Gender Diversity in Companies: A Threat to Men?

Gender diversity in companies is now at the heart of HR development strategies in most large enterprises. This shift, often viewed as a significant step toward greater inclusion and equity, can evoke mixed reactions among some women and, more recently, among some men who are voicing their concerns! Our survey, conducted this summer among over 200 HR leaders and employees, revealed a sense of apprehension among some men regarding diversity initiatives, which they perceive as potential obstacles to their career progression.

To discuss this issue, we organized a roundtable on October 1, 2024, at Talentis on the theme: "Gender Diversity in Companies: A Threat to Men?"

This roundtable brought together a panel of experts: Anne-Laure Labro, Head of Global Talent Management and Corporate University at Société Générale, Anne-Sophie Nomblot, President of the SNCF Gender Diversity Network, François Almazor, Director of HR Development and Social Responsibility at Bouygues Group, and Aude Bohu, CEO of Talentis & Executive Coach.

During this discussion, we asked why, when studies show that diversity enhances team performance and innovation, a sense of threat still exists. This debate, far from resolved, raises a crucial question: how can companies continue to promote equality and overcome these perceptions?

I. Gender Diversity: A Topic of Debate in Companies

Although gender diversity policies in companies are generally praised for their contribution to equal opportunities and inclusion, they provoke mixed reactions. Our survey found that while the majority of participants supported initiatives to promote gender diversity, a number of men perceive these actions as a "threat."

Gender Diversity in Companies: Benefits Recognized by All

According to our study, 74% of respondents stated that diversity initiatives are beneficial. Some even believe that these efforts should go further. There is, therefore, a consensus that gender diversity initiatives can bring advantages to companies.

This statement is supported by numerous studies (McKinsey, Ethics & Boards...) and testimonials that demonstrate the tangible benefits of gender diversity in business, including improved performance, innovation, and team cohesion. During our roundtable, the speakers confirmed these impacts, and Aude Bohu, CEO of Talentis, highlighted: "Our survey shows that diversity positively impacts talent retention and organizational dynamics."

A Reflection of Society

Diversity in companies, especially in leadership positions, helps meet client expectations in a symmetrical manner. Moreover, today, women are, on average, as educated as, if not more educated than, men.

A Measurable Impact on Performance and Profitability

Diversity is not just a matter of equity; it is a strategic lever for performance.

Gender diversity directly influences financial results. Companies with greater gender diversity in their leadership teams are often more profitable. In sectors such as information technology, mixed teams stand out for their ability to innovate faster and adapt to market changes.

A More Inclusive Work Environment as an Attractiveness Factor

Diversity also enhances the work environment. The complementary leadership styles of men and women strengthen inclusion and collaboration.

Moreover, inclusive companies are seen as more attractive, particularly by younger generations.

Male Perception: Between Support and Fear

For some men, however, diversity initiatives are perceived as a disruption that threatens their career progression. Indeed, 36% of men surveyed in our study expressed a feeling of "threat" to their careers, and 29% believed that, with equal qualifications, they would have fewer chances of being promoted.

This perception is often fueled by fears related to targets for promoting women at all levels, challenging a situation where men have traditionally been in an almost monopolistic position. Some think that the rules have changed and feel a sense of marginalization. But is this perception or reality? We will return to this. What is certain is that while everyone collectively agrees and supports more diversity, resistance appears when individual interests are at stake!

A Perception That Goes Beyond France

This sentiment is not unique to France. In other contexts, such as in the United States, some social movements even denounce what they perceive as an "anti-male" trend in diversity policies, fueling tensions around the phenomenon known as "diversity fatigue" or "gender fatigue."

The concept of “gender fatigue” reflects the perception that beyond a certain point, gender diversity initiatives become repetitive, even intrusive. Some employees, primarily men, feel that discussions about gender diversity have become overemphasized in the workplace, suggesting it is time to shift focus to other priorities. This phenomenon manifests as a certain weariness toward diversity promotion efforts, with a feeling that the issue is overrated compared to other significant organizational challenges.

Some men even speak of a "sacrificed generation," expressing a belief that, with equal qualifications, they would be less likely to be promoted than a woman in the current organizational context.

Ignoring these feelings could lead to stronger internal resistance, or even a deteriorated work environment.

This duality between support and resistance highlights a significant challenge for companies.

II. How to Continue Promoting Gender Diversity While Addressing Male Concerns

The first observation is that it is essential to continue gender diversity initiatives within companies to balance the representation of women at all levels of the organization, as we are not there yet! Currently, only 22.95% of CAC 40 executive committee members are women.

Reducing Tensions by Communicating Clear Objectives

To ensure the success of these initiatives, it is crucial to communicate clearly about the goals, the methods used to achieve them, and to track progress regularly to go beyond beliefs.

Adopting a "data-driven" approach can effectively guide the development of gender diversity within the organization (number of male and female appointments, number of women in senior positions, etc.) to reassure those who may feel threatened. As Anne-Laure Labro mentioned, Société Générale monitors results with quarterly reports presented to the executive management.

By showing tangible and concrete results, companies can demonstrate that diversity does not come at the expense of men but benefits everyone, while also dispelling some women's fears of being "stigmatized" by the perception of "positive discrimination."

Supporting Female Talent

Some companies have implemented specific programs to support their female talent, helping them project themselves into future career stages and overcome self-imposed limitations. These initiatives open doors and break down glass ceilings that still persist in male-dominated sectors.

Towards a More Mixed Company Culture

One of the key ideas that emerged from the roundtable was that diversity should not be limited to occasional or symbolic actions but should be part of a profound transformation of company culture. This involves concrete, measurable actions as well as a paradigm shift.

Our speakers stressed the need to promote a diversified leadership model that combines skills traditionally “gendered,” such as risk-taking in men or collaboration in women.

To promote greater diversity, a deep transformation of organizational culture is necessary, along with an active fight against everyday sexism and stereotypes through awareness-raising actions.

Anne-Laure Labro from Société Générale emphasized: "To change company culture, strong and exemplary leadership is needed."

At Société Générale, several initiatives have been implemented, acknowledging that no single action can suffice. A significant change in governance took place a year ago with the restructuring of the executive committee, now more collegial and composed of approximately sixty people, with 54% women among the 13 leading members. This change marked a new direction for the company’s culture.

Revisiting Certain HR Processes

Another impactful initiative by Société Générale involved recruitment processes. After noticing that final decisions were often made by the same people, mainly men, the group increased diversity among interviewers. Anne-Laure Labro explained that "instead of having a majority of men conducting interviews, the rule now is that among four interviewers, there should be at least one woman and one HR representative, usually resulting in two women interviewers.” This measure aims to change recruitment dynamics.

Simultaneously, talent development is supported at all levels with relay teams in each country. A rigorous talent management approach has been introduced with specific goals: 35% of women in the top 250 positions by 2026. These efforts aim to ensure the sustainability of diversity.

Similarly, revising “potential” criteria is crucial for progress toward greater diversity. Today, in some companies, criteria such as international mobility are still overly favored.

Engaging Men in the Transformation

For a successful shift toward a more diverse culture, it is essential that men do not feel excluded from the process. On the contrary, they should be actively involved in the discussion and implementation of diversity policies. As François Almazor (Bouygues Group) emphasized during the roundtable, "a talent who feels threatened by the presence of women is not a talent." This straightforward approach reminds us that diversity should be seen as an opportunity, not a threat.

Men should be encouraged by the company to actively participate in this transformation, including engaging in topics once considered "feminine," such as work-life balance, by taking parental leave, for instance.

In this vein, companies like Bouygues have adopted unconscious bias training open to both men and women to raise awareness of the importance of diversity in teams. These training sessions use data to demonstrate that diversity benefits the entire company and excludes no one.

Opening Up New Career Perspectives

The idea that everyone can take charge of their own career takes on even greater meaning in this context. While women are encouraged to adopt a proactive approach to seeking new opportunities, it is equally important for men to view diversity as a chance to enrich their professional perspectives. The ultimate goal is to build an organization where each individual, male or female, feels empowered to shape their career path and find their place without fear of being marginalized or undermined by diversity dynamics.

While companies strive for a culture shift toward greater diversity, they face a shortage of female talent in certain fields, particularly in STEM. This shortage partly reflects early educational choices that influence gender distribution in these sectors.

III. Why It Is Important to Act Beyond the Company to Promote Greater Gender Diversity in Certain Fields

What role should companies play in education to encourage gender diversity from the earliest stages of the professional journey?

Anne-Sophie Nomblot (SNCF) emphasized that "the earlier career choices are made, the more gendered they become." A study by the Centre d'Information et Documentation Jeunesse (CIDJ) reveals that only 17% of jobs in France are truly mixed, with at least 40% of either gender, leaving 83% of jobs highly gender-segregated. This trend, exacerbated by recent reforms, begins at the end of middle school, a period when young people are heavily influenced by the need to conform. For instance, girls may hesitate to pursue careers perceived as masculine, such as mechanics, leading them to more feminized fields due to fear of judgment from others.

As explained by Anne-Sophie Nomblot, certain technical jobs, such as train driving, are perceived by girls as incompatible with future family life or as too physically demanding. Yet, feminized jobs such as nursing, which are equally physical and involve irregular hours, are largely held by women.

To combat these stereotypes, SNCF carries out initiatives targeting young people as early as middle school, allowing them to discover technical professions. Rather than imposing career choices, they

invite students to reflect on the required skills, often sparking a realization that these jobs are not restricted to a particular gender.

However, there is still a long way to go: In 2023, women made up about 28% of the student population in engineering schools in France. Although this figure represents a slow but steady increase in the feminization of these fields, women remain significantly underrepresented, especially in scientific and technical domains. This demonstrates that beyond company initiatives, there is a broader societal challenge that requires collective and coordinated efforts between the education system and the workforce.

Our belief is that by continuing initiatives that promote greater gender diversity with strong leadership support and maintaining a transparent approach regarding results and methods used, companies can make diversity not a source of division but a factor of unity and long-term success. Resistance must be understood and addressed, but it should never hinder progress toward a more inclusive and high-performing company.

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