As HR Director of Radisson Blu Hyderabad, Dipti Dabolkar has been recruiting most candidates for the property through LinkedIn. In fact, over 70% of the hotel’s management positions was filled through this platform alone.
However, she noticed that the number of women applying for senior positions is lesser when compared to male applicants. Could there be a starker example of gender disparity? According to her, this is the bigger issue than gender bias, and one that needs to needs immediate addressing if hotel companies want to achieve gender equity.
“Some gender bias does exist in the hospitality industry. However, I also believe that when it comes to the bigger picture, it is less prominent as compared to other sectors,” she claimed. “In our industry, women are preferred and prioritised for certain roles, especially customer-facing ones. This is because of their multitasking abilities, high levels of commitment and social skills, which are key strengths to have in this domain.” Now, it is up to women professionals to step up to the plate and grab these opportunities.
A LEVEL PLAYING FIELD
The LinkedIn Opportunity Index 2021 report showed that 85% women do not get promotions due to gender bias as compared to men. However, Dabholkar does not think this applies to most reputed hotel brands, which have well formulated and unprejudiced HR policies.
“At our organisation we firmly operate with performance driven promotions and evaluations resulting from quarterly performance check-ins with managers. We have strong SOPs in place leaving very little room for personal biases to creep in, let alone gender bias,” she explained.
Nonetheless, one cannot ignore the fact that women professionals encounter more challenges with respect to career advancement opportunities, something Dabholkar conceded. She cited her personal experience – since her spouse has a mobile job, she has to maintain a better work-life balance to care for their child.
Fortunately, her organisation has offered her the option to work flexible hours. Other female professionals might not have this luxury.
“Most women, at similar stages of life, are forced to make a tough choice – they can either sacrifice their family life to focus on their careers or compromise on professional goals and give up their jobs to raise a family. Not having to choose between personal life and professional work helped me devote 100% to both,” Dabholkar explained.
This lack of a flexible work structure is one reason why organisations have fewer women candidates in senior roles. Dabholkar pointed out that traditionally women are expected to move cities if their husbands get a better opportunity. “When you put your career on the back burner for personal reasons, over time it difficult for women to catch up,” she opined.
AUGMENTING FLEXIBILITY
Writer Cornelia Arnolda Johanna once famously stated, “Our generation is becoming so busy trying to prove that women can do what men can do that women are losing their uniqueness. Women weren’t created to do everything a man can do; they were created to do everything a man can’t do.”
There is more than a grain of truth in her observation. It is time that the top management acknowledges the fact that the role of each gender is different – not just at the workplace, but in society and the family structure as well.
Hence, the challenges faced by men and women are different. The HR team should approach these challenges differently to create an evenhanded workspace.
Ironically, Dabholkar stated that ensuring an equitable approach requires tilting towards gender bias! After all, in this scenario, what is sauce for the goose is not the sauce for the gander.
“SOPs have to be tweaked time and again to accommodate flexibility in working style for our women professionals. In our organisation, all women with families have the option of flexible work timings for as long as they prefer. This is solely done to encourage women to maintain their financial independence while striking a work life balance,” she claimed.
The other thing that companies can do is lead by example. When they have women in top management positions, it shows that they are not giving gender diversity lip service, but truly mean it.
Moreover, the presence of senior women leaders also inspires other ladies to follow their example. They will insist that their organization provide them with growth, mentorship and empowerment opportunities. And this is ultimately, a win-win situation for everyone.
