In the glossy brochures and polished presentations of many GCC companies, diversity and inclusion are touted as key values.
However, scratch beneath the surface, and a glaring gender gap in senior roles becomes evident. While some organisations boast that more than 70 per cent of their staff are women, a closer look reveals that men overwhelmingly dominate the upper echelons of management. This disparity is not just a statistical anomaly but a reflection of deep-rooted biases and systemic barriers that women face as they climb the corporate ladder.
The current landscape
In the GCC, women’s labour force participation is around 20.3 per cent, significantly below the global average of 39 per cent, according to the World Bank. Yet, although women make up almost a fifth of the workforce in many sectors, their presence dwindles as one moves up the corporate ladder.
Statistics reveal glaring gaps in gender representation in senior roles within the GCC. For instance, women make up only 32.2 per cent of senior leadership positions globally. The numbers are even lower in certain industries and regions, including the GCC, according to the World Economic Forum.
The root of the problem
The scarcity of women in senior roles within the GCC isn’t merely coincidental.
Cultural and societal norms play a significant role. Traditional gender roles often cast women in primary caregiver positions, sidelining their professional ambitions and aspirations.
In many cases, the corporate world isn’t designed to accommodate the dual roles women often juggle, leading to fewer women advancing to senior positions.
One of the most significant issues is confidence gaps between men and women.
It has been reported that men are likely to apply for a job even if they meet only 60 per cent of the qualifications, while women will apply only if they meet 100 per cent of the criteria.
This discrepancy isn’t because women lack the necessary skills or qualifications but because they are often socialised to underestimate their abilities and avoid risks.
Overcoming personal struggles and gaps in the industry
I remember my first job vividly. As a fresh graduate, I discovered that my salary was 23 per cent less than what a male colleague with the same qualifications and experience was earning. This wasn’t an isolated incident but a reflection of a broader industry trend.
At one of the firms I worked for, my pregnancy was seen as a liability. Without consulting me, my superiors decided to “ease the load”, sidelining me from critical projects under the assumption that I couldn’t perform as effectively as my non-pregnant counterparts.
These experiences aren’t unique to me. Many women in the GCC have similar stories of being overlooked for promotions, facing gender-based pay disparities, and being subjected to unwarranted assumptions about their capabilities and commitment.
The quota controversy
Some companies have implemented quotas to ensure a certain percentage of women in senior roles.
While this is a step in the right direction, it can sometimes feel like a double-edged sword. Quotas can lead to tokenism, where women are placed in positions to meet targets rather than based on their merit.
This undermines their credibility and can perpetuate the stereotype that women aren’t naturally suited for leadership roles.
Moreover, the focus on quotas can overshadow the need for genuine cultural and structural changes within organisations. It’s not enough to simply have women in senior roles; companies must also foster an environment where women are supported, valued, and given the same opportunities to succeed as their male counterparts.
Empowering women: closing the gaps from within
As a woman who has climbed the corporate ladder in the advertising industry, I have faced numerous challenges. I have been labelled “aggressive” when assertive, “defensive” when standing my ground, and “emotional” when passionate.
These experiences highlight the need for a cultural shift within organisations. It is essential to empower women psychologically, helping them build the confidence to pursue leadership roles and stand up for what they deserve.
The real change needs to come from within. Women need to be empowered psychologically to believe in their abilities and to advocate for themselves. Companies should invest in leadership training programmes specifically designed for women, offering mentorship and sponsorship opportunities that can help bridge the confidence gap.
Addressing these gaps requires a multifaceted approach. Organisations must actively work to dismantle biases and stereotypes, promote flexible work policies that support work-life balance, and ensure transparent and fair recruitment and promotion processes.
The journey is far from over, but with concerted effort and genuine commitment, we can move towards a future where women are equally represented at all levels of leadership. The stakes are high, but the potential rewards – for women, for businesses, and for society as a whole – are immense.
By Rasha Hamzeh, Managing Director, The Inhouse Agency
