Prof. Dr. Jutta Rump - The Stereotype Trap

Women are disadvantaged, says labor market expert Jutta Rump.

The reason: stereotypes. In the interview, she explains how to protect oneself from them - and admits that she has caught herself thinking in clichés. The International Women's Day aims to raise awareness for gender equality. But how far has it progressed in German companies? Jutta Rump, labor market expert and INQA ambassador for equal opportunities and diversity, explains in the conversation that many German companies, as well as politics, still have work to do on the topic of 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, it must be said that 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 refers not only to career opportunities but also to compensation and the compatibility of work and family. However, much still needs to be done in the area of stereotypes. Ten-point plan for more women in management Goal: More women in top management To compete in the premier league, one must also lead the way in terms of gender quotas. 2. At least three women at the level just below top management Women in leadership positions should be visible. A lone woman is often perceived as a token woman rather than an expert. 3.Recruit at least two-thirds of women internally for senior leadership positions The signal: Women in the workforce can advance. Possible support: They are specifically promoted by mentors. 4.Conscious commitment and visible perception A clear, ambitious position on the issue of women sets internal and external signals and attracts potential female applicants. 5.Every manager has at least one target for promoting women as part of their goal agreement 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 Familial obligations otherwise limit access to information and decision-making. 9.Formulate every job advertisement in a gender-sensitive manner Male-connoted terms like "assertive" deter many women from applying. 10.Include 30 percent women on the shortlists provided by headhunters "Those who search, find," also applies to executive search consultants. Source: Marie-Claire Tietze, Senior Manager at KMPG and expert in leadership culture and diversity. What do you mean by that exactly? Whether women and men are evaluated equally - both consciously and unconsciously. This is often not the case, especially in personnel selection and development. Because we associate specific attributes and behaviors with positions and job descriptions. Who is assertive? Who is competitive? Who acts goal- and strategy-oriented? We hear these terms - and immediately have a picture in our minds. And for most of us, this picture is associated with a gender. And then we automatically fall into the stereotype trap. Have you ever caught yourself thinking in stereotypes? 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 as quickly, as in my mind, the thought popped up: "How much longer? Will you manage to finish the project, and who will take over the documentation?" And then 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 just a few weeks later. 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.