Why lifting the ‘second glass ceiling’ could be an opportunity for us all

First discussed in the late 1970s, the term 'glass ceiling' will be familiar to most, signifying the invisible hurdles underrepresented groups can face in the workplace. While progress has been made, there is evidence of a new barrier, a 'second glass ceiling', whereby women leave the workforce early and for reasons other than personal preference.

Data shows there are fewer women in the workforce than men in all OECD (Organisation for Economic Co-operation and Development) countries in 2022. At BSI, we decided to explore this phenomenon further.

We found that, while it differs between sectors and countries, the early departure of women from their career pathways is a global trend. But rather than see this as a challenge, society can actually gain by working to overcome it and view it as an investment in a diverse and sustainable future.

There are many reasons why lifting the second glass ceiling and empowering women could be an opportunity. Women and women leaders have the potential to add enormous value to organizations – indeed, our research, bringing together the views of 5,000 women across four continents, found that 73% thought experienced female mentors can benefit younger women’s development.

Yet 42% said it remains uncommon to see women in leadership roles. This aligns with the World Economic Forum’s Global Gender Gap Report 2023, which concluded that labour market parity is at its second-lowest point since 2006.

This matters, and not just for individual women and their personal well-being (although that is no small thing). Addressing the second glass ceiling and retaining older women so they can enjoy full careers as most men do can offer many economic and societal benefits, from enhancing productivity to ensuring organizations retain talented people and providing mentors who can draw on their experience to guide newer members of staff.

According to the World Health Organization, ageism costs society billions, while conversely, Bank of America research suggests that above-average diversity in leadership teams correlates to as much as 19 percentage points higher revenue from innovation.

Equally, women leaders are understood to do more than men at the same level to support employee well-being and foster diversity, equity and inclusion – areas that are generally understood to improve trust and employee satisfaction. And beyond the benefits for businesses, there is a broader cost from the loss of the impact these individuals may have made in their chosen industries, organizations and the world at large.

Of course, it's not enough just to point to the data or the impact of this trend. The real question is why women are leaving; only once we understand that can we drive change and help women remain productive in the workplace for longer. We uncovered many factors sitting behind early exits, among them a lack of role models, stereotypes that belong in history about women’s contribution, and culture and environment – a workplace structure still built for men doing a traditional nine-to-five.

Linked to that are biology and family responsibilities, with 29% of women globally citing caring responsibilities – for parents or children – as a barrier to staying at work. There are also structural, external forces at play; for example, gender-distinct pension systems. And finally, we identified menopause and health issues related to this as a key departure point, with a fifth of women globally specifically mentioning this as a barrier to remaining in work.

The good news is that if organizations partner with their people, there are strategies to lift the second glass ceiling that can be put in place to benefit society and the global economy. And they don’t have to be burdensome for businesses at a time of global financial strain. A starting point can be to open the dialogue by asking the women in your workplace what they want; consulting them so they can participate in finding a way forwards.

Once they tell you, it’s about making support available and accessible. This includes support around menopause. BSI recently published menopause guidance for employers to help them take simple steps that can have a significant impact.

Other areas that can make a difference include understanding that flexibility can be an asset both to employees and employers. Small adjustments where possible (acknowledging that not every job is flexible) can help ensure an accommodating workplace, something that is part of instituting a broader culture of care by prioritizing people and their individual needs.

We can partner for progress by sharing best practice across organizations, sectors and countries. No one company or country has this, or any other issue cracked, but collaboration can help us accelerate progress towards a sustainable world.

Our report, Lifting the Second Glass Ceiling, found huge appetite for action; three-quarters of women around the world wanted businesses to act, and 72% wanted support around menopause. Organizations that respond to this stand to gain by harnessing the talent and capability of generations of women.

Having started my career when the original glass ceiling was a highly salient issue, I am optimistic about what lies ahead. I’m not alone; two-thirds of women globally think the next generation will receive the flexibility and support needed to stay productive in the workforce for as long as men. If we collaborate to turn ambition into action, we can make it happen and realize the benefits.

Ultimately, making the second glass ceiling a thing of the past could be an opportunity for us all. Doing so is also up to everyone – not just older women, but male colleagues and different generations, who can together create diverse, equitable and inclusive workplaces ready to thrive in the years to come.