Gender Lens to the Future of Work

Anita I. Jivani

Acquiring new skills will be foundational to surviving in and leading in the work-
place of the future. Organizations must make concerted efforts in upskilling wom-
en to maintain high levels of productivity and growth. This acquisition of new skills
will help women make the transition into new jobs that will be necessary due to auto-
mation and today’s workplace realities. Without it, the workplace could become
even more unbalanced than it is today. Plus loin, today’s gaps need to be filled in a
holistic manner to ensure that not only are tomorrow’s technologies created by a
diverse group of people, but also that they are implemented in a human-centered
manner that aligns with the original intention. The private sector has a vital role to
play in preparing the workforce that it will need and should prototype holistic solu-
tions to help respond to this critical need.

R evolutionary shifts in technology and ways of working over the past de-

cade are changing how we achieve business and societal goals. Although
these shifts are generally assessed in terms of how they will impact pro-
ductivity and profits, it is critical that we assess how these technologies affect and
are affected by humans, and how they have a unique bearing on women in the
lieu de travail.

Despite narratives in the media that highlight women’s ongoing progress to-
ward greater equality, the reality is disappointing. Variables such as leave policies,
equality in leadership in the public and private sectors, and behavioral shifts in
mindset tell us another story: there has been slim to no progress in actual results
in the past ten years.

Women represent 44.7 percent of the total worker population, yet hold only
4.8 percent of CEO roles at S&P. 500 companies and make up just 11 percent of top
earners.1 Although there have been positive changes over the last decade that have
given more women more opportunities–including a concerted effort to diversify
senior roles–the overall results from these changes continue to be less than ac-
ceptable, and necessitate a broader conversation about why so little progress has
been made over such a long period of time, all while creating the false perception
of significant progress.

Understanding the complex and fast-moving context in which we try to ad-
dress the issue of gender equality is critical in attempting to dissect and influence

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il. We need a new lens: one that marries today’s and anticipates tomorrow’s tech-
nological and workplace realities, such as increased automation and an ability to
access work easily outside of the formal work campus, with lessons learned from
decades of attempting to bring about a more balanced workforce. Experts esti-
mate that these new shifts in technology and ways of working will require 40 à
160 million women to move into new positions and roles just to maintain the sta-
tus quo gender balance. An inability to make this transition into new roles will
leave women even further behind.2

H umans ultimately determine how new innovations are used and how ef-

fective they are; these same humans should proactively manage their in-
tended and unintended consequences. The complexity of managing new

technological innovations is commensurate with their power and influence.

New applications like Microsoft’s PowerBI allow us to track and visualize data
with ease, moving from previously opaque Excel sheets with thousands of lines
of data to beautiful, user-friendly, and digestible visuals that everyone can under-
stand. Technology has democratized and magnified communications by allow-
ing anyone to vocalize their opinion in a public forum without much vetting re-
demandé. Twitter and Facebook both opened to the public in 2006, but the ubiq-
uitous use of them–Facebook has over 2.27 billion users globally despite being
blocked in North Korea and China–was unanticipated and exponential beyond
expectations.3 This power of informal influence that individuals have predomi-
nately used in nonwork settings through social networks is now even infiltrating
the workplace through citizen development. Many new tools are crafted in user-
friendly formats aimed at those with less digital dexterity to allow anyone, not just
those in the technology department or the executive suite, to create a custom ap-
plication that they think would add value to their ecosystem.

Technological tools have also brought objectivity to often subjective process-
es like hiring. Such innovations include augmented writing services that support
organizations in becoming aware of how gendered their job postings are, help-
ing them to eliminate skewed language and eventually bring a more balanced set
of applicants into the talent pool. Companies leverage new platforms like Textio,
which offers tools such as the “tone meter” to rate the language used in job de-
scriptions on a scale from highly masculine to highly feminine, to improve their
hiring practices.4 Another company, HireVue, uses artificial intelligence and vid-
eo interviews to focus on skills that correlate to the needs of the job, helping to en-
sure consistency and objectivity in hiring while also improving efficiency.5

These start-ups have not only been well received in the tech community, mais
have also been growing fast at large businesses. Unilever leverages HireVue tech-
nology to decrease hiring time from months to weeks while attempting to con-
trol for bias and make better hiring decisions.6 Mya, an AI-based hiring tool fo-

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149 (1) Winter 2020Anita I. Jivani

cused on conversing with candidates over text and in multiple languages, était
used at forty Fortune 500 companies within the first two years of the tech start-
up’s existence.7

Information like salary data has also become more transparent and available
for the public to view, partially because of the country-specific regulations to dis-
close gender pay difference and partially because of the online availability of pre-
viously private data that has increased access to the general public. The overall
push to transparency is nudging organizations to turn the spotlight internally, un
exercise they may not have done previously, while also holding them accountable
publicly to the gaps that exist.8

Yet these technologies are only facilitators of a desired human behavior, et
understanding how these tools are crafted, deployed, and used in the everyday
lives of humans is the more critical and often overlooked question. And it is even
more important and complicated when it comes to understanding the effects of
these tools when attempting to foster a more equal workplace.

S ocial media and the Internet have combined to create a powerful channel to

elevate the voices of thousands of women, but the secondary consequences
are still unfolding. Par exemple, the term “Me Too” was conceived in 2007
by Tarana Burke, focused on women sharing experiences of sexual harassment
and building a community of empathy.9 It was only ten years later when Alyssa
Milano, an actress with over three million Twitter followers, encouraged wom-
en to retweet the phrase if they had been affected by sexual harassment or assault
that it really got traction.10 The post led to a wider outpouring of responses across
social media outlets, including Facebook, where more than twelve million expres-
sions of the hashtag flooded in within the first day.11 The social media community
took a phrase that was coined over a decade ago and created an online movement
with vast real-world consequences across the entertainment industry, the media,
government, the office and boardroom, and individual relationships.

But the implications of the #MeToo movement are yet to be fully grasped and
are potentially more complicated than they may appear. Par exemple, firms have
attempted to respond to the movement by creating policies and dialogue about
sexual harassment that may inadvertently alienate men and discourage them from
taking on female mentees: both because of a lack of awareness of how to manage
opposite gender junior staff in an appropriate manner and confusion around the
opaque formal and informal policies that are often instituted as a public-relations
response to a senior-level executive scandal. Such hurried and often external-
facing responses can have an indirect impact on the rest of the women in the orga-
nization who face the implications of this sort of policy.

The McKinsey report Women in the Workplace 2018 highlights the fact that wom-
en already have less formal time and engagement with senior leaders to discuss

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Dédale, le Journal de l'Académie américaine des arts & SciencesGender Lens to the Future of Work

work than men and many women share limited or no engagement at a casual lev-
el with these leaders.12 Because senior leaders sit in a unique position of influence
with an ability to create opportunities that did not otherwise exist, this lack of for-
mal and informal access likely prevents women from receiving opportunities of-
fered to their male counterparts. Fear of ambiguous policies, warranted or unwar-
ranted, could lead to even less exposure for women to executives, the majority of
whom are men.

The shift to a more contingent workforce, although traditionally seen as bene-
ficial to women, could lead to a similar challenge. Technology has made it unnec-
essary for people to be physically in the office, allowing employees to do their jobs
equally well on the beach as in the cubicle. Organizations have embraced this shift
for logical reasons: real-estate costs per head go down significantly with a shared
workspace, the increasingly global environment may make “odd hours” prefera-
ble, and the adoption of these new work models will enable companies to attract
the next generation of talent. The shift away from traditional workers will allow
more flexibility, something that women with children increasingly crave, but will
also increase the amount of risk not only for women, but also those that depend
on them such as their children and aging parents.

The flexibility of the new work environment comes with trade-offs, such as un-
predictable pay for those engaging in the gig economy; erratic schedules; lack of
benefits including employer-sponsored health care, parental leave, or sick time;
and ambiguity around the informal norms and perceptions of your role and abili-
ty to progress in the organization. How these impact women’s ability both to stay
and grow in organizations will depend on how they are positioned in the larger
working ecosystem.

T he types and number of in-demand roles that will emerge over the next ten

years will look different than today’s. According to Women in the Workplace,
there will be a need for a different mix of skills within the workforce, pri-
marily an increase in technical and social skills and a potential decrease in manual-
labor skills due to automation.13 These skill growth areas could manifest them-
selves in technology-driven roles such as software developers; roles that draw
from skills that are uniquely human, such as sales and customer service; and roles
that are completely focused on new technologies that are yet to be well under-
stood and integrated, such as robotics engineers and positions with subject matter
experts working with big data.14 Each of these categories will affect women differ-
ently based on their current progress or lack thereof in these fields.

Technical roles will expand, with everyone needing to increase their tech flu-
ency to be relevant in the new workforce, which will offer a unique opportunity
for those who have these skills already and are able to use them in new and am-
biguous contexts.15 Nevertheless, the academic basis of these skills, predominate-

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149 (1) Winter 2020Anita I. Jivani

ly engineering and computer science, has significantly fewer women engaging at
the bachelor’s, master’s, and doctoral levels.16 For both engineering and computer
science, at the bachelor’s level, women account for only about 18 percent of the de-
grees earned; at the master’s and Ph.D. levels, women earn anywhere between 22.5
percent and 30.4 percent of degrees. Not surprisingly, this influences the number of
women who hold STEM jobs. Dans 2016, juste 25 percent of computer and mathemati-
cal jobs and 14 percent of architecture and engineering jobs were held by women.17
The lack of women in engineering and computer science fields is concerning
because these competencies are becoming some of the most valued at the lead-
ership levels. En fait, research has shown that this technical background links to
women’s ability to get on corporate boards, with women on boards twice as likely
to have a technology-related background than their male counterparts.18 A study
completed by Accenture with five thousand workers in thirty-one countries found
that countries with higher tech fluency also have stronger gender equality.19 The
trickle-down effect of increasing the technical skill set of a workforce is an even
stronger reason to invest early and often in developing capabilities.

Regardless of whether employers acquire in-demand skills by training their ex-
isting workforce or by hiring emerging experts in those fields, upskilling–train-
ing employees in new skills like coding to meet the demands of a transforming
economy–will be a foundational aspect of people who will be successful in the
avenir. With shifts in technology moving faster than humanity’s ability to adapt
to them, the ability to learn quickly will be a major advantage to applicants and
workers competing for a promotion.20 The World Economic Forum predicts that
54 percent of the workforce will need significant upskilling, avec 42 percent of
the core skills needed in the workforce expected to shift between 2018 et 2022.21
The challenges of acquiring a new set of skills exist regardless of gender; cependant,
women may be at a disadvantage in their ability to respond effectively.

If employers expect that training will occur off-hours and through workers’
own financial investment, many employees will not engage due to their external
work obligations, like child-rearing and caring for aging parents, societal respon-
sibilities still overwhelmingly met by women. This will lead to a poorly skilled
segment of the workforce, already at a disadvantage, that will be left behind. Nous
already see some of this manifested today as women self-report learning new digi-
tal skills at a lower rate than men, 45 percent versus 52 pour cent; changing skills re-
quirements may only widen this gap.22

Employers can begin to address these issues by investing strategically in train-
ing and leveraging technology in universally accessible ways. Dans 2017, over $90 bil-
lion was spent in total U.S. training expenditures.23 Meanwhile, over 33 pour cent
of workers in the United States reported not engaging in any training in the last
année, which begs the question of where all the enterprise-training investment is
going.24 Using more cost-effective and user-friendly training solutions such as

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mobile video tutorials and online microlearning platforms, along with other in-
novative training models leveraging technology such as virtual reality could allow
organizations to utilize technology to both decrease cost and increase overall en-
gagement. Néanmoins, it will be critical, especially for women who continue to
be paid less than their male counterparts and have less free time outside of work,
that organizations open both their wallets and employees’ time during the work-
day to incorporate active upskilling on-the-job.

I n addition to staying relevant in the workforce, a critical reason to invest fur-

ther in the digital upskilling of women is to ensure that bias is not being built
into technologies that will be used across populations during production stag-
es. There are many examples of biased data going into systems, ancien et nouveau, concernant-
flecting the prejudices and blind spots of their creators and often reinforcing dam-
aging societal norms.

In the 1950s, Kodak used its Shirley color reference card to calibrate for skin
tones, featuring a White model (Shirley) as the ideal subject, since they assumed
most consumers fell into this category.25 Because the film was designed to flatter
lighter complexions, it created exposure issues for subjects with darker skin, à
times making dark features invisible and thereby reproducing White standards of
beauty. It was not until decades later that the industry embraced non-White skin
tones in the creation of photography; dans 1995, Kodak released a multiracial Shirley
card, showing a White, a Black, and an Asian woman.26 This mistake was not cor-
rected in the modern age, when in 2009 Hewlett-Packard’s face recognition appli-
cation was shown to identify people with light skin tones but not those with dark
skins tones.27 This triggered online outrage, but after the dust had settled, no one
addressed or resolved the core issue: the lack of diversity in developers that result-
ed in unconscious bias and an inability to test tools appropriately.

Aujourd'hui, emerging technologies are developed so quickly that they are regular-
ly released in beta formats, often with the hope that testing can be open-sourced;
cependant, this poses a tremendous risk that the tools will be mirrors of their cre-
ators. Upskilling women (and other underrepresented groups) in the field of tech-
nology can help prevent such biases from being created in the system.

The actual quality of the ecosystem and the relationships fostered within that
space are also critical for the appropriate retention of women. Harvey Mudd Col-
lege’s focus on retaining women in engineering and computer science and Dis-
ney’s CODE: Rosie are prime examples of how to put these theories into practice.
To retain and grow its number of female computer science graduates, Harvey
Mudd made three key changes that made the field more relevant for women.28
D'abord, they tailored their introductory computer science course to different lev-
els of learners and placed its applicability in the larger context of the world, mak-
ing the experience both positive and relevant for women who may not have had

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149 (1) Winter 2020Anita I. Jivani

previous experience. Deuxième, they provided early research opportunities to stu-
dents before they declared a major to show the real-life application of these tools
and build confidence in women interested in majoring in the field. Last, femmes
at Harvey Mudd attended the Grace Hopper Celebration of Women in Comput-
ing, an event that allowed them to see a new culture around the field that was not
male-centric and to feel part of a community and network. These simple chang-
es increased the percentage of women graduating from Harvey Mudd College’s
computing programs from 12 percent to 40 percent in five years, showing that re-
markable progress can be made in a relatively short period of time.

The private sector can play a similar role, with Disney’s CODE: Rosie being a
prime example of how to transition women from nontechnical to technical roles
in a curated and sustainable model. The program starts with basic technical train-
ing in computer science and coding followed by a twelve-month on-the-job train-
ing in two teams before participants transition into a full technical role after the
fifteen months.29 The ecosystem in which Disney implemented this program is
as important as the program itself: they collaborated with external organizations
such as the tech-training firm General Assembly, which has expertise in upskill-
ing for adults, and provided systemic support to trainees, such as the security to
return to their previous roles if desired.30

The ability for organizations to customize experiences for women by provid-
ing real-life applications that build early confidence and exposing them to com-
munities of like-minded people can be applied across university and organiza-
tional settings to overcome barriers. By providing women the skills to be part of
the crafting process itself, we are instilling a systemic check in the process of de-
veloping new future-shaping technologies.

W e have not made sufficient progress on the challenges of gender equal-

ity in the workplace, and accelerating shifts in technology and ways of
working present greater risk of widening the gender gaps in employ-
ment, wages, and opportunities for advancement. Although addressing system-
ic and organizational issues is critical to tackling gender equality, it is individual
workers who will face the harshest demands of a technologically changing work-
place in the coming decades. What this change looks like is yet to be fully under-
stood; nevertheless, its magnitude will require us to reframe how we interact with
each other and the skills we will need to be successful. Investing strategically in
teaching women the technical and nontechnical skills needed to be successful in
this era and providing organizational reinforcement, such as mentors and appren-
ticeship opportunities, will give women greater opportunities at all levels, depuis
entry-level coding to the boardroom.

The responsibility falls not only on the educational institutions that formal-
ly provide skills to our young people, but also on the organizations that will ben-

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efit from a more skilled and attuned workforce. The first step may be difficult for
many organizations to take, especially when the exact skills are unclear and the
timeline of the return on this investment is difficult to measure. Across sectors,
leaders who feel paralyzed by the speed of change could take a nudge from Silicon
Valley, where prototyping rigorously and testing out ideas with limited informa-
tion is the norm, to attempt to tackle the nebulous challenges that lie ahead.

about the author

Anita I. Jivani is the Head of Innovation at Avanade Northeast and Director of the
NYC Innovation Center, where she is focused on advising organizations on the Fu-
ture of Work, Innovation, and Organizational Strategy and Design. She has spent
time dissecting how shifts in our ecosystem are impacting how we live and refram-
ing the way we work. She has counseled organizations on how these megatrends
impact their strategy and how investing intentionally can prepare leaders for the
avenir. Her interest in innovation and cross-sector collaboration stems from her
work as a Fulbright Scholar, in which she examined the role of business in improv-
ing sociopolitical relations between the United States and Mexico.

endnotes

1 “Pyramid: Women in S&P. 500 Companies,” Catalyst, Octobre 3, 2018, https://www

.catalyst.org/knowledge/women-sp-500-companies.

2 McKinsey Global Institute, The Future of Women at Work: Transitions in the Age of
Automation (New York: McKinsey & Company, 2019), https://www.mckinsey.com/
featured-insights/gender-equality/the-future-of-women-at-work-transitions-in-the
-age-of-automation.

3 “Facebook Fast Facts,” CNN, Novembre 29, 2018, https://www.cnn.com/2014/02/11/

world/facebook-fast-facts/index.html.

4 Tim Halloran, “Watch Your (Gender) Tone,” Textio Word Nerd, Juillet 18, 2017, https://

textio.ai/watch-your-gender-tone-2728016066ec.

5 HireVue, “HireVue Video Interviewing Software,” https://www.hirevue.com/products/

video-interviewing.

6 HireVue, “Unilever’s Recruitment Process,” https://www.hirevue.com/resources/

unilevers-recruiting-process.

7 “Mya, Industry’s Leading Conversational AI Recruiter, Takes Market by Storm, adds 120
Enterprise Customers, Including 40 of Fortune 500, in Under Two Years,” Business
Wire, Août 28, 2018, https://www.businesswire.com/news/home/20180828005301/
en/Mya-Industry%E2%80%99s-Leading-Conversational-AI-Recruiter-Takes.

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8 Australian Government Workplace Gender Equality Agency, International Gender Equal-
ity Reporting Schemes (Canberra: Workplace Gender Equality Agency, 2019), https://
www.wgea.gov.au/sites/default/files/documents/2019-04-4%20International%20
reporting%20schemes_Final_for_web_0.pdf.

9 Sandra E. Garcia, “The Woman Who Created #MeToo Long before Hashtags,” The New
York Times, Octobre 20, 2017, https://www.nytimes.com/2017/10/20/us/me-too
-movement-tarana-burke.html.

10 Alyssa Milano (@Alyssa_Milano), Twitter post, Octobre 15, 2017, https://twitter.com/

Alyssa_Milano/status/919659438700670976?s=20.

11 CBS News, “More than 12M ‘Me Too’ Facebook Posts, Comments, Reactions in 24
Hours,” October 17, 2017, http://www.cbsnews.com/news/metoo-more-than-12
-million-facebook-posts-comments-reactions-24-hours/.

12 McKinsey & Company and LeanIn.org, Women in the Workplace 2018 (New York: Mc-

Kinsey & Company, 2018), https://womenintheworkplace.com/2018.

13 McKinsey Global Institute, The Future of Women at Work.
14 World Economic Forum, Center for the New Economy and Society, The Future of Jobs
Report 2018 (Genève: World Economic Forum, 2018), http://www3.weforum.org/
docs/WEF_Future_of_Jobs_2018.pdf.

15 Anthony Stephan, Martin Kamen, and Catherine Bannister, “Tech Fluency: A Founda-
tion of Future Careers,” Deloitte Review, Juillet 2017, https://www2.deloitte.com/us/en/
insights/deloitte-review/issue-21/tech-fluency-mastering-the-language-of-technology
.html.

16 National Center for Education Statistics, Digest of Education Statistics, “Table 318.30:
Bachelor’s, Master’s, and Doctor’s Degrees Conferred by Postsecondary Institutions,
By Sex of Student and Discipline Division: 2014–15,” https://nces.ed.gov/programs/
digest/d16/tables/dt16_318.30.asp.

17 Bureau of Labor Statistics, Labor Force Statistics from the Current Population Survey,
“Table 11: Employed Persons by Detailed Occupation, Sex, Race, and Hispanic or
Latino Ethnicity,” Household Data Annual Averages 2016, https://www.bls.gov/cps/
cpsaat11.htm.

18 Accenture, “Tech Experience: Women’s Stepping Stone to the Corporate Boardroom?»
(Dublin: Accenture, 2016), https://www.accenture.com/_acnmedia/pdf-29/accenture
-tech-experience-womens-stepping-stone-corporate-boardroom.pdf.

19 Ibid..
20 Thomas L. Friedman, Thank You for Being Late: An Optimist’s Guide to Thriving in the Age

of Accelerations (New York: Farrar, Straus and Giroux, 2016), 213–219.

21 World Economic Forum, Center for the New Economy and Society, The Future of Jobs

Report 2018, 12–13.

22 Accenture, “Getting to Equal: How Digital Is Helping Close the Gender Gap at Work”
(Dublin: Accenture, 2016), http://www.accenture.com/t20160303T014010Z__w__/us
-en/_acnmedia/PDF-9/Accenture-IWD-2016-Research-Getting-To-Equal.pdf.

23 David Wentworth, “Top Spending Trends for Training, 2016–2017,” Training
magazine, November/December 2016, http://trainingmag.com/top-spending-trends

142

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Dédale, le Journal de l'Académie américaine des arts & SciencesGender Lens to the Future of Work

-training-2016-2017; and “2017 Training Industry Report,” Training magazine, Nov-
ember/December 2017, https://pubs.royle.com/publication/?i=448382#{“issue_id”:
448382,“page”:22}.

24 “Employees Know They Need Upskilling, But Many Don’t Pursue It,” Talent
Tous les jours, a CEB blog, Octobre 11, 2017, www.cebglobal.com/talentdaily/employees-know
-they-need-upskilling-but-many-dont-pursue-it/.

25 Mandalit del Barco, “How Kodak’s Shirley Cards Set Photography’s Skin-Tone
Standard,” NPR, Novembre 13, 2014, www.npr.org/2014/11/13/363517842/for-decades
-kodak-s-shirley-cards-set-photography-s-skin-tone-standard.

26 Sarah Lewis, “The Racial Bias Built into Photography,” The New York Times, Avril 25, 2019,
https://www.nytimes.com/2019/04/25/lens/sarah-lewis-racial-bias-photography
.html.

27 Mallory Simon, “HP Looking into Claim Webcams Can’t See Black People,” CNN, De-
cember 23, 2009, https://www.cnn.com/2009/TECH/12/22/hp.webcams/index.html.
28 Christianne Corbett and Catherine Hill, Solving the Equation: The Variables for Women’s
Success in Engineering and Computing (Washington, D.C.: American Association of Uni-
versity Women, 2015).

29 Harry McCracken, “How Disney Is Turning Women from across the Company into
Coders,” Fast Company, Juin 4, 2018, https://www.fastcompany.com/40576156/most
-creative-people-2018-nikki-katz-disney.

30 Ibid..

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149 (1) Winter 2020Anita I. Jivani
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