The Importance of Structural Support in Achieving Gender Equality
I wrapped up March with an invitation from the Swedish Chamber of Commerce Singapore for the launch of their book, “100 Perspectives on Gender Equality in Singapore.” The event included a panel discussion about the current state of gender diversity and equality in Singapore.
According to SwedCham, the book features perspectives mainly from men but also captures voices from women across various walks of life and generations. The project aims to provide valuable insights into the changing perceptions surrounding women and gender balance.
As part of the initiative, several companies pledged to double the paid paternity leave benefit in Singapore from two weeks to four, calling on the wider business community for support. Notably, the signatories were primarily Swedish multinational companies like ABB, AstraZeneca, and H&M, with no local Singaporean firms among them.
This absence of local corporate support is not surprising. In a predominantly Asian patriarchal society like Singapore, child-rearing responsibilities are often disproportionately assigned to mothers, as evidenced by the significant disparity in leave policies—mothers receive 16 weeks of paid maternity leave compared to just two weeks for fathers. Many companies might also be hesitant due to concerns about the financial implications of such progressive measures.
The panel discussion also delved into the current state of gender equality in the workplace, the significance of gender-diverse teams, and shared best practices for inclusive hiring. However, the conversation should have emphasized that achieving gender equality goes beyond simply hiring diverse identities; it necessitates the implementation of robust Human Resource policies that promote accountability and individual responsibilities.
For example, companies could adopt more flexible policies for mundane administrative tasks like medical leave approvals or incorporate values that foster a healthy work-life balance. A company that neglects fundamental employee care—such as work-life balance, respect for diverse beliefs, mental health support, and paternity leave—will likely view more ambitious diversity hiring policies as overly “progressive.”
Often, organizations get ahead of themselves by focusing on meeting the demands of a 21st-century workforce while neglecting essential employee care.
Of course, these aspirations are futile without unwavering support from top management, which must lead by example. Effective change is driven by leadership, translating aspirations into actionable steps that empower hiring managers and supervisors. Just as decay begins at the top, so too does the potential for significant social and cultural impact.
Nonetheless, some companies will resist the modern workplace demands for diversity, equity, and inclusion (DEI). For such organizations, I suggest we leave them behind. Let them remain under the metaphorical rock of outdated work practices—perhaps that is for the best. The quicker we identify and distance ourselves from them, the more pressure we can apply to other companies on the cusp of change, encouraging them to accelerate their DEI efforts. Companies can no longer ignore these issues, as job-seekers increasingly prioritize them, and non-compliance will put them at a staffing disadvantage—perhaps not immediately, but certainly in the foreseeable future.
I believe there’s room for mindset shifts, even if it seems cramped initially. Knowledge is key. Company leaders must actively seek to educate themselves—engaging with subject matter experts, attending DEI forums, and speaking with young job-seekers to challenge their preconceived notions.
While forums like the one hosted by SwedCham provide valuable networking opportunities, they often become echo chambers where everyone agrees on the importance of gender diversity in the workplace. For meaningful change to occur, people need to become vocal and demand institutional reforms.
The recent white paper on Singapore’s women’s development should serve as a rallying point for DEI activists to advocate for change at the government level. In a rule-driven society like Singapore, this is the most effective way to prompt progress.
That said, we can still take action on the ground right now. The HR office is a practical starting point, where executives must prioritize diverse hiring, fair compensation, and consistently remind upper management of the critical importance of diversity in the workplace.
