Why Gender Bias Is a People Development Issue
Imagine this: A highly qualified female candidate impresses in the assessment center with her expertise and presence – yet the leadership role goes to a male colleague. The reasoning? “She’s good – but we want to observe her a bit longer.” Such situations are not the exception. They reflect structural mindsets that hold women back in their careers – even within organizations that have clear intentions for equity and inclusion. Diversity Strategy
The business case has long been proven: According to the McKinsey study Diversity Matters Even More (2023), gender-diverse teams achieve up to 35% higher profits. Nevertheless, the implementation of Diversity strategies and equity goals often remain surface-level – because unconscious biases are hard to grasp and therefore often go unaddressed.
Gender bias doesn’t just affect individuals – it impacts the entire organization.
It influences the quality of people decisions – and thus directly affects both equal opportunity and competitiveness. As an HR professional, this is where you can take targeted action – together with leaders and colleagues.
The Four Most Common Types of Gender Bias – And What You Can Do About Them
Legal scholar Joan C. Williams identified four common bias patterns in her research that frequently affect women.
These patterns are also reflected in the feedback from many participants in our troodi learning program She is strong – Women in Leadership.
Here, we introduce these patterns and share practical suggestions on how to address them – whether you’re a people developer, a leader, or directly affected yourself.
1. “Prove It Again” Bias
What’s behind it?
Women often have to prove their competence more frequently and more clearly than men.
While men are typically evaluated based on their potential, women are primarily judged by their proven performance.
What does it look like in practice?
- Women are less likely to receive the benefit of the doubt.
- Their successes are more often attributed to luck.
- Their ideas are overlooked – and later brought up again by male colleagues.
What can you do?
As an HR professional:
- Ensure structured evaluation criteria in selection and development processes.
- Design feedback processes to both highlight individual performance and support development.
As a leader or colleague:
- Encourage visibility – for example, by offering targeted recognition within the team.
- Actively highlight and share successes – including on behalf of female colleagues.
- Be an ally and actively offer support in meetings or decision-making settings.
2. The Tightrope Bias
What’s behind it?
Women often face a dilemma: If they present themselves as friendly and cooperative, they’re seen as “soft.” If they take a dominant stance, they’re quickly perceived as “harsh” or “unlikeable.”
What does it look like in practice?
- While men are admired for being assertive, women may face pushback for the exact same behaviour.
- Women are more likely to take on extra tasks—so-called “office housework”—that fall outside their actual responsibilities.
- While men are often applauded for talking about their achievements, women tend to face criticism for not being modest enough.
What can you do?
As an HR professional:
- Create spaces for reflection – for example, through coaching formats, peer exchange, or learning programs.
- Raise leaders’ awareness of so-called double-bind dynamics – the contradictory expectations that women should be both assertive and “likeable” at the same time.
As a leader or colleague:
- Strengthen role models who combine clarity and kindness – and speak openly about your own experiences.
- Promote a communication culture that supports clarity and self-efficacy – for example, through active listening, intentional questioning, or constructive feedback.
3. The Maternal Wall Bias
What’s behind it?
Mothers – or women perceived as potential mothers – are often seen as less career-focused.
These assumptions can negatively impact their chances when it comes to hiring, promotion, and development opportunities.
What does it look like in practice?
- Women with children are granted less flexibility, and there are fixed ideas about what kind of work they should be doing.
- Some employers believe that mothers should stay at home with their children.
This results in fewer professional opportunities for women – and ultimately puts them at a significant disadvantage. - Women without children are asked if that’s “still to come” – while often putting in the most unpaid overtime.
What can you do?
As an HR professional:
- Use anonymized selection processes to reduce bias in recruiting.
- Promote flexible work models – for all employees, regardless of parental status.
- Build awareness of different life choices – without judgment.
As a leader or colleague:
- Talk about career goals – without making assumptions about private life choices.
- Reflect on your own doubts or assumptions about employees’ capabilities – before addressing them.
- Approach different life choices with openness and respect – regardless of whether they’re visible in the workplace or not.
The Tug-of-War Bias
What’s behind it?
When women have experienced discrimination themselves, they may sometimes pass these patterns on to other women – leading to competition instead of support.
What does it look like in practice?
- Women often judge other women more harshly.
- There’s a lack of mutual support or mentoring.
- Differences in lifestyle (e.g. mother vs. child-free) are devalued.
What can you do?
As an HR professional:
- Establish peer and ally networks that encourage active exchange.
- Strengthen cross-functional mentoring programs.
- Promote conflict resolution skills – to foster an open and respectful communication culture.
As a leader or colleague:
- Be a role model for empowerment by visibly supporting others – and actively asking for help in return.
- Address competitive behaviour when it burdens teams or individuals – and instead foster a culture of collaboration.
Workshops on gender bias are a good start – but they’re not enough.
Real change comes from impactful, long-term learning formats that create space for reflection and perspective shifts across the entire organization.
What You Can Do as an HR Professional – Four Key Recommendations
1. Launch a Bias Audit: Analyze processes such as job postings, selection, and feedback – where might unconscious bias be at play?
2. Learning Journeys Over One-Off Talks: Focus on longer development formats with multiple touchpoints that enable real change.
3. Make Success Measurable: For example, compare promotion rates or engagement scores before and after the initiatives you implement.
4. Establish Ally Networks: Promote mixed support structures – involving both women and men.
Conclusion: Turning Barriers Into Levers
Biases doesn’t disappear through good intentions – but through consistent strategies.
Those who make gender bias visible and address it structurally don’t just open doors for women – they help build a more equitable and high-performing organization. Change, however, is not a sprint – it’s a marathon.. What matters most is recognising the need – and taking the first step. that measures are initiated and actively encouraged.
