Over 9 in 10 Canadian women, gender‑marginalized workers aged 18 to 29 see no clear pathways to a promotion at their workplace
Employers should overhaul how young workers progress through their organizations after new survey data showed most young women and gender‑marginalized employees in Canada see no clear path to promotion.
Specifically, 93% of Canadian women and gender‑marginalized workers aged 18 to 29 say they see no clear pathway to a promotion at their workplace, according to a study from Fora: Network For Change, as reported by The Canadian Press (CP).
In addition, 51% say they are stuck in entry‑level roles.
“These are the individuals that are being significantly impacted by the state of the economy, particularly around underemployment,” Emma Asiedu‑Akrofi, CEO of Fora, tells CP.
Women's workforce participation has gone up at both workforce and leadership levels in the past decade, but gender gaps continue to persist across industries and workplace hierarchy, according to a previous report from the World Economic Forum (WEF). Also, while artificial intelligence (AI) is being embraced to tackle a variety of challenges, it's also deepening the gender gap in the workforce, according to a previous report.
Identity‑based barriers remain widespread
Also, 94% of young women and gender‑marginalized employees report facing identity‑based barriers to meaningful employment, according to Fora’s report.
When asked to specify them, 51% cited age, 36% cited gender and 41% cited race.
Respondents also identified what they believe would help address these issues: career‑specific training and mentorship, referral pathways, clear advancement structures and living wages, according to preliminary findings cited by CP.
Asiedu‑Akrofi says there are steps individuals can take, including building stronger networks and pursuing professional development, even as systemic problems persist. “That networking piece is critical through career development, as well as exploring opportunities for professional development in and outside of the job,” she says.
Having senior people actively backing younger staff can be especially powerful, she adds. “To have a sponsor there who can really champion you and bring you into those spaces and share your name and advocate for opportunities for promotion on your behalf is so important,” Asiedu‑Akrofi says.
“We are encouraging companies to take a critical look at their hiring practices to ensure that they have the promotional pathway clearly identified,” says Asiedu‑Akrofi in the CP report. She points to employment guidelines and pay equity as examples, saying organisations should ensure “employment guidelines are identified, and that pay equity is very much in place.”
“Creating more opportunities for women to grow in the workforce will unlock their potential, drive innovation, and help ensure a sustainable future for everyone,” according to Women and Gender Equality Canada. “When women can meaningfully contribute to the workforce, our economy grows.”
How can employers support women in the workplace?
Here’s how employers can effectively support the career growth of young women in their workforce, according to Mindful HR Services: “HR should be training hiring managers to recognize unconscious bias and using structured, criteria-based reviews to ensure fair evaluations for all candidates and employees regardless of gender.”
Also, “Women should have equal access to leadership development programs, networking events, and executive training. HR can implement formal sponsorship programs to ensure women are actively supported in their career growth.”
The firm adds: “When HR leads with these policies, it builds a workplace where women can advance without having to choose between career growth and personal responsibilities.”
Ahead of International Women's Day (IWD), a majority of Canadian women claim that employers’ actions to mark the day need serious adjustment, according to another study.
