The Role of Mentorship in Reframing the Gender Imbalance at Senior Levels
The gender imbalance in senior leadership and executive boards reflects the broader gender disparity entrenched in the workplace, particularly in fields like recruitment, EA (Executive Assistant), PA (Personal Assistant), and administration. However, through government and company reports, tangible changes are beginning to emerge. There has been a holistic narrowing of the gender pay gap, greater awareness, and significant initiatives focused on returning to the workplace following maternity leave, menopause, and other life events. There has also been a noticeable improvement in the number of women occupying board-level roles. Indeed, the UK is now second in international rankings for women’s representation on boards at FTSE 100 companies, with nearly 40% of positions held by women, compared to just 12.5% a decade ago.
Nevertheless, the practical implications of these numerical 'improvements' do not always translate into real change. Doyin Atewologun recently cited a 2019 survey that highlighted how female Executive Directors in the UK hold their roles for an average of 3.3 years, compared to 6.6 years for their male counterparts. This suggests that women may be appointed for symbolic rather than substantive reasons, especially in FTSE 100 companies. Moreover, this arbitrary categorisation overlooks the further disparities in the representation of BAME (Black, Asian, and Minority Ethnic) women in senior positions, particularly in London recruitment, EA, PA, and administration roles.