Prof. Dr. Jutta Rump - The Stereotype Trap

Women are disadvantaged, says labor market expert Jutta Rump.

The reason: stereotypes. In the interview, she talks about how to protect oneself from them, and admits that she has caught herself thinking in clichés. The International Women's Day is meant to raise awareness for gender equality. But how far has it progressed in German companies? Jutta Rump, labor market expert and INQA ambassador for equality and diversity, discusses that many German companies, as well as politics, still have work to do when it comes to gender balance - and which European country Germany can look up to as a role model. Ms. Rump, today is International Women's Day. How well are German companies positioned on the topic of gender equality between men and women? There is more gender equality today than five or ten years ago. Nevertheless, when looking at the proportion of women in leadership positions, there is still room for improvement in some areas. But gender equality encompasses much more than just the proportion of women in leadership positions, doesn't it? Of course, gender balance has various facets. Gender equality not only refers to career opportunities but also to compensation and the compatibility of work and family. However, there is still much to be done, especially in the area of stereotypes. Ten-point plan for more women in management Goal: More women in executive positions Those who want to compete in the premier league must also lead the way in terms of gender diversity. 2. At least three women at the level just below the executive board Women in leadership positions should be visible. A lone woman is often perceived as a quota woman rather than an expert. 3.Recruit at least two-thirds of women for senior leadership positions internally The signal: Women from the workforce can advance. Possible support: They are specifically promoted by mentors. 4.Conscious commitment and visible perception A clear, ambitious stance on women's issues sends signals internally and externally and attracts potential female applicants. 5.Every manager has at least one target for promoting women as part of their goal setting Only when the issue of women directly impacts assessment and compensation will it be taken seriously. Only then will men open up their networks. 6.Women co-responsible for four of the ten most important projects This makes women visible as experts and provides them with networks. 7.Every conference with female expert speakers on the podium Women are heard and respected as experts. 8.Organize meetings with consideration for family obligations Familial commitments otherwise restrict access to information and decision-making. 9.Formulate every job advertisement with gender sensitivity Male-connoted terms like "assertive" deter many women from applying. 10.30% of women on headhunters' shortlists "Those who seek, find" also applies to headhunters. Source: Marie-Claire Tietze, Senior Manager at KMPG and expert in leadership culture and diversity. What exactly do you mean by that? Whether one evaluates women and men - both consciously and unconsciously - on an equal basis. This is often not the case, especially in personnel selection and development. Because we associate certain attributes and behaviors with positions and job descriptions. Who is assertive? Who is competition-oriented? Who acts goal- and strategy-oriented? We hear these terms - and immediately have an image in mind. And for most of us, this image is associated with a gender. And then we automatically fall into the stereotype traps. Have you ever caught yourself thinking in clichés? Yes, not too long ago, an employee came to my office and told me he was going to be a father. I was genuinely happy for him. Two weeks later, a female employee came to me and said she was pregnant. I couldn't react quickly enough, as the thought popped up in my mind: "How much longer? Will you be able to finish the project, and who will take over the documentation?" And in the next moment, I shockingly asked myself: What are you doing? But life played a trick on me: Everything went smoothly, and the employee was back at work full-time after just a few weeks. What could be the reason that even a long-time expert like you falls into the stereotype trap? I was born in the late 60s. During my socialization, when I was between 0 and 25 years old, a certain role model was demonstrated. This has become ingrained in the limbic system of my generation and therefore exists unconsciously.