Structural barriers | What matters most for women | What matters most for organisation leaders | Mitigating strategies |
Mobility | |||
Lack of safety and security while travelling Stigma of travelling with men and living separately from family Family roles and responsibilities restricting mobility | Safety, security and social acceptance while travelling for work Fulfilling family expectations and societal norms | Staff can meet the frequent travel demands of the job | Female staff able to travel in groups or in pairs Organisations ensure safe transport mechanisms Gender-friendly policy |
Effective communication and networking | |||
Lack of understanding about harassment and abuse, and reporting process Social norms restricting women to raise grievances, negotiate, or speak against authority Challenges in networking due to social restrictions | Clearer understanding of harassment, abuse and the reporting process Clear mechanisms to raise grievances and fair or structured salary and incentive policies Environment to build rapport and network without going against societal norms | Staff who can build good rapport with relevant stakeholders, donors, project beneficiaries, research participants and government officials for smooth implementation of the project | System to deal with harassment and protect dignity Clear communication of organisational policies, confidentiality policies and grievance handling processes (through orientation or training) Capacity building and empowerment through training relating to communication skills and negotiation skills. Practice strategic assertiveness networking opportunities Female role models: women in leadership positions within the organisation can inspire other women to be better advocates Establishing women’s networks |
Work burden and productivity | |||
Multiple roles and responsibilities- professional as well as primary caretaker in the family Safety and social restrictions limiting women’s time contribution Unfair and inadequate leave and structural policies and organisational expectations | Being able to fulfil professional as well as family roles and responsibilities without being penalised Organisation’s structure and policies facilitate women’s productivity and career growth | Staff are able to complete the tasks efficiently on time to meet the deadlines of donors and other stakeholders | Gender-sensitive policy Gender equality mechanisms (dismantle or redefine the definition of the ‘ideal worker’) Conducive work environment (family-friendly workplaces; equal parental leave) Time flexibility Destigmatising parenting roles |
Gendered positions and role | |||
Biased view that women’s personal traits do not fit leadership positions Disregarding female authority or leadership Assigning positions and roles based on gender-biased views | Being able to apply to any positions without discrimination based on their gendered expectations Roles and authority being respected | Those in leadership positions can deal with government officials and other stakeholders confidently, can handle challenging situations, and can fulfil the positions and roles assigned to them effectively | Supportive female role models in leadership positions Gender analysis of organisational systems and diversity management Affirmative action and gender-equitable recruitment, promotion, career advancement and retention |