• There are two key issues. First, the positive energy that results when men are active in their support. Second, the elimination of the negative energy that results when men feel threatened and are barriers to critical change processes. Typically, this results when men are seen as being the problem, but not part of the solution.
• Many organisations experience backlash from men when initiatives are put in place for women. Commonly, this backlash results from a lack of understanding and a lack of inclusion of men, especially younger men. What is critical here is to position initiatives so that it is clear that they result in improved policies and practices that address the issues of all employees. A focus on outcome targets without an emphasis on improved employment practices will not deliver support from men and will not result in sustainable changes in organisations to improve gender equity outcomes.
• Barriers and a lack of buy-in often result because many men are not aware or the issues many women experience in the workplace. In a recent analysis of survey responses, it was found that:
  • 81% of men and 94% of women agreed that equal opportunity for women makes good business sense.
    • Average Gap = 13%
    • Gender Gap = 7%
  • 75% of men and 95% of men agreed that EEO programs are needed to ensure outcomes for women.
    • Average Gap = 15%
    • Gender Gap = 25%
  • 63% of men and only 27% of women agreed that men and women have the same chances of promotion.
    • Average Gap = 55%
    • Gender Gap = 36%
  • 81% of men and only 39% of women agreed that men and women are paid the same for similar work.
    • Average Gap = 40%
    • Gender Gap = 42%
  • 63% of men and 47% of women agreed that most senior managers in their organisation genuinely support EEO for women.
    • Average Gap = 45%
    • Gender Gap = 16%
  • 91% of men and 89% of women agreed that organisations should provide flexibility in hours to allow employees to meet their work and family needs.
    • Average Gap = 10%
    • Gender Gap = 2%

The key learnings from these data are that:

• The majority of men accept the business case and that initiatives for women are needed;
• Similar to women, a significant number do not see the evidence from senior managers that they are genuinely supportive of EEO for women;
• Men were much more likely than women to agree that women and men have the same chances of promotion and that they are paid the same for similar work;
• Having a situation where the majority of men (who are also more likely to be in positions of power and influence) do not see promotional and pay equity as problems means that these critical issues are less likely to be addressed. This will also mean that there is less chance that the best people will be retained and promoted in an organisation, leading to poorer business outcomes;
• The level of current buy-in by men in relation to flexibility in hours indicates that a focus on work/life issues for men could be a key enabler to achieve outcomes for women. This is what was found in Deloitte & Touche in the US (McCraken, 2000), where a focus on work/life issues for both women and men was a key driver of culture change to enable improved outcomes for women.
• Having men who are committed and consistent in their behaviour will result in organisational change that is quicker, deeper and more sustainable. This will occur particularly because men are included and engaged as partners.

This will lead to:

• Greater commitment being demonstrated to the goals of gender equity;
• Employment issues for women being integrated into core business activities;
• Changes in systems (eg., pay equity, training opportunities);
• Changes in work practices and expectations (eg., greater flexibility).

It matters to both women and men in the organisation. Gender equity is an enabler to ensure that the best people are employed and receive opportunities for advancement. Having men make an active contribution to this process will ensure more effective outcomes.

Having strategic plans and policies aimed at improving employment outcomes for women without commitment from men represents a serious risk to achieving sustainable change in an organisation. Employees pay particular attention to behaviours linked to respect, fairness and support. Younger, highly talented women and men are especially at risk in leaving the organisation if they perceive a lack of fairness in the application of policies and practices.

Tips:

• Focus on the risks and opportunities for both women and men.
• Engage men where they are psychologically and understand better their attitudes, beliefs and assumptions.
• Focus on improving outcomes for both women and men.