Will #Metoo change the unequal gender equations in an organisation?

In our conservative surroundings, it is people who make up organisations that need to reassess and recommit to not just addressing grievances.

Recent revelations in the #MeToo movement have underlined the urgency to redefine the workspace. Addressing sexual harassment is not just about ‘responding’ to specific incidents of sexual harassment. Equally, it is about changing the organisation leadership’s attitude and gender perspective.

In this context, one would agree that the Prevention of Sexual Harassment (POSH) Act (2013) has been a positive step in redressing workspace gender imbalances. POSH requires organisations to systemically address allegations of sexual harassment at the workplace. It prescribes mechanisms to address and change the unequal gender equations in the organisation’s power structure.

But how effective has POSH been in changing workplace culture?

No doubt, there is more ‘compliance drive’ today within organisations in giving a voice to women. This is a required though symptomatic response to address workplace gender inequity. To function as a robust mechanism, however, POSH requires a strategic shift and a new perspective.

The spirit of POSH is directed towards building an organisational culture that can address wider issues of gender discrimination and invisibility. It’s evident that organisations need to develop a mindset where a complaint is not treated merely as disturbance or distraction, but a testimony to the organisation’s lack of understanding of gender equality.

The question of dignity

Will the #MeToo moment change workplace functioning and gender-based attitudes in organisations? Is the compliance mode going to make way for recommitment towards ensuring gender equality and dignity?

Cultural changes are indeed difficult to make. The change needs to come from the top leadership. They need to be committed to the cultural shift as part of delivering on their mandate. This would also include increasing women in leadership.

One wonders though whether the overwhelming male representation at the leadership level makes correcting the gender imbalance difficult; whether the leadership finds itself on the wrong side of the equation, where correcting the imbalance is seen, at the very least, non-essential, and at worst, threatening.

Furthermore, to make an overall cultural shift, both women and men need to feel the need to be a part of that drive. It is important to note that many men across sectors have come out in support of #MeToo.

The feminist movement may have unwittingly drawn a line right down the middle, creating distance and discomfort between men and women. The #MeToo moment, however, has an opportunity to project collective resolve for a healthy, stimulating workplace (and society) for all.

Business Standard