'Workplace language encodes gendered expectations that feed into who we hire, how we assess people and who we promote, holding some people back.'
. Much of the language around leadership inclines towards agency – sending, intended or not, a gender-coded message about who the ideal candidate is.
In their study, Oldford and Fiset found that women felt that they were better fits, and were more interested in applying for, the jobs whose posts were high in communal language and low in agentic language. The results suggest that tweaking the language of job postings may help to improve the gender diversity of job applicants, particularly in male-dominated fields like finance.
, possibly because stereotypes of women didn’t match the conventional mode of military leadership. ‘Compassionate’ was a common descriptor of women, whereas ‘competent’ was frequently used for men. In terms of negative feedback, ‘irresponsible’ was more often applied to men, whereas judgemental and gender-coded terms like ‘frivolous’ and ‘temperamental’ were more likely to be mentioned for women.Similar disparities exist in different industries.
When it comes to performance evaluations, Wynn recommends, “the more specific you can get, the better”. For one thing, performance feedback for women tends to than for men. Precision also helps to avoid the trap of relying on stereotypes as a substitute for grounded, specific comments. This involves reducing manager discretion – “trying to put procedures in place that make it harder for the manager to act on whatever biases they may have”, says Wynn. “It doesn’t mean these managers are bad people,” she stresses, butabout how criteria translate into reward would be fairer for everyone. This would involve “trying to have formal procedures in place, nice clear criteria, and accountability structures that make it harder for them to let bias impact their decision making”.
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