Despite the fact that women now represent a significant part of the academic community, their career development in this field often faces a number of obstacles that prevent them from developing their full potential. Why is the issue of gender in academia so important? What are the key barriers that prevent women from reaching senior positions? Do you know what the Queen Bee syndrome or the glass ceiling effect is? Here's an overview of the most interesting information and concepts.
On 23 September 2024, under the patronage of the MU Personnel Management Office, the NORA Gender Information Centre held a seminar entitled Gender Stereotypes against Women in Academia, which presented not only the key principles and signs of gender bias, but also interesting statistics on this issue.
Gender equality addresses the pursuit of fair and equal treatment of men and women in all aspects of society. This includes, for example, education, employment, remuneration, career development, participation in decision-making processes and access to opportunities in general. The aim is to eliminate gender inequalities and stereotypes that may discriminate or disadvantage one gender over the other.
This includes:
Equal employment opportunities - equal treatment that promotes diversity and ensures that no one is discriminated against or at a disadvantage. Ensuring that all employees have equal access to positions, development, promotions, bonuses and conditions regardless of gender, age, race, religion or other characteristics.
Equal remuneration - reducing or eliminating the gender pay gap (GPG), i.e. the difference in earnings between men and women doing the same job. The gender pay gap in the Czech Republic is 16.4 %, compared to an EU average of 13 % (Eurostat, 2020). The biggest differences are among university-educated people, where the gap can be up to CZK 15 000 per month. The GPG is most pronounced in feminised sectors such as education (19 %) and health (24 %). The GPG also varies with age and education, with the highest differences among the university-educated (24 4 %).
Equal representation in decision-making positions - people of different genders, ages or other characteristics are equally represented in managerial and supervisory positions. The aim is to ensure that key decisions are not influenced by one group alone, but reflect different perspectives and contribute to better balance and equity.
Promoting work-life balance - introducing policies and creating conditions that allow a better balance between work and family responsibilities, such as flexible working hours or part-time work.
Eliminating gender bias and stereotypes - eliminating social and institutional barriers that lead to discrimination against women or other genders on the basis of outdated prejudices. It is about promoting equal treatment and evaluating people on the basis of their actual skills and abilities, not on the basis of expectations linked to their gender.
Reducing the risk of poverty in older age - addressing the consequences of women's lower career earnings leading to lower pensions and the resulting higher risk of poverty in older age.
Dealing with gender equality is essential for both the institution and the employees because it promotes a fair and inclusive work environment that leads to higher productivity, creativity and overall satisfaction. Equality in remuneration, access to opportunities and career development improves employee motivation and performance. The institution gains greater competitiveness and prestige.
In addition, diversity of perspectives in decision-making processes contributes to better problem-solving and innovation, which is beneficial not only for the organisation but also for society as a whole.
Many grant schemes, such as the GACR or Horizon Europe, require organisations to demonstrate that they are engaging with gender equality. This can have a direct impact on the success rate of grants. An institution that is the recipient of an HR Excellence in Research Award must actively seek to create a fair and equal environment for all its employees, including the issue of gender equality. This not only increases its ethical status and prestige but also gives it an advantage and more opportunities to obtain project funding.
GAČR (Grant Agency of the Czech Republic): the Grant Agency of the Czech Republic supports scientific research and emphasises gender equality principles when applying for grants. Institutions and their employees applying for these grants must demonstrate that they are approaching gender equality issues responsibly and that they are implementing both partial steps and institutional policies aimed at equal opportunities for women and men in the academic environment.
This European research and innovation funding programme sets minimum requirements for gender equality in institutions applying for grants. The European Commission requires institutions to have implemented Gender Equality Plans (GEPs) as a crucial condition for receiving funding. This plan must include, among other things, measures to improve the representation of women in science, promote equal pay and ensure work-life balance.
The HR Excellence in Research Award is an award given by the European Commission to institutions that support the career development of male and female researchers and adhere to the principles of the European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers. To receive this award, institutions must demonstrate that they pay attention to gender equality and create a work environment that promotes diversity. The HR Award promotes continuous improvement of the working environment, enhances the international prestige of the institution and improves its ability to retain and attract high-quality male and female researchers. Masaryk University Faculty of Medicine has held the HR Award since 2021.
Gender bias has a significant impact on women's career progression and leads to various barriers and phenomena that limit women's opportunities to reach higher positions, get better pay and realise their full professional potential.
The main manifestations of gender bias that affect career development include:
The glass elevator effect: this effect describes a situation in which men in traditionally female-dominated professions (e.g. healthcare, education) are promoted more quickly to higher positions than their female colleagues, who often remain in lower positions.
The glass ceiling effect: the glass ceiling is a metaphor for the invisible but real barriers that prevent women from advancing to top management and leadership positions, even though they have the necessary qualifications and skills.
Sticky floor/concrete floor: this phenomenon refers to a situation where women, especially in lower-level positions, find it very difficult to progress in their careers. Women are 'stuck' in these positions, which prevents them from reaching higher levels in their careers.
The frozen middle effect: this phenomenon refers to the slowdown in women's career progression, which often stops at middle management level. Women have limited opportunities to advance to higher positions, leading to their 'freezing' in middle management positions.
The glass cliff effect: the glass cliff describes a situation in which women (or other disadvantaged groups) are promoted to leadership positions in times of crisis or when a company or organisation is at risk of failure. These positions are often high-risk and unsustainable, which can cause these individuals to fail, even though the failure is due to the difficulty of the situation rather than their ability.
Maternal Wall: a term referring to the stereotypes and various forms of discrimination experienced by working mothers and mothers seeking employment.
Mommy Track: this term refers to a career path for women who want to balance work and family life. While this pathway may offer flexible working conditions (e.g. part-time work), it often leads to limited career development opportunities, lower chances of promotion and lower salaries.
Queen Bee Syndrome: This syndrome describes the behaviour of women in leadership positions who are more or less supportive of other women in their organisations. It often arises in an environment where a woman has had to work hard to earn her position and therefore does not expect other women to have an easier path. Instead of cooperation, rivalry can arise.
Solving gender bias requires a comprehensive approach involving both individual and institutional changes. At the individual level, it should include, for example, self-reflection and awareness-raising about prejudice. At the institutional level, gender equality measures. In particular, it is therefore recommended to monitor and evaluate gender representation in the institution's areas of activity, to ensure the diversity of teams, to introduce gender equality plans and to eliminate pay inequalities.
Systematic changes in academic institutions are essential for real equality of opportunity for all.
Discussing gender stereotypes in academia is not only an issue of equity, but also a key factor for increasing efficiency and innovation. Equality of opportunity and the elimination of prejudice will enable not only women but society as a whole to better realise their potential.
The presentation from the September seminar can be found here. More interesting educational videos can be found on the Safe Faculty website.
Take a look at what the year 2024 brought in the field of research and development at the Faculty of Medicine MU. What awaits us in 2025? Take a short look back at the past year.
You are invited to the webinar organized by SPARK-BIH!
