Unlocking Potential: The Imperative of Professional Development for Women
Despite significant strides toward gender equity in the workforce, we stand on the precipice of a vast, untapped resource: the professional development and advancement of women. Presently, we are witnessing a shift towards acknowledging and addressing the potential of women in leadership positions. Yet, the data suggests that there is much more to be done. The conversation around gender equality often overlooks the unique developmental needs and potential of women in the workforce. Much of the research and literature on professional development has been conducted with a focal point securely on men, and has failed to capture the unique needs of women in industry.
With both the economy and the future of the corporate landscape shifting dramatically, it is now more imperative than ever to utilise the unlocked potential of women in the workforce and in positions of leadership. This can be more readily achieved through alignment with the principles of andragogy, the science of adult learning, which emphasises engaging, experiential workshop-style learning and ongoing coaching, and the application of knowledge to real-world scenarios.
The Current Landscape: Professional Development for Women
While there has been an increased focus on professional development for women, data suggests a persistent gap. According to a 2020 study by the National Bureau of Economic Research, women receive less employer-sponsored training than men. (Leuven & Oosterbeek, 2008). In fact, LinkedIn's 2020 Workforce Learning Report indicates that women are 24% less likely to gain access to learning and development opportunities than their male colleagues. This discrepancy underscores the imperative to increase the availability and accessibility of professional development programs designed specifically for women. (LinkedIn, 2020).
The Impact: Advantages for Women and Businesses
The positive impact of professional development for women is multifaceted, benefiting both the women involved and the organisations they work for. For women, these initiatives can lead to career advancement, increased job satisfaction, and greater confidence and self-efficacy.
Companies also stand to gain.
A study by McKinsey & Company found that companies in the top quartile for gender diversity on executive teams were 21% more likely to outperform on profitability. (McKinsey & Company, 2020). Additionally, a recent neuroscientific study suggests that women often bring unique leadership styles, such as transformational and democratic leadership, which are associated with higher job satisfaction and better team performance. (Gur, & Gur, 2017).
Moreover, firms that offer extensive training programs have lower voluntary turnover rates, leading to significant cost savings. This underscores that professional development is not just a mechanism for personal growth, but a powerful tool for business performance and sustainability.
Best Practices: Andragogy, Experiential Learning and Coaching
Effective professional development initiatives for women should leverage engaging, experiential workshop-style learning and ongoing coaching. This approach aligns with the principles of andragogy, the science of adult learning, which emphasises self-directed learning and the application of knowledge to real-world scenarios. (Grant & Hartley, 2014).
Experiential learning provides a platform for women to engage in active learning, allowing them to directly apply new concepts and skills. Workshops designed in this manner have been shown to enhance the learning experience and improve information retention. (Kold, 1984).
Complementing this, ongoing coaching provides a supportive environment for continued growth and development. Coaching has been shown to facilitate behavioural changes, enhance skill acquisition, and improve performance.
In essence, the combination of engaging, experiential learning and continuous coaching creates a powerful synergy, cultivating an environment where women can thrive and contribute more significantly to their organisations.
In Summary: Time for Action
As we advance further into the 21st century, professional development for women should not merely be a discussion point, but a critical business priority. The current trend suggests an opportunity for improvement, but the positive impact of these initiatives is undeniable, offering substantial benefits for both women and their employers.
In shaping effective development programs, the focus should be on creating engaging, experiential learning opportunities reinforced by continuous coaching. This andragogical approach ensures a meaningful, applicable, and sustainable learning experience that not only empowers women but also strengthens the organisations they serve.
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References
Leuven, E., & Oosterbeek, H. (2008). An alternative approach to estimate the wage returns to private-sector training. Journal of Applied Econometrics.
LinkedIn Learning. (2020). 2020 Workplace Learning Report.
Glastra, F., Hake, B., & Schedler, P. (2004). Lifelong learning as transitional learning. Adult Education Quarterly.
McKinsey & Company. (2018). Delivering through diversity.
Gur, R., & Gur, R. (2017). Complementarity of Sex Differences in Brain and Behavior: From Laterality to Multi-modal Neuroimaging. Journal of Neuroscience Research.
Choi, S., & Lee, H. (2014). The Effects of Training on Employee Turnover: Evidence from the U.S. Workforce at Large. International Journal of Training and Development.
Knowles, M. (1980). The modern practice of adult education: From pedagogy to andragogy.
Kolb, D. A. (1984). Experiential learning: Experience as the source of learning and development.
Grant, A. M. (2014). Autonomy support, relationship satisfaction and goal focus in the coach–coachee relationship: which best predicts coaching success? Coaching: An International Journal of Theory, Research and Practice.