The Role of Mentorship in Reframing the Gender Imbalance at Senior Levels
The gender imbalance in senior leadership and executive boards reflects the broader gender disparity entrenched in the workplace, particularly in fields like recruitment, EA (Executive Assistant), PA (Personal Assistant), and administration. However, through government and company reports, tangible changes are beginning to emerge. There has been a holistic narrowing of the gender pay gap, greater awareness, and significant initiatives focused on returning to the workplace following maternity leave, menopause, and other life events. There has also been a noticeable improvement in the number of women occupying board-level roles. Indeed, the UK is now second in international rankings for women’s representation on boards at FTSE 100 companies, with nearly 40% of positions held by women, compared to just 12.5% a decade ago.
Nevertheless, the practical implications of these numerical 'improvements' do not always translate into real change. Doyin Atewologun recently cited a 2019 survey that highlighted how female Executive Directors in the UK hold their roles for an average of 3.3 years, compared to 6.6 years for their male counterparts. This suggests that women may be appointed for symbolic rather than substantive reasons, especially in FTSE 100 companies. Moreover, this arbitrary categorisation overlooks the further disparities in the representation of BAME (Black, Asian, and Minority Ethnic) women in senior positions, particularly in London recruitment, EA, PA, and administration roles.
The Power of Mentorship
In my work within the recruitment industry, I have partnered with numerous senior HR professionals who are at the forefront of initiatives and programmes aimed at setting a new norm where women aspire to, secure, and maintain seats at the highest tables. What has struck me over the past year is the regularity with which they have endorsed mentorship as the most successful initiative in encouraging and sustaining greater diversity among senior professionals. Notably, they emphasise that a pragmatic approach is essential for any mentorship programme to deliver true and robust impact.
Mentorship, the experience or guidance from another, can be approached in various ways and at any level of seniority, particularly in roles like EA, PA, and administration. A mentor acts as a visible showcase of possibility, providing added support and guidance through their personal experiences and lessons learned. It has consistently been one of the most effective initiatives in accelerating the careers of women in leadership. Mentorship can be part of structured programmes led by group activities or be heavily personalised and self-driven.
Structured Mentorship Programmes
Executive Coach Laura Simpson believes it is imperative that initiatives and pathways are embedded into development plans at all levels. “I do not believe females suddenly drop out of the pipeline. If role models and sponsorship aren’t there when a female finds herself at that crucial mid-level point, it is very difficult for her to see aspiring to more as a viable option. Moreover, bearing in mind the number of sizeable sacrifices that have to be made by anyone in senior or executive positions, with the burden of caring responsibilities still overwhelmingly falling on women, females really need to see that this effort is ‘worthwhile.’”
Mentorship can offer not only encouragement that leadership is possible but also demonstrate firsthand the impacts and potential value-add senior positions can represent. Laura’s perspective underscores the importance of having mentorship support from the junior level, with a consistent presence guiding the next steps in one's career. Indeed, 29% of women believe their gender hinders career advancement, especially in recruitment, EA, PA, and administration roles. Alongside changing the language of job descriptions, the confidence and support provided through mentoring can help encourage more women to apply for career-progressing roles.
Successful Mentorship Initiatives
Mentorship programmes can be presented as structured forums involving participants from the top down. For instance, Louise Roberts (Chief People Officer) spoke of the Women InMoment scheme, sponsored by senior women in the business, where they shared personal stories that provided greater engagement around the programme. This highlighted the need for visibility and transparency, demonstrating that all women can be successful leaders in a business, regardless of their circumstances. It was interesting to note that graduate populations seemed to connect with the personalisation of such women, especially as the ‘scheme’ was promoted holistically by the business rather than being presented as a HR initiative to be dismissed as a check-box policy.
Laura highlighted a near-identical Women’s Leadership Forum during her time at an established law firm. This initiative was designed as a safe space for females to share challenges and advice on how to get ahead. It seems that structured mentorship programmes can facilitate practical implementation and earn stronger engagement when paired with the personalization of shared stories that resonate with mentees. Mentor initiatives, though personalized, are successful as long as they are not too transactional. Successful mentors in this space must be open to sharing personal elements to truly engage female and diverse populations. Programmes that convey genuine investment from leaders across the business help increase engagement.
Timing and Implementation
The timing and implementation of any mentorship programme can be crucial to its success, particularly in sectors like London recruitment, EA, PA, and administration. Launching these programmes during high-profile times such as International Women’s Day can provide a vital kickstart and appetite. As one Chief People Officer stated, this ensures the scheme is “more palatable to the business as a whole, limiting the perception of any mentorship programme as simply an HR tick box.”
If we view this in the context of more general initiatives aimed at encouraging female leadership, understanding the programme as a business-driven scheme is more likely to win buy-in from stakeholders down to graduates. Indeed, only a third (32 percent) of employees in a recent survey by People Management said they thought there was commercial value in understanding more about menopause in their specific job role or department. Yet, 88% of women wished their workplace was better set up for menopause.
Conclusion
The effectiveness of mentoring is regularly lauded, but it is the pragmatism and nuances around mentorships, often ignored in sweeping statements, that consistently facilitate success. The relationship between mentors and mentees can and should adapt to every scenario, meeting the needs and approach of each individual. While the insights I have gained throughout this process have largely varied, all HR professionals I spoke with shared identical sentiments on one aspect: All mentorship programmes, however, they are structured or positioned, are only successful if mentees play a consistent and active role in the process.
By focusing on mentorship, we can continue to close the gender gap in recruitment, EA, PA, and administration roles, particularly in London.
To reach out to us for:
EA/PA, HR and Business Support recruitment –philippa@candcsearch.co.uk
Or for our keynotes, training, workshops, and group coaching –lucy@candcsearch.co.uk
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