey that brings substantial benefits to an organisation. These benefits span from enhanced creativity and innovation to an expanded customer base, improved company culture and improved brand reputation.

This journey is not just about meeting compliance standards; it is about building a more diverse, resilient, and successful future for the organisation.

Looking to create stronger teams with diversity and inclusion solutions? Learn about our solutions for inclusive hiring here.

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What women in Hong Kong really think about workplace gender equity

Simone Wu — Mon, 28 Oct 2024 18:00:00 +0000

What women in Hong Kong really think about workplace gender equity Simone Wu

In today’s competitive business landscape, achieving gender equity in the workplace is not just a moral imperative – it’s a strategic necessity.

Our Michael Page Talent Trends 2024: The Expectation Gap Report sheds light on the current state of gender equity in Hong Kong’s workplaces, revealing both progress and persistent challenges.

Understanding these insights for hiring managers and leadership teams is crucial for creating more inclusive and equitable work environments that attract top talent and retain top performers.

The shift towards workplace flexibility in Hong Kong

The pandemic catalysed a significant shift in workplace dynamics across APAC, with flexibility emerging as a new norm.

Our talent trends 2024 report shows that professionals in Hong Kong now consider flexible work arrangements as the third most important factor after salary when job hunting.

This change, born out of necessity during lockdowns, has become a permanent feature of the work landscape in Hong Kong’s compact urban environment and tech-savvy workforce.

While offering potential benefits for work-life balance, this shift also presents new challenges for gender equity in the workplace.

Gender equity focuses on fairness by providing support based on individual needs, recognising that different genders may have different starting points. In contrast, workplace gender equality means giving everyone the same rights and opportunities. Both approaches foster gender diversity, with equity ensuring individuals get what they need to succeed.

Gender stereotypes can hinder progress by reinforcing traditional roles and expectations, limiting opportunities for all genders to thrive equally in diverse environments.

Also, gender discrimination, which involves treating individuals unfairly based on their gender, creates further barriers to equal opportunities and undermines efforts to achieve both gender equity and diversity.

Together, these challenges highlight the importance of breaking down gender bias to foster a more equitable environment.

As organisations in Hong Kong adapt to these evolving expectations, the impact on gender equity remains a critical consideration in fostering inclusive work environments.

Women’s satisfaction levels with workplace gender equity efforts

Our data reveals a nuanced picture of how women feel about workplace gender equity efforts in Hong Kong:

Closing the gender pay gap

37% of women are neutral about their employer’s efforts
27% are dissatisfied
23% are satisfied
13% are uninterested

Hong Kong’s gender pay gap initiatives appear to be falling short of expectations, with just 23% of women satisfied with their employers' efforts. The predominant neutral response (37%), combined with dissatisfaction (27%), suggests a critical need for more transparent and decisive action on pay equity.

The level of disinterest (13%) could indicate fatigue with ineffective initiatives or a lack of confidence in current approaches. These findings point to an urgent need for Hong Kong organisations to strengthen their commitment to pay equity through more visible, measurable actions and improved communication about their efforts and outcomes.

Promoting equity and inclusion for women

43% of women are neutral
33% are dissatisfied
14% are satisfied
10% are uninterested

Hong Kong organisations appear to be facing substantial challenges in their women’s equity and inclusion efforts, with an overwhelming majority of women either neutral (43%) or dissatisfied (33%). The strikingly low satisfaction rate (14%) suggests current initiatives may be missing the mark or falling short of expectations.

The level of disinterest (10%), combined with the high neutral response, could indicate a need to fundamentally rethink approaches to gender equity in Hong Kong workplaces. These findings point to an urgent need for organisations to revitalise their commitment to women’s inclusion through more concrete, impactful actions and measurable outcomes.

Female leadership representation

28% of women are satisfied
28% are neutral
44% are dissatisfied

Female leadership representation in Hong Kong appears to be falling significantly short of expectations, with nearly half (44%) of women expressing dissatisfaction. The equal split between satisfied and neutral responses (28% each) indicates that even among those not actively dissatisfied, there's considerable room for improvement.

These figures suggest that despite Hong Kong’s position as a global business hub, organisations may be struggling to create effective pathways for women’s advancement into leadership roles. The data points to an urgent need for more targeted efforts to identify and remove barriers to women’s leadership progression, and to implement more effective programmes for developing and promoting female talent.

Differing priorities in DE&I initiatives

Our report also highlights significant differences in how men and women prioritise various Diversity, Equity, and Inclusion (DE&I) initiatives:

Women’s top 5 DE&I priorities:

Closing the gender pay gap
Preventing age discrimination in the workplace
Promoting greater equity for and inclusion of women in the workplace
Getting more women into leadership positions
Getting more people of diverse racial and ethnic backgrounds into leadership positions

Men’s top 5 DE&I priorities:

Preventing age discrimination in the workplace
Promoting greater equity for and inclusion of people of diverse racial and / or ethnic backgrounds
Getting more people of diverse racial and ethnic backgrounds into leadership positions
Closing the gender pay gap
Promoting greater equity for and inclusion of women in the workplace

The prioritisation of DE&I initiatives in Hong Kong shows a clear gender divide in perceived urgency of various issues. Women’s priorities reflect immediate concerns about gender equality, particularly around pay and leadership representation, suggesting these remain significant challenges in Hong Kong workplaces.

Men’s priorities demonstrate a stronger focus on age discrimination and racial/ethnic diversity, with gender issues appearing lower in their rankings. This disparity in priorities might explain some of the challenges in advancing gender equity initiatives, as those in leadership positions (predominantly men) may not share the same sense of urgency about gender-related workplace issues as their female colleagues.

Men’s engagement in workplace gender equity

While our data reveals clear differences in how men and women prioritise DE&I initiatives, it’s crucial to recognise the role men play in advancing workplace gender equity.

The fact that closing the gender pay gap appears in men’s top five priorities, albeit at a lower rank, indicates some level of awareness and concern. Having two women-specific issues in men’s top priorities suggests some understanding on the issue.

This discrepancy highlights the need for increased awareness and engagement among men, particularly those in leadership positions, regarding the challenges women face in the workplace.

Bridging this perception gap is essential, as men often hold positions of influence that can drive significant change in organisational policies and workplace culture.

Implications for employers

These findings have several important implications for hiring managers and leadership teams:

Address the gender pay gap: With less than half of women satisfied with efforts to close the gender pay gap, organisations must prioritise pay equity. This could involve conducting regular pay audits, implementing transparent pay scales, and addressing unjustified disparities.
Enhance leadership opportunities: The low satisfaction with female leadership representation suggests a need for more robust leadership development programs for women, mentorship initiatives, and a critical examination of promotion practices.
Promote inclusive policies: While general equity and inclusion efforts for women have the highest satisfaction rate, there’s still room for improvement. Consider implementing or enhancing policies that support work-life balance, parental leave, and protection against workplace harassment.
Bridge the perception gap: The differing priorities between men and women in DE&I initiatives highlight a potential disconnect. Organisations should foster open dialogues about DE&I priorities and ensure that men, especially those in leadership positions, are aware of and supportive of women’s concerns.
A holistic approach to DE&I: While addressing workplace gender equity is crucial, it’s important to maintain a holistic approach to DE&I. Age discrimination, for instance, is a top concern for both genders and should not be overlooked.
Transparency and communication: The high percentage of neutral responses across all categories suggests a need for better communication about workplace gender equity efforts. Organisations should be transparent about their initiatives, progress, and challenges.

Bridging the gender gap in Hong Kong’s workplaces is an ongoing process that requires sustained effort and commitment. While progress has been made, our Talent Trends 2024 report clearly shows that there’s still work to be done.

By understanding and addressing women’s perspectives on workplace equity, organisations can create more inclusive environments that attract and retain female talent, foster innovation, and improve overall performance.

The message for hiring managers and leadership teams is clear: prioritising gender equity is not just about meeting DE&I targets but creating a workplace where all employees can thrive, contribute their best, and drive the organisation forward.

Get more insights on DE&I at the workplace

Discover the latest in workforce trends in our latest Michael Page Hong Kong Talent Trends 2024 report: The Expectation Gap. This survey report findings are based on responses from 12,940 job seekers, employees and employers across Asia Pacific, of which 464 are from Hong Kong.

It covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. Also, download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market.

Simone Wu

How to hire to improve gender diversity in the workplace

Simone Wu — Fri, 08 Mar 2024 18:22:00 +0000

How to hire to improve gender diversity in the workplace Simone Wu

A commitment to improving the balance of gender diversity and inclusion in your workplace is a direct investment in your company culture.

A gender diverse workforce has a healthy balance between men and women employees in all levels. This creates an inclusive culture and environment that increases employee productivity and job satisfaction.

Businesses that place importance in promoting gender diversity also creates innovative solutions to complex business challenges.

Despite the benefits of gender diversity in the workplace, there is still a lot of work to be done.

Women's emotional intelligence: a boost for successful leadership

The COVID-19 pandemic has accelerated attitudes toward flexible working, innovation, transparent leadership, the need for more diverse perspectives and empathetic management. 

Improved gender diversity and inclusion brings improved workplace culture

The post-pandemic work-related cultural shifts are particularly relevant when advancing gender equality at work.

The Australian Institute of Management (AIM) highlights emotional intelligence and adaptability as essential for “human-centred leadership” – a style that fosters inclusive cultures and drives stronger outcomes in gender diversity in the workplace.

These qualities are associated more with female leaders than their male counterparts, a shift away from traditionally masculine traits towards capabilities.

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Thriving businesses care about gender diversity and inclusion

In fact, companies who are active in supporting gender diversity are the most highly trusted as they are 1.4 times more likely to have gender diversity targets in their chief executive compensation plans, according to PwC's 25th Annual Global CEO Survey report. 

This explains the findings on how hybrid models and digitalisation are helping to narrow employment gaps and support women’s workplace advancement, though disparities remain.

Addressing the needs of female employees

Female leaders are also increasingly vocal about what they need to thrive. Boundary-setting (31%) and flexibility offered by the company (19%) are rising priorities, especially as more women take on leadership roles in hybrid environments.

When organisations listen, respond and actively demonstrate sustained progress – with mentorship, transparent pay equity strategies and inclusive leadership – they see stronger results across the board.

By embedding emotional intelligence into leadership, businesses strengthen not just individual performance, but long-term organisational resilience – making real progress on diversity and inclusion and gender diversity in the workplace.

An increase in women leaders

Despite all the efforts toward gender parity, women are still underrepresented at every level of the corporate ladder, with the gap becoming more significant at senior executive levels.

According to the McKinsey’s Women in the Workplace 2024 Report, women hold 48% of entry-level roles in U.S. companies, though global figures remain closer to 46%. At the managerial level, women represent 39% of roles in the U.S., with global representation of women in senior levels ranging between 31.7% and 33.5%.

Women now occupy 34% of VP positions and 29% of SVP roles in U.S. firms. At the C-suite level, women hold 29% of executive roles in the U.S., while global CEO representation remains significantly lower, hovering between 9% and 10.4%.

Regional perspectives on employer efforts

While global statistics show gradual progress, employee perceptions of these efforts vary across markets. Our 2025 Talent Trends Hong Kong Report reveals notable differences in how female professionals view their employer’s gender equity initiatives:

APAC region: 55% of female professionals are satisfied with their employer's efforts on female leadership representation, with 22% dissatisfied and 23% neutral.

Hong Kong: In contrast, only 43% of female professionals express satisfaction with their employer's female leadership representation, while 22% are dissatisfied and 35% remain neutral.

This 15-percentage-point gap in satisfaction between Taiwan and the broader APAC region suggests that organisations in Taiwan may need to accelerate their efforts or improve communication around their gender diversity initiatives.

The good news is that there is steady progress in female representation in the diverse workforce. According to the 2024 Women in Business report by Grant Thornton, women held just 19% of leadership roles globally in 2004. That number rose to 31% in 2021, 32% in 2022, 32.4% in 2023, and 33.5% in 2024.

While the pace of progress may seem slow, it is still encouraging – especially in a post-COVID landscape where many companies faced headcount freezes and budget cuts. Momentum is key, and the latest data suggests that the corporate world is gradually moving toward greater gender parity.

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Why hiring female talents require a strategic approach

Companies need to strategise effective approaches to attract top female talents into their organisation bearing in mind the current barriers that hinder gender equality at work.

Networking gaps limit leadership opportunities

Women tend to network with other women. Given that currently men significantly outnumber women in senior leadership roles, women face barriers of having less access to mentorship and sponsorship from senior leaders, which is a critical gap in inclusive leadership as pointed out in a report by PwC.

Confidence barriers affect women’s advancement

Many women still feel hesitant to speak up against workplace norms in their day-to-day experience at work – and that might come down to confidence.

Key findings from a UK study on gender gaps in remuneration, promotion and career progression found that only 36% of women feel empowered to perform at their best.

The report also highlights a persistent gap in how recognition is perceived: women often look to the visibility of their day-to-day work as a source of validation, while men tend to place greater value on company culture.

Home responsibilities drive women out of the workforce

Shortly after the COVID-19 pandemic, many working mothers have considered exiting the workforce and downshifting their careers due to childcare responsibilities.

Despite businesses across many industries starting to implement workplace flexibility to address this issue, women continue to feel burdened by familial obligations on top of their work.

A 2025 gender equality report by GeoPoll highlights that women remain less satisfied with work-life balance (30% vs. 34% of men) and more likely to anticipate worsening conditions.

Organisations must align hiring with DE&I goals

At the end of the day, companies want to build a diverse workforce by hiring more female leaders. Organisations should continuously assess and reassess their best practices for gender diversity, and by extension, diversity and inclusion.

While it begins at the recruitment level, corporations need to develop an awareness of Diversity, Equity, and Inclusion (DE&I) and decide how to deliver diversity targets at the workplace, as this would contribute to talent retention in the efforts of building diverse teams, according to Rani Nandan, Diversity, Equity, and Inclusion Director at PageGroup APAC.

Through enough diversity training, recruiters may identify and consider excluding non-essential criteria and referencing broader capability requirements to avoid disproportionate focus on professional qualifications.

Long-term gender diversity requires systemic DE&I integration

Though it looks like there is still a long way to go to improve gender equality and equity in the workplace, companies need to look at ways to achieve the greatest impact for a gender-inclusive workforce.

The key is to integrate DE&I policies and commitments into the business framework to bring about true cultural change – such as expanding mentorship through formal sponsorship programmes, redesigning flexibility models to better support women’s work-life balance, and conducting data-driven audits to address promotion and equal pay.

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Practical hiring strategies to improve gender diversity in the workplace

There are a few ways to kickstart the promotion of gender diversity in the workplace during hiring.

1. Provide training on inclusive hiring practices

The impact of gender stereotypes and unconscious biases exists, and it can come from anyone – even from those affected by it, particularly women.

Therefore, it is vital to actively train recruiters, hiring managers and senior leaders who participate in hiring, from those responsible for writing job advertisements, to interviewing and making hiring decisions. 

“We have a mandatory training course, which is extensive and comprehensive to educate our employees on eliminating unconscious bias when pre-screening and interviewing candidates,” shares Olga Yung, Managing Director at Michael Page Hong Kong.

She adds, “We cover unconscious bias, finding diverse talent, creating inclusive job descriptions, inclusive shortlisting, and inclusive interviewing practices.

The modules give an in-depth analysis and explore different scenarios, followed by tests that require a 100% passing rate before moving on to the next module.”

To aid interviewers to reduce bias, companies could create a defined job criteria checklist when screening job seekers, and hiring decisions should be made against this list, with any additional notes or performance ratings to be added in a separate section. 

Olga elaborates, “The interview process must be standardised, fair, and consistent. The questions we ask the candidates must be structured to be evidence-based. There is an expectation of the consultant being able to manage their personal bias.”

“We have a very systematic system of record notes from the interviews, which indicate the correct information presented by the candidate. We ensure we create the right interview environment, ask the right questions, practice active listening skills, make verbatim notes, and classify and evaluate the [feedback].” 

2. Implement interview panels with a diverse set of interviewers

It is critical to have a diverse panel of interviewers in order to catch interviewer bias early on. If your company uses external recruiting agencies, it is important to check in with them to see how they handle diverse hiring. 

At the hiring manager or talent acquisition manager level, the company could make a regulation that there should always be two hirers present at every interview who demonstrate equal participation throughout the interview process.

To eliminate gender bias, one interviewer could interview for technical skills, while the other could focus on behavioural ones. 

With two people accessing an interviewee, you will get different, or similar, professional opinions, which can lead to a fairer and more objective perspective on the applicant.  

For senior role interviews, it is even more crucial to have an interview panel that reflects diversity in ethnicity and gender identity.

This approach fosters a gender-inclusive environment and enhances the company's image as committed to improving diversity and eliminating gender disparity, which can positively impact the candidate's view regardless of the interview outcome.

3. Make job advertisements more inclusive 

Creating an inclusive workplace culture starts at the very beginning – by attracting a gender-diverse talent pool from the moment the job posting goes live. Here are a few things to note when crafting an inclusive job post:

Audit and update job descriptions for inclusive language

It is very important for hiring managers to be aware of gender-biased language in job posts. Certain words in the descriptions can affect job appeal for women in terms of personal skill and belongingness.

Even one word can make the difference between attracting female applicants and turning them away. 

For instance, words like "dominant", "self-reliant" and "analyse" are perceived as more masculine, while words like "serves", "dependable", "collaborate" and "consider" are considered female-trait words, according to this journal. 

Skip the nice-to-have requirements and stick to the must-haves

78% of women's reasons for not applying, have to do with believing that the job qualifications are real requirements, according to a Harvard Business Review survey.  According to Nandan:

Recruiters may consider excluding non-essential criteria and reference broader capability requirements to avoid disproportionate focus on professional qualifications.

There can also be a reduced focus on required qualifications and experience, and more emphasis on the objectives of the role.

4. Demonstrate a commitment to true inclusivity

Add a statement to show your organisation's commitment as an Equal Opportunity Employer that expresses the company's approach to diversity, equity, and inclusion, providing support, equal opportunities to career advancements and reasonable adjustments to all.

Nandan adds, go further by including family-friendly benefits like flexible working arrangements and parental leave.

Gender diversity in the workplace goes beyond the hiring process

Hiring with gender diversity in mind is only the beginning. Once your company has onboarded female talents, it is crucial to support them with career advancement opportunities, mentorship, and leadership pathways.

Over time, consider intersectionality factors to sustain healthy gender diversity. For example, be mindful of bias or preferential treatment based on a female employee’s appearance, ethnicity, beliefs, sexual orientation, or gender identity.

You will also need to assess internal processes like performance reviews and promotions to ensure they are equitable, transparent, and free from any conscious or unconscious unfair treatment within your team.

Organisations that build true cultures of inclusion tend to see better retention, stronger morale, and a more compelling employer brand

Try our free Gender Decoder tool

As advocates for equality and innovation, we understand the vital role language plays in shaping workplace culture and fostering diversity.

Start your journey towards a more equitable workplace today with our free Gender Decoder tool – a powerful resource designed to highlight gender bias in your job ads.

Our tool scans job posts, identifying gender-coded language to ensure inclusivity for all applicants. By embracing neutral language, you not only attract a wider pool of talent but also cultivate an environment where everyone feels valued and respected.

Further reading:
11 traits you need to be a highly effective leader
How to attract more women to the STEM industry
How employers and employees can match their priorities

Simone Wu

Diversity, Equity and Inclusion in the workplace: An employers’ guide

Naren Sankar — Mon, 11 Sep 2023 19:13:08 +0000

Diversity, Equity and Inclusion in the workplace: An employers’ guide Naren Sankar

Imagine a recruiter telling a top candidate how her LinkedIn profile fits the job description they are recruiting for, only to reject the candidate after finding out that she is older than what the employer they represent is looking for.

This taints the candidate's experience and creates a negative impression of the company. Such practices highlight the pressing need for a change in hiring perspectives.

In the swiftly evolving workplace, Diversity, Equity, and Inclusion (DE&I or DEI) stand out as pivotal subjects captivating the attention of professionals.

“Diversity, equity and inclusion are not just buzzwords, but necessary for any company to thrive. By embracing and valuing diversity, embedding equity and creating an inclusive environment, we unlock the full potential of our people to drive innovation, creativity, and success,” says Rani Nandan, Diversity, Equity & Inclusion Director at PageGroup APAC.

Some might assume that people who want DE&I only come from marginalised groups. However, research has shown that that isn’t so. In Asia Pacific, one in three men says that a lack of clear DE&I commitment from a potential employer would stop them from pursuing an interview or opportunity at a company, as revealed in a company culture report by Michael Page for the Asia Pacific.

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What does Diversity, Equity, and Inclusion mean?

Diversity, equity, and inclusion represent values integral to the foundation of successful organisations. But what exactly do these terms mean? And why have they become indispensable in the modern workplace?

Diversity

Diversity refers to the unique differences that each individual brings to the table. This encompasses a wide range of attributes, including race, gender, age, socio-economic status, physical disabilities, religious beliefs, sexual orientation, educational background, demographic characteristics and other life experiences.

While it’s easy to think of diversity in terms of visible traits, it also covers invisible attributes like professional backgrounds, perspectives, and thoughts.

Equity

Equity ensures everyone has equal access to opportunities, regardless of their background, physical abilities, or gender identity.

It’s about understanding and addressing the barriers that prevent certain marginalised groups from having the same chances as others. This doesn’t mean treating everyone equally but recognising differences and tailoring strategies to level the playing field.

Inclusion

Inclusion goes beyond mere representation of ethnic diversity. It’s about creating an environment where everyone feels heard, empowered and valued to participate. Teams with inclusive cultures make better decisions up to 87% of the time.

This means that diverse voices are not only present but are also integral to decision-making processes. An inclusive work culture celebrates differences and ensures everyone can thrive and contribute to their fullest potential.

The moral imperative of Diversity, Equity and Inclusion: Why it’s the right thing to do

Beyond strategic advantages and business outcomes lies a profound ethical call to action – one that challenges our collective conscience and defines our shared humanity: moral imperatives. These elevate DE&I from a mere initiative to an ethical obligation, and they are multi-fold:

Human dignity

Every individual deserves respect and recognition irrespective of their background. Recognising the inherent worth of every person lays the foundation of DE&I.

Fairness and justice

Equity ensures that equal opportunities and resources are available to every one according to their needs, thereby promoting fairness. It’s a moral duty to give everyone an equal shot at success, regardless of their starting point.

Equity also applies to pay equity. Women are still paid less than men for the same job with the same skills. Despite incremental changes, the persistent gender pay gap remains a significant, unresolved issue in today’s workforce.

Bridging the gap between recognising a problem and implementing a solution, some forward-thinking companies like Salesforce have taken proactive steps towards pay equity.

Diversity is not about how we differ. Diversity is about embracing one another's uniqueness.
- Ola Joseph

Building stronger communities

Diverse and inclusive environments cultivate mutual understanding, bridging gaps between cultural and social groups. This leads to more cohesive, tolerant, and harmonious communities.

Cultivating empathy

By fostering an inclusive environment, we inadvertently nurture empathy, understanding, and mutual respect among individuals. It leads to better employee well-being.

Combatting systemic discrimination

Systemic discrimination has persisted for centuries, marginalising countless individuals. Adopting DE&I will actively challenge and dismantle these deep-rooted biases and prejudices.

Legacy for future generations

By upholding DE&I values today, organisations lay the groundwork for a more inclusive future, ensuring that upcoming generations inherit a world where people are judged by their character and not their background.

Reaping the collective benefits

Diverse teams drive innovation, leading to economic growth, while inclusive societies are generally more peaceful and productive. Gender-diverse companies are 15% more likely to outperform their peers. In comparison, ethnically diverse companies are 35% more likely to outperform their peers. Beyond individual gains, embracing DE&I benefits society.

The moral imperatives of DE&I are not just guidelines for organisations but a compass pointing towards a more equitable future. It urges us to create inclusive workplaces where every voice is heard, every talent recognised, and every individual valued.

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7 Benefits of DE&I: The new currency of modern workspaces

When navigating the modern workspace, DE&I can amplify unique perspectives and foster an environment of trust and innovation. After all, it has become a potent catalyst that fuels innovation, trust, and an overarching sense of belonging in the modern workplace.

1. Enhanced innovation and creativity

Diverse teams are more creative and better problem-solvers. A diverse workforce isn’t about colourful company photos. It’s a dynamic think tank where every perspective adds a new layer of innovation.

Getting individuals from various backgrounds together not only helps businesses diversify but also helps them evolve, challenging conventions and creating innovative solutions.

2. Supercharge employee drive and performance

Performance skyrockets when everyone feels like a valued part of the puzzle. According to a Deloitte report, 83% of millennials are actively engaged when they believe their organisation fosters an inclusive culture, compared to only 60% of millennials who are actively engaged when their organisation does not foster such a culture.

Engaged and empowered employees aren’t just working for a paycheque; they’re committed stakeholders. The byproduct? Plummeting turnover rates and a tangible reduction in those hefty recruitment bills.

3. Reflects the global market

Our world is a melting pot of cultures, identities, and perspectives. A diverse and inclusive workforce is better equipped to understand and cater to the diverse needs of global clients and consumers.

4. Attracts top talent

85% of employees say they’re more likely to stay with an employer that shows a high level of diversity and inclusion. Top-tier talent today seeks more than a hefty salary. They’re hunting for growth, purpose, and inclusivity.

DE&I is no longer a perk – it’s a promise that attracts the best in the business. On top of that, diversity and inclusion initiatives can improve employee retention rates by up to 72%.

Diversity is not a compliance issue, it's a business strategy.
- Kathy Hannan

5. Tapping into hidden talent

The broader the range of experiences and perspectives a company can draw upon, the richer the pool of ideas and innovative solutions it can generate. And herein lies the concept of 'hidden talent' – a reservoir of potential that, in the absence of inclusive policies, remains largely untapped.

Hidden talent refers to individuals who, due to systemic biases or traditional hiring practices, might have yet to be considered by employers. These individuals bring different experiences, skills, and perspectives that can contribute to an organisation's growth.

This untapped talent pool includes but is not limited to, people with disabilities, those from marginalised communities, and individuals returning to the workforce after significant gaps. These candidates may offer a fresh and often unique perspective, challenging the status quo and driving innovation from angles employers might not have previously considered.

Moreover, tapping into hidden talent also sends a powerful message both internally and externally. Internally, it fosters a culture of respect, acceptance, and empowerment. Externally, it positions the company as a forward-thinking, equitable employer – a factor that is increasingly important in today's competitive talent market.

6. Mitigates risks

An inclusive workplace isn’t just about mitigating risks; it’s about pre-empting them. By fostering a culture of respect and understanding, businesses reduce potential conflicts and create a harmonious symphony of collaboration.

7. Boosts financial performance

DE&I isn’t just ethically correct – it’s commercially smart. Research doesn’t just suggest but underscores the correlation between DE&I and sterling financial performance. Companies with diverse workforces are 35% more likely to outperform their competitors, while companies with more diverse management teams have 19% higher revenue due to innovation.

McKinsey & Company, a global management consulting firm, has conducted several studies highlighting diversity's positive impact on business performance.

Their reports, including “Diversity Wins” (May 2020) and “Delivering Through Diversity” (January 2018), found that companies with diverse leadership teams tend to have higher financial returns and are more likely to outperform their less diverse counterparts.

Credit Suisse Research Institute’s report titled “The CS Gender 3000: The Reward for Change” (September 2019) analysed the gender diversity of companies and found that companies with more women in decision-making roles tend to exhibit better financial performance and higher returns on equity.

DE&I is a transformative strategy. It redefines the way businesses operate, innovate, and thrive. And in the ever-evolving workspace, it’s the enterprises that embrace DE&I that will lead the charge into the future.

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Common barriers to creating a diverse workforce

Despite the many benefits of diversity, equity and inclusion in the workplace, there are still many barriers to achieving it.

Unconscious bias

One of the most common barriers to achieving DE&I in the workplace is unconscious bias. This refers to the automatic and unintentional attitudes or stereotypes that people hold about certain groups of people, and it can lead to discrimination in hiring, promotion, and other workplace practices.

Lack of diversity in leadership

When a particular group dominates leadership positions, achieving DE&I in the workplace can be difficult. This is because leadership positions significantly influence the company culture and decision-making processes.

Without diversity in leadership, creating an inclusive workplace culture that values and supports all employees can be challenging.

Resistance to change

Another common barrier to achieving DE&I in the workplace is resistance to change. Some employees may resist changes in workplace practices or policies designed to promote diversity, equity, and diversity equity and inclusion in the workplace. This can make implementing new initiatives difficult and slow progress towards achieving DE&I goals.

Lack of awareness and education

Many employees may not fully understand the importance of DE&I in the workplace or may not be aware of how their biases and behaviours contribute to inequality. Creating a workplace culture that values diversity and promotes equity and inclusion can be challenging without education and awareness.

Systemic barriers

Finally, systemic barriers such as discrimination and societal inequality can also impact the workplace. Only 3% of Fortune 500 companies have a workforce that reflects the population’s demographics.

For example, if certain groups of people face discrimination in education or employment opportunities, they may be less likely to have the skills or experience needed to succeed in certain industries. This can lead to a lack of diversity in specific fields or positions, making it difficult to achieve DE&I in the workplace.

16 Best practices for implementing a successful DE&I strategy

Building a DE&I strategy for your company is a comprehensive and ongoing process that involves careful planning, execution, and continuous evaluation.

Diversity: the art of thinking independently together.
- Malcolm Forbes

A step-by-step guide to help you develop an effective DE&I strategy

Here are 16 ways to get companies started on their DE&I journey. There are no hard and fast rules. Depending on the level of DE&I proficiency in an organisation, leaders may work on various steps simultaneously, skip certain steps or switch them around.

Leadership commitment and buy-in: Ensure senior leadership is committed and accountable for DE&I initiatives. With leadership accountability and support, driving meaningful organisational change becomes more seamless.
Assessment and data collection: Gather data on your company’s current demographics, hiring practices, promotions, pay equity, employee satisfaction, and other relevant metrics. This will help you identify areas that need improvement.
Goal setting: Define clear and measurable DE&I goals that align with your company’s values and business objectives. These goals include increasing the representation of underrepresented groups in leadership positions, improving retention rates, or addressing pay disparities.
Inclusive policies and practices: Review and update company policies and practices to ensure they are inclusive and equitable. These include hiring, onboarding, promotions, and performance evaluations.
Education and training: Provide DE&I training for all employees, including senior leaders. Diversity and inclusion training can improve workplace culture and reduce bias. This training should raise awareness, challenge prejudices, and promote inclusivity.
Recruitment and hiring practices: Implement strategies to attract diverse candidates. Consider blind recruitment, diverse interview panels, and partnerships with organisations focused on underrepresented groups.
Employee Resource Groups (ERGs): Support the formation of employee resource groups for various affinity groups within your company. These groups can provide a platform for employees to connect, share experiences, and contribute to DE&I initiatives.
Communication and transparency: Develop a communication plan to share progress, successes, and challenges related to DE&I efforts with all employees. Transparency fosters trust and accountability.
Salary equity and benefits: Regularly assess salary equity to ensure fair compensation across all demographic groups. Also, consider benefits that support diverse employee needs.
Inclusive leadership development: Offer programs focusing on inclusive leadership skills will help create a culture where diverse voices are valued and heard.
Supplier diversity: Extend your DE&I efforts to your supply chain by actively seeking diverse suppliers and vendors.
Partnerships and community engagement: Collaborate with external organisations and diverse communities to amplify your DE&I initiatives and create a positive impact beyond the company walls.
Metrics and evaluation: Continuously measure and evaluate the impact of your DE&I efforts and initiatives against the established goals. Use this data to make informed decisions and refine your strategy.
Adaptability and flexibility: DE&I is an ongoing journey, and strategies need to evolve with changing circumstances and insights. Be prepared to adapt and refine your approach over time.
Accountability: Hold individuals and teams accountable for achieving DE&I goals. Incorporate DE&I metrics into performance evaluations to ensure that progress is being made.
Celebrating successes: Recognise and celebrate achievements along the way. Positive reinforcement can boost morale and motivation.

Building an effective DE&I strategy requires genuine commitment, long-term dedication, and an open willingness to learn and improve. It’s a continuous process that involves every member of the organisation.

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How to build and sustain an inclusive workplace culture

In the era of rapid digital transformations, remote working and AI-assisted tools dominate the scene, and an inclusive and diverse workplace is not a mere benefit but a necessity. 67% of job seekers consider workplace diversity an important factor when considering employment opportunities.

A huge part of feeling safe, valued, and respected at work comes down to DE&I practices and policies in an organisation.

“Company culture is in everything you do. It begins with company purpose and values, and encompasses how leaders conduct themselves and the way processes are taken to deliver the support needed. Culture needs cultivating, monitoring, and adjusting over time,” says Greg Tadman, Regional Human Resources Director, PageGroup APAC.

Digital empathy is important

Access to digital platforms is essential in the age of Zoom calls and virtual onboarding, whether through closed captioning, user-friendly interfaces, or multilingual support.

But beyond mere accessibility, consider the user experience of your employees. Inclusivity is as much about feeling seen and valued as it is about logistically participating.

Diverse hiring isn’t the finish line

A mosaic of cultures, backgrounds, and perspectives enriches the workplace. But merely hiring a diverse team isn’t the end goal. It’s the starting line.

Foster an environment where diverse backgrounds and voices are not just present but are heard, respected, and influential. Create safe spaces for open conversations where employees feel safe to share their perspectives and learn from others.

Continuous learning and unlearning

Inclusivity is an evolving landscape. What was considered inclusive a decade ago might seem dated today. Encourage continuous learning through workshops and feedback sessions with diverse leaders.

Keep in mind that it’s equally essential to unlearn outdated notions and unconscious biases, like the practice of including a small number of individuals from underrepresented communities or marginalised groups, merely to give the appearance of diversity and the belief that ignoring or downplaying differences in race and ethnicity promotes equality, to make way for fresh perspectives.

Celebrate and communicate

It’s not enough to implement inclusive policies behind the scenes. Celebrate them! Be vocal about your commitment to inclusivity, both internally and externally. When employees see leadership advocating for inclusivity, it sets a tone and standard for the organisation.

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Moving forward: Sustaining a culture of DE&I in your workplace

Embracing diversity, equity and inclusion is not just a moral imperative but also a strategic one. Verna Myers, Vice President of Inclusion Strategy at Netflix, a diversity consultant, author, speaker, and lawyer, said, “Diversity is being invited to the party; inclusion is being asked to dance.”

Organisations that have inclusive cultures that not only invite diverse talent but also empower them to lead the dance are the ones that will thrive in this age of globalisation.

The journey towards a fully inclusive workplace is ongoing, but the rewards – both tangible and intangible – are well worth the effort. As organisations continue to embrace diversity, equity and inclusion in the workplace, and recognise the value of DE&I, workplaces around the world will be more representative, equitable, and prosperous for all.

Looking to create stronger teams with diversity and inclusion solutions? Learn about our solutions for inclusive hiring here.

Michael Page

5 ways to improve equity in the workplace: IWD 2021

Anonymous — Tue, 23 Mar 2021 03:43:19 +0000

5 ways to improve equity in the workplace: IWD 2021 Anonymous (not verified)

‘Diversity & Inclusion’ has quickly become more than just a hot-topic issue for businesses around the world — and for good reasons too. After all, discrimination of any kind has no place in our society, let alone the future workplace. However, beyond just the right thing to do, studies have also shown that diversity and inclusion is good for business, too.

In a recent analysis, Wall Street Journal revealed that the 20 most diverse companies in the S&P 500 performed better than the least diverse firms over five- to 10-year periods — 4 percentage points more in terms of average operating profit margin, to be exact. A separate study from Mckinsey reinforces this point, with the top 25% of companies studied for their gender diversity having a greater chance (21%) to experience above-average profitability.

Considering the hard figures, the business case for diversity and inclusion is hard to ignore. However, recognising the potential benefits does not necessarily equate to action and implementation, at least among S&P 500 companies. For example, less than a dozen companies in the S&P 500 have at least 50% female boards; less than 5% are run by a female CEO or equivalent; the number of female executives averages at just 18% in 2020. That is not to say that headways have not been made over the years. In 2020, S&P 500 boards appointed 413 new independent directors, with 59% of them being women and minority men, a small yet significant step in the right direction.

As part of International Women’s Day 2021, Page Executive recently hosted an exclusive webinar session that featured an esteemed list of female leaders from across APAC: Datin Yasmin Merican, President of Malaysian AEON Foundation & CEO, Trax Associates; Aliza Knox, Non-Executive Director of Healthway Medical Group and Grand Thornton International (London); H.E. Margriet Vonno, Ambassador of the Kingdom of Netherlands to Singapore & Brunei; as well as Noni S.A. Purnomo, President Director of PT Blue Bird. Representing Page Executive was Jon Goldstein, Regional Director of Southeast Asia at PageGroup.

Part of the conversation touched on practical actions that businesses can take to improve equity at the workplace. Here are some of the highlights:

1. Going beyond mentoring at the workplace

Mentorship at the workplace means giving advice and guidance to less experienced employees within the organisation. Sponsoring, on the other hand, goes beyond just giving friendly career advice. Knox explained that mentoring is about investing in an employee’s career and using your influence and network to connect them to high-profile assignments or decision-makers. “Many tech firms have these calibration sessions, where [there is] a limit on how many people we can promote at once. Sponsoring means that you are out there saying, ‘Listen, I understand that all four of these people are equally good, and we can only promote three, but I really believe that so and so is ahead’,” Knox said. “Sometimes, that person is a man or a woman, but I think as women, we can look to sponsor other talented people, and we bring them up.”

2. Be willing to challenge the status quo

Recruiters, too, are in an interesting position to improve a company’s equity. During the discussion, Goldstein said that it was a good idea for leaders to ‘get out of what’s in their heads’ when hiring. “A lot of clients come to us with [an] ideal based on what they know, and what they know generally refers to the male idea of what the ideal candidate is,” he explained. One way to deal with this mindset, then, is to challenge the status quo. “One of the most important things for me, my peers and all the different recruitment companies out there is to challenge back. We encourage our clients to consider a female candidate. It’s a risk, and we risk our clients pushing back, but that’s just the right thing to do.”

3. Becoming role models for the next generation

Fostering diversity and inclusion at the workplace goes beyond the current generation of workers, too. To Vonno, it is also about nurturing the next generation of leaders and inspiring them to become better, more equitable leaders. During the webinar, Vonno shared how, as a child, the person she looked up to was her father who gave her a lot of encouragement. Now that she’s an adult with a daughter of her own, she aims to become a role model as a way to pay it forward. “When my daughter was younger, she would tell me that she wanted to become a mother! She then clarified that she wanted to be a mother and then hop on an airplane to go to work. So she already knows that she can work and be a good mother at the same time, and I am very pleased with that,” Vonno said. “She also wants to drink lots of coffee, which is what she thinks I do all the time.”

Clockwise from top left: Jon Goldstein, Regional Director of Southeast Asia at PageGroup; H.E. Margriet Vonno, Ambassador of the Kingdom of Netherlands to Singapore & Brunei; James Chau, International Broadcaster and Host of The China Current; Aliza Knox, Non-Executive Director of Healthway Medical Group and Grand Thornton International (London); Noni S.A. Purnomo, President Director of PT Blue Bird; Datin Yasmin Merican, President of Malaysian AEON Foundation & CEO, Trax Associates.

4. Recruit those who share the same mindset about diversity and inclusion

It is one thing for female leaders to support women at the workplace — but what about the men? What if they don’t share the same ideas about diversity and inclusion? Purnomo believes that, on top of giving women the flexibility and confidence to make their own choices (that is, to be a mother, a full-time working professional or both), it is also about recruiting men who share the same mindset about workplace equality. “When I recruit new employees, especially male, the first question I ask is, ‘What are your views on having a wife who’s trying to climb the corporate ladder?’ Also, what happens if she earns more than you? It is important to know these things because, to make it sustainable, we need to change the culture. This means we have to recruit those with the same mindset. It is very important that their personal views align with the corporate view.”

5. Childcare-related policies or facilities

One question that piqued the interest of panellists is regarding the work culture in Japan. Specifically, an attendee shared that many of his female colleagues had to choose between becoming mothers and their careers. As the country with the highest rate of ageing globally, Japan’s working female leaders are thus in a real conundrum as many of them feel that choosing one means compromising the other.

On that front, Knox said that childcare at the office is an excellent step in the right direction. “That will maybe change after the Covid-19 pandemic because it’s unclear where employers could provide such a thing,” she said. “I mean, right now, if you want to be home with your kids, you have to make some trade-offs. You can’t do both at the same time. You can’t be baking with your child or playing with trucks and be on a work call. However, if you want to work but can’t because you can’t get childcare, I think that’s where both the government and companies could step up more in terms of practical action.”

The panellists also took a moment to recognise that progress has been made in markets in the Asia Pacific. “In Malaysia, we have achieved quite a lot when it comes to getting women in the workplace,” Merican shared. “In the latest report, Malaysians achieved 33% [when it comes to] getting women into senior positions. That’s compared to the global average of 29%. So to me, International Women’s Day is a chance for us to stop and think about what we can do to contribute.”

Ultimately, the panellists agreed that the most important way to improve diversity and inclusion is to look beyond just International Women’s Day. The other 364 days, too, are just as critical. “My concern is that it becomes something we do for one day a year,” Knox said. “We really should be thinking about gender parity all through the year, as well as other kinds of diversity. So what International Women’s Day means to me is [an opportunity] to challenge ourselves, to think about concrete things we can do, recognise the people who have come before us and pay it forward.”

Michael Page

women in leadership

How to attract more women to the STEM industry

Anonymous — Thu, 31 Oct 2019 06:59:32 +0000

How to attract more women to the STEM industry Anonymous (not verified)

Women are everywhere in the science, technology, engineering and mathematics (STEM) industry — at least on the academic level. According to the UNESCO Science Report, women actually account for 53% of the world’s bachelor’s and master’s graduates in STEM. In the US, for example, the number of STEM-related degrees and certificates awarded to women have also been steadily increasing over the years, from 143,018 in 2008–2009 to 212,471 in 2015–2016.

With that said, more work can be done to level the playing field. For example, even though there are now more female STEM graduates than ever before, the same UNESCO Science Report above claims that just 30% of researchers are women. Moreover, while the gender balance has improved for specific fields such as math, life sciences, health sciences and physical sciences, the number of women in engineering and computer science has actually decreased over the years.

The best example of this in recent times is when the National Aeronautics and Space Administration (NASA) cancelled its first-ever all-female spacewalk mission back in March 2019 because there was a ‘lack of spacesuit in the right size’. While NASA have since rectified the issue and accomplished a first-ever all-female spacewalk mission in October 2019, the incident did highlight the fact that, while women have been going into space since 1963, spacesuits have largely been designed by men and for men. In fact, speaking of gender imbalance in space, in the 58 years since humans have been travelling there, only 11% of them have been women.

The case for women in STEM

There are many reasons why more women need to join STEM-related professions, and the first is economical. According to the Association of Women in Science, a minimum investment of US$1 million is required to train scientists and engineers at the PhD level. However, while more than 40% of STEM degrees are awarded to women, less than 30% remain in the fields’ workforce. Letting talent slip through the cracks, no matter the industry, is a bad investment.

Investment aside, hiring women in STEM is good for business also. Research shows that companies that hire more women consistently perform better than those who don’t. Take the traditionally male-dominated venture capital firms, for example. Firms that increased their proportion of female partner hires by 10% saw, on average, a 1.5% spike in overall fund returns each year and had 9.7% more profitable exits. The research, which was conducted by Harvard Business School, believes that this is partly due to ‘homogeneity of thinking, which is self perpetuating, since people tend to hire other people like them’.

Finally, if nothing else, having more female representation also means that future generations will have a more diverse cast of role models to look up to, showing them that it is indeed possible to succeed in fields traditionally dominated by men.

However, beyond the economics, lives are literally at stake.

The prime example of this is in car designs. Men and women are built differently in a physical sense, and statistics show that women are at a higher risk of injuries in rear-end collisions, since they have less muscle on their necks and upper torso. However, a Swedish research has shown that modern car seats tend to be too firm to protect women against whiplash-related injuries.

The reason this design flaw has been allowed to perpetuate is simple: according to this report, cars are largely tested using crash-test dummies modelled after the ‘average male’.

Here’s what happened: when crash-test dummies were first introduced in the 1950s, engineers looked at the 50th-percentile male. This so-called ‘average male’ weighed 76kg and measured 1.77m tall. Furthermore, the dummy’s muscle-mass proportions and spinal column were also modelled after the average male. And since men and women are dramatically different from a physiological point of view, car seats were primarily designed to suit the average male.

Attempts to correct the mistakes were made. It wasn’t until 2011 when the US finally decided to use female crash-test dummies. With that said, gender biases quickly emerged despite the best efforts. For one, instead of designing brand new crash-test dummies based on the average female, many tests used scaled-down male dummies instead. Pregnant women, too, were seldom, if ever, factored into the design of car seats.

Crash-test dummies and spacesuits are just two reasons why women need to be better represented in STEM fields. Aside from making good health and business sense, it makes common sense, too.

Adding women to the equation

So how exactly do we attract and retain women in STEM? According to one World Economic Forum article, it comes down to ‘changing the narrative at a policy level’ in order to facilitate ‘how we change minds’.

In May 2019, the UN Commission on Science and Technology for Development (CSTD) gathered some of the world’s leading women in STEM to explore potential recommendations for policymakers in science, technology and innovation to promote equality and the status of women in research. These recommendations focused on ‘participation and promotion of women in the research workforce, on social norms, on research design and on funding agencies’.

However, all of that is supposed to happen at the policy level. In the recruitment space, businesses and employers, too, can play a part. For example, businesses can consider better work-life integration policies to accommodate people with different priorities and lifestyles, supporting returnees — including mothers after maternity leaves — as a talent retention strategy, as well as boosting workplace flexibility to increase engagement.

At the end of the day, hiring qualified young women and putting her on a STEM team is only the beginning. The real challenge is often related to corporate culture and team dynamics. One of the best practices is to measure and report on diversity, training to recognise unconscious bias, as well as reviewing processes, such as promotion, to ensure there is no unconscious bias involved.

Naeema Ismail, GM & Senior Partner, PR at Ying Communications, has worked in and around technology extensively for the last 20 years. She says that while filling the pipeline at both entry and senior levels is important, equally critical will be how we widen the lens for the industry and its possibilities. “At top levels, we started seeing a shift in the last few years, not just in the boardrooms of enterprise technology vendors, but also among digital-first businesses and startups,” she says, noting that Melinda Gates in particular was a personal inspiration in terms of broadening the impact and voice of technology leaders.

"But it’s not just about making STEM jobs more attractive to women, it needs to start with education and the mass media,” she says. “Too often, STEM is portrayed, even among parents and educators, as more masculine in its appeal — and therefore not fields that female students could do well in.” This stereotype is often propagated further in popular culture. “If we want more girls to go into STEM, we need to address this perception bias and look at how we can help make STEM more appealing to girls.”

Michael Page will be holding an exclusive invitation-only Women in STEM event on 15 November 2019. The discussion panel, which is happening at the Michael Page Singapore office, will discuss diversity & inclusion policies, mentorship for women in STEM and much more. Watch this space for further coverage of the event.

Will Chin

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