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Workplace gender equality is paramount to the companys success as different employees provide unique perspectives to the business and help it improve and grow. However, many organizations fail to offer equal opportunities, rewards, and resources to both men and women. This proposal will consider the existing gender inequality within the field of architecture and propose several changes an architecture firm should undertake to create a culture of gender equality.
Women in architecture are substantially underrepresented, and architecture firms should take action to ensure meaningful changes to the current status quo. According to Arieff (2018), despite approximately 50% of architecture students being female, a small proportion stays in the industry following graduation. Mortice (2019) notes that 44% of women in architecture are primary caregivers, with only 5% of men identifying as primary caregivers in their families. Male and female architects with the same experience level earn different wages, with $140,000 and $120,000 per year, respectively (Mortice, 2019). Furthermore, there are fewer female architects in leadership positions, with a survey conducted by the Equality by Design initiative stating the management in most architecture firms is either all male or predominantly male (Mortice, 2019). Overall, it can be argued that gender inequality in architecture is consolidated with broader patriarchal constructs.
The following changes are proposed to the architecture firm to address workplace gender inequality. First, a mentorship program for female architecture students should be established. The influx of female architects will help counter the pipeline effect, which states that the number of women in leadership positions is contingent on the number of junior entrants (Gibson, 2007). Female graduates would benefit from an assisted transition to employment and the support of experienced female architects. Second, workplace flexibility for men and women should be improved. Women are primarily responsible for childcare and shoulder a disproportionate burden to maintain equal status (Gibson, 2007, p. 90). It is essential to offer employees different flexible working options that do not compromise their personal lives. Finally, the process for setting salaries and performance evaluations should become more transparent as balanced and objective reviews with measurable targets will help reduce the pay gap between men and women.
The proposed changes will help balance the existing playing field in the industry by providing women with more entry-level opportunities and ensuring their private lives are respected. The company is recommended to make structural accommodations for both men and women and promote flexible working. For example, part-time and remote work and flexible or compressed hours should be made available to male and female architects, including those in leadership positions. Day-care centers may be arranged for employees with children. Moreover, once a child is born, both parents are responsible for the upbringing, and shared parental leave should be encouraged. In addition, an equal pay audit should be undertaken once a year to ensure there are no unreasonable disparities. The company is also advised to implement staff surveys to identify any gender inequality issues in the firm. Finally, the firm should monitor all implemented changes and ensure employees are aware of opportunities available to them.
The primary challenge for the implementation of the gender-equality plan is a hostile organizational culture. If the employees and management are predominantly male, the proposed changes will be resisted due to the shared values of the majority. In order to overcome this challenge, managers should shape organizational culture by establishing a code of ethics and a general overhaul of office policies (Mortice, 2019). The instances of gender-based discrimination should be responded to with disciplinary action. Furthermore, the management should adhere to its code of ethics and the new policies and champion gender equality by example.
In summary, gender equality in the workplace is paramount to the success of any business as an inclusive, collaborative environment can be created when all employees are treated equally. Thus, the company is recommended to implement a mentorship program for female graduates interested in pursuing a career in architecture. Moreover, it is advised to establish flexible working options to support workers with families and make salary setting and promotion decisions more transparent.
References
Arieff, A. (2018). Where are all the female architects? The New York Times. Web.
Gibson, K. (2007). Ethics and business: An introduction. Cambridge University Press.
Mortice, Z. (2019). Closing the architecture leadership gender gap. American Institute of Architects. Web.
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