The glass ceilings need a fix in the Gulf

There is no doubt that there has been a dramatic change in the number of women working in the Gulf and in the number of women in managerial positions. According to statistics shared during the 2016 Global Women’s Forum session held in Dubai earlier this year, GCC’s female labour force participation stands at 47 per cent in the UAE, 51 per cent in Qatar, 44 per cent in Kuwait, 29 per cent in Oman and 20 per cent in Saudi Arabia.

In a global context, the region still has a long way to go as women’s participation remains one of the lowest in the world, despite efforts from both private and public sectors in promoting gender equality. A study conducted by A.T. Kearney M.E., stated that countries across the Gulf have yet to unlock women’s full potential to contribute to economic growth, highlighting that the “Female Labour Participation Ratio (FLPR) in KSA and Oman is below 30 per cent, while in Qatar, with a 51 per cent FLPR, only half of the female population is economically active”.

Additionally, when compared to the rest of the world, only 9 per cent of women are in senior roles in the GCC, while the US boasts a healthier 35 per cent, Africa stands at 29 per cent, and Asia and Europe are slightly lower at 26 and 21 per cent, respectively.

Nevertheless, the UAE is making progress, particularly as the government has made a commitment to get Emirati women into work. In December 2012, the UAE made it compulsory for both corporations and government agencies to have women on their boards.

Despite the challenges faced in the workforce, women in the GCC have high aspirations when it comes to their career. In a survey conducted by the Pearl Initiative in collaboration with the UN Global Compact and the Sharjah Business Women Council, 62 per cent of women aspire to a management role in the next seven years while 86 per cent think that education has been vital for their career progression.

Women in the GCC are also taking matters into their own hands, as ‘The Forbes List of The 100 Most Powerful Arab Business Women in the Middle East’ constituted 50 per cent of those from the Gulf.

The problem

Having fewer women at senior levels means there are fewer role models for younger women at the start of their careers. Which is why more companies are starting to invest in mentoring schemes, offering role models who can inspire younger employees, and also help with the vital networking and knowledge sharing that their male counterparts may often take for granted.

According to a 2012 Credit Suisse Research report, female business leaders do in fact enhance a company’s financial performance, with large companies with women board members outperforming those without by 26 per cent in terms of share price performance over a six-year period.

Initiatives such as the recent establishment of the 30% Club GCC — the regional chapter of a global non-profit organisation with a mission to reach 30 per cent representation of women on company boards — is helping to drive both awareness and change.

However, there is still the issue of the glass ceiling, where women are either seen as “not up to it” or “not part of the group”. Increasingly, this sort of sexism is disappearing as younger men have grown up with women as peers at school, university and in the workplace, and it could be a matter of time. However, it is important that the flexible arrangements mentioned above are open to everyone. If they are seen as “only for women” it can provide support for the idea that they might be less productive or less committed to the business.

This is why cultural change is still needed at all levels in order to address inequality.

The solution

In order for women to break the glass ceiling and barriers that are hindering them from working and reaching managerial positions, including social constraints, maintaining a work-life balance, inadequate training and lack of female–friendly entrepreneurship policies, companies should adopt several measures to help them overcome the challenges.

According to a report conducted by the Pearl Initiative, senior managements should emphasis on availing flexible work hours and focus on performance appraisal based on achievements, rather than calculating time spent in the office, so that they have access to a new, highly educated pool of talent. Most importantly, companies should adopt HR policies to ensure everyone is treated and paid equally, while maintaining a good equilibrium of men and women in the workplace.

Managers should also raise awareness of the value of a diverse workplace and show their support at all times by offer mentoring schemes to encourage women in the workforce to climb the corporate ladder.

Achieving gender equality in the workplace will not happen overnight. It will take time to increase the number of women in leadership, and to convince both companies and individuals that it is possible to balance a rewarding home life with a successful career.

Crucially it must be demonstrated that this is to everyone’s benefit; if it is perceived that one gender is receiving special treatment, or that companies are having to make sacrifices then it will reinforce old stereotypes.

The writer is ICAEW Regional Director for the Middle East, Africa and South Asia.