Blog Post

Pronte A Contribuire

Odile Robotti

Founder and CEO of Learning Edge

Anche nel 2020 l’Italia si è classificata piuttosto male per quanto riguarda il differenziale di genere: è 76esima nella classifica complessiva e 117esima per la partecipazione femminile alla vita economica stilata dal World Economic Forum (Global Gender Gap Report 2020). Una delle ragioni è la bassa percentuale (meno del 50%) donne nella forza lavoro. Le donne in Italia si trovano spesso, ancora oggi, a dover scegliere tra famiglia e lavoro o, per lo meno, tra famiglia e carriera.

Non solo per ragioni di equità, ma anche di opportunità economica, le organizzazioni più avanzate si stanno muovendo da anni per appianare gli ostacoli di genere e trattenere i talenti femminili. Tuttavia, le buone intenzioni e le dichiarazioni di principio, anche dove ci sono, non eliminano tutte le difficoltà. Nel nostro Paese molte donne continuano a lasciare, più o meno volontariamente, il mercato del lavoro andando ad aggiungersi alla schiera di quelle che avevano fatto questa “scelta” negli anni passati.

Questo problema, un enorme e paradossale spreco di talento proprio nell’era del talentismo, può trasformarsi in un’opportunità, in particolare per avviare la necessaria fase di rilancio dell’economia che ci attende, perché la popolazione femminile è un ricco bacino dal quale attingere. Le organizzazioni hanno interesse ad avere una strategia per intercettare i talenti femminili “dispersi” e metterli in grado di contribuire in tempi rapidi, magari acquisendo nuove professionalità. Ne parleremo nel webinar del 3 Giugno alle 11, per ora anticipo solo alcuni aspetti che le organizzazioni dovrebbero considerare.

Diventare calamite. Anzitutto, i talenti femminili vanno attratti, facendoli sentire apprezzati e accolti. Non basta inserire negli annunci qualche immagine femminile, anche il linguaggio usato è chiave nell’attivare l’interesse delle donne. Inoltre, se avere un brand ben definito è ormai necessario per qualsiasi organizzazione, per attirare talenti femminili serve una marca “women-friendly” e una employer value proposition esplicitamente inclusiva. 

Selezionare senza pregiudizi. Selezionare talenti femminili dopo anni che sono stati fuori dal mercato richiede qualche accortezza in più, per esempio un’estrema vigilanza riguardo ai pregiudizi inconsci degli intervistatori. Imparare continuamente dall’esperienza e mettere a fattor comune l’apprendimento maturato selezione dopo selezione permette di migliorare, ma richiede sistematicità, resa fortunatamente ora meno onerosa da supporti software.

Curare l’onboarding. Per una donna che rientra, l’attenzione dell’organizzazione nell’onboarding è particolarmente apprezzata. Offrire un percorso ad hoc, per esempio un returnship (neologismo per indicare uno stage, internship in inglese, per chi rientra nella forza lavoro), può essere un modo per incoraggiare le donne a rimettersi in gioco. La durata è di qualche mese e si accompagna di solito a formazione (il re-skilling è fondamentale) e a percorsi di mentorship per favorire l’ambientamento e la comprensione della cultura organizzativa. Anche in questo caso, usare strumenti software aiuta a gestire il processo di onboarding senza un dispendio di energie eccessivo, ma senza perdere di vista nulla.

Valorizzare la maternità. La maternità non è l’unica ragione per cui si lascia un lavoro (ci sono anche anziani che possono avere bisogno di essere seguiti, malattie e spostamenti internazionali del partner), ma in Italia è la causa principale della “fuga dei cervelli” femminili. Come trattenere le donne divenute madri e come facilitarne il reinserimento è quindi un tema chiave. Varie organizzazioni hanno preso atto del problema e offrono percorsi che aiutano le donne a vedere la maternità come fonte di apprendimento trasferibile al lavoro. Queste iniziative aiutano a trattenere le madri, ma anche a diffondere nell’organizzazione una visione della maternità come arricchimento personale che aiuta a superare vecchi pregiudizi e rende l’ambiente più accogliente e incoraggiante per le madri.

Aiutare le donne a raggiungere il pieno potenziale. Una delle difficoltà nel riprendere la carriera dopo un'assenza prolungata è riuscire a mantenere alta la motivazione nella fase di “rimessa in carreggiata”. Le donne si trovano infatti a ricominciare con la sensazione di avere molto terreno da recuperare e spesso, soprattutto le madri, molte difficoltà materiali da gestire. Il ruolo del capo è fondamentale per incoraggiare, dare una prospettiva e sostenere lo sviluppo. Ma altrettanto importante è evitare alcune “bucce di banana” che fanno perdere fiducia alle donne, dando loro la sensazione di trovarsi nel posto sbagliato. Inoltre, per quelle che vogliono riprendere la carriera, è necessario auto-promuoversi e far conoscere le proprie capacità, ma sappiamo che stereotipi e pregiudizi inconsci creano una situazione tipo Comma-22 non facile da affrontare. Il supporto nel superare gli ostacoli di genere è un investimento con altissimi ritorni per l’organizzazione perché riduce il time-to-performance dei talenti femminili che rientrano e li fidelizza.

In conclusione, le organizzazioni hanno un ruolo importante nell’attivare i talenti femminili, ma il miglior risultato lo ottengono da una stretta collaborazione con le donne stesse.

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