Towards greater gender equity throughout the employee lifecycle

Anyone talking about billions and modernization must also consider (gender) diversity in management. The photo from the investment summit in July 2025, which only shows two women among a row of top managers and politicians, speaks volumes: there is still a lot of work to be done in German top management. According to a recent study by Frauen in die Aufsichtsräte e.V., the proportion of women on executive boards in 2025 is just 20.2%. ₂

But diversity in leadership means more than just putting individual women in top positions. If they are perceived there as “figureheads” for their gender — a phenomenon known as tokenism — it exacerbates feelings of inequality, increases stress, and encourages a willingness to change jobs. According to a meta-analysis by Gierke et al. (2024), tokenism is not only a cultural problem, but above all a structural one – and thus proof that organizational context factors are crucial on the path to more women in leadership. ₃

 

The employee lifecycle: Five phases with potential

In their analysis, the authors consider the entire employee lifecycle (ELC) from hiring to long-term retention. Unlike many previous studies, which have focused almost exclusively on the recruitment phase, the authors analyze all four phases, as each offers opportunities to promote equality in a targeted manner: recruitment & selection, learning & development, performance appraisal, and reward & retention. To highlight the importance of organizational context factors in increasing the number of women in leadership positions, Gierke et al. add another phase: the organisational setting.

They note that measures at the structural, cultural, and individual levels must be interlinked depending on the ELC phase so that women not only make the leap into leadership positions but also remain there in the long term.

 

Why gender-neutral measures are often not enough

Gender-neutral measures create a level playing field, but they do not automatically compensate for existing disadvantages. That is why gender-sensitive measures are needed, such as mentoring programs for women in male-dominated industries, workshops on female leadership, or monitoring gender distribution in key positions. It is important to design these targeted support measures in such a way that they do not create new stereotypes.

 

What specific measures can be taken along the ELC?

Recruitment & Selection: Shaping the start

Standardised selection processes reduce unconscious bias and create fair opportunities. Strategic personnel planning can also make it easier for women to enter management positions. This includes setting hard targets for new appointments in order to achieve gender balance and counteract tokenism. Gender-neutral language in job advertisements has also been shown to have a positive effect on potential female applicants. Studies show that women are less likely to apply when male recruiters (the gender of the recruiter actually influences the choice of words) use ads with generic masculine language – particularly because they expect to have less belonging and fewer chances of success. This effect does not occur when the recruiter is female or the language is less stereotypical. Men's application behavior is not affected by this. ₄

Learning & Development: Expanding career opportunities

Mentoring and sponsorship programs are among the most effective measures for bringing women into leadership positions and strengthening them there. They not only promote professional competence, but also self-confidence, visibility, and access to female networks. In male-dominated fields, they are particularly effective when mentoring is provided by male managers and is accompanied by fair compensation and perceived career satisfaction. ₅ In addition, networking training and visible female role models help to strengthen self-efficacy and career ambitions. If these are lacking, the opposite effect can occur. ₆

Performance appraisal: Enabling fair evaluations

Transparent and clearly defined promotion criteria make performance appraisals comprehensible and reduce subjective bias. They ensure that performance appraisals are more neutral and free from subjective bias. Adapted promotion processes, such as opt-out promotion pools, in which all employees who are fundamentally qualified for the open position are automatically considered unless they actively decline, also reduce structural barriers.₃

Reward & Retention: Retaining talent

Fair salary structures and flexible working models that take care commitments into account strengthen loyalty and make it easier to balance leadership and private life. Non-monetary recognition, such as responsible projects, can also ensure motivation and retention. ₃ Studies confirm that meaningful work tasks increase the sense of belonging to the organization and commitment. ₇

Organisational Setting: Culture and structure shape success

The organisational setting forms the framework for all other phases — and is therefore so crucial, according to Gierke et al. (2024). An inclusive corporate culture that visibly values diversity in leadership promotes the advancement of women into management positions. Flat hierarchies and transparent career paths make careers more predictable and attractive.

 

True equality in leadership can therefore only be achieved if measures are integrated throughout the entire ELC and affect all phases and levels. It is not individual actions, but strategically coordinated interventions that make change processes possible – and ensure diverse and sustainable leadership teams in the long term.

 

SOURCES:

₁ Investitionsgipfel, Übersicht: https://www.tagesschau.de/inland/innenpolitik/investitionsgipfel-kanzleramt-unternehmen-100.html

₂ FidAR-Studie: FidAR e.V. – Die Initiative für mehr Frauen in die Aufsichtsräte: Pressemitteilung zum FidAR Forum 2025

₃ Gierke, L.A.; Schlamp, S.; Gerpott, F.H. (2024). Which organisational context factors help women to obtain and retain leadership positions in the 21st century? A systematic review and research agenda for human resource management. Human Ressource Management Journal.

₄ Hentschel, T.; Braun, S.; Peus, C.; Frey, D. (2020). Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness.

₅ Taiyi Yan, T., Tangirala, S., Vadera, A. K., & Ekkirala, S. (2022). How employees learn to speak up from their leaders: Gender congruity effects in the development of voice self-efficacy.

₆ Ramaswami, A.; Dreher, G.F.; Bretz, R.; Wiethoff, C. (2010): Gender, mentoring and career success: the importance of organizational context.

₇ Allan B.A. (2017): Task significance and meaningful work: A longitudinal study. Jounal of Vocational Behavior, Vol. 102, p. 174-182.