Japan. Women in the workplace

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From the course by ESSEC Business School

Diversity and inclusion in the workplace

41 ratings

ESSEC Business School

Diversity and inclusion in the workplace

41 ratings

Diversity is a fact. It is also paradoxical. We need to be capable of seeing and hearing differences in order to reap the benefits of diversity. But seeing and hearing differences hone our discriminating reflexes and can also lead to discrimination. If you take this MOOC, you will: 1. understand this paradox, 2. understand its dynamics, and 3. identify ways to manage it, so that you can better channel the diversity potential in the workplace for greater performance and innovation.

From the lesson

Diversity and Inclusion around the World

Well done! You are almost there! In this final leg of your learning journey, you will travel to different countries around the world to find out what diversity and inclusion initiatives are being implemented, and to think about their impact. You will also have the opportunity to describe a diversity and inclusion best practice, and thereby develop your skills to look for diversity information in the workplace, to identify diversity and inclusion best practices, and to become more aware of the different inclusion initiatives that are in your professional environment.

Diversity and Inclusion around the World1:12

Japan. Women in the workplace2:32

China. Disabilities in the workplace2:16

US. The aging workforce2:15

Conclusion on Leadership, Diversity and Inclusion3:02

Meet the Instructors

Junko Takagi
Teaching Professor
Management Department, Chair of Leadership & Diversity

Let’s discuss about women in the workforce in Japan.

Although women are no longer compared to Christmas cakes,

that is to say not much good after 25, Japan still has a ways to go regarding

the development of careers of women in the workforce.

While the number of working women has gradually been on the rise since

the Equal Opportunities legislation passed in 1986,

most of this increase has been in part-time and contractual positions.

In 2014,

just 9% of management positions in the private sector were occupied by women.

Stories abound of talented, well-educated and

motivated young women who start on promising careers only to be sidelined

to administrative positions as working mothers.

A significant number of women still prefer to be stay-at-home mothers, if possible.

In order to push reforms into meaningful career paths for women and

to tap into this latent talent pool,

a new law was introduced in 2016 requiring firms with more than 300 employees

to publicly declare statistics on the number of women employees and managers.

And to come up with strategies for promoting them to higher management

positions with a clear time frame and objective.

[MUSIC]

The government plans to reward compliant firms with preferential treatment in

bidding for public orders, but there an no such sanctions for non compliant firms.

It remains to be seen whether the incentives are strong enough to shape

corporate Japan to put more women into their management ranks.

In this culture, where women are expected to take care of the children,

this type of initiative also becomes heavy on development of institutional childcare,

which remains highly undeveloped.

For example, Shiseido experienced backlash when they asked beauty consultants,

including those with young children, to work in the evenings and

weekends to cover the most profitable sales period.

This was perceived as a step back for women,

who have to juggle work and childcare.

At the same time, from the firm's perspective,

this measure was introduced to provide opportunities for

women to invest in their work and to create opportunities for promotion.

In addition, firms may not need to work only on the numbers but

to think about how they can then create a work environment that favors a work

life balance by increasing efficiency such as shorter office hours in the corporate

culture of long hours, flexible hours and work from home.

Such changes in work culture not only benefit women seeking management and

leadership responsibilities but

also men who are chronically fatigued from the long work hours culture.

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