Networking has been recognized as a way to achieve career advancement and personal development. However, the trend towards segregation with the rise in women-only groups, is counterproductive.
Women are strong networkers. In a 2023 study, 94% of women at the top of management felt confident that their network could “support or advance their career”. 80% of these women used networking to negotiate better pay and secure board and executive positions.
We have spoken with many women who have put in a lot of effort, believing that the world was a meritocracy. They believed that putting their heads down and trying hard would eventually win them over.
Networking is a powerful tool for career advancement and business success. This is not a brand new phenomenon. However, the way it’s delivered has changed significantly. This article focuses on the usefulness of women-only networking groups. In the past few years, we have seen an increase in women-led networking groups. These groups provide resources that are difficult to obtain and connect people who face similar challenges.
DTN is privy to a variety of conversations that are not shared with the larger business community. We hear this conversation over and over again: despite the fact that networking is a relatively new method of recruitment, senior and junior female employees in organizations are still fighting against segregation. They are referring specifically to networks that are led by women.
Women-only networks have a clear benefit, but they don’t guarantee that women will progress in their career in the same manner as men. It reinforces gender segregation which is not helpful. DTN’s senior women clients know that networking across gender lines is essential for career advancement. It is important to explore the true reasons for this reluctance in organizations to change. Women’s events, mentorships, and professional organizations can be excellent ways for women to advance their career and connect with others. But they are not enough. CEOs and leaders must ensure that gender divide does not affect inclusivity and diversity in hiring and advancing careers.
We have spoken with many women who have put in a lot of effort, believing that the world was a meritocracy. They believed that if they worked hard and kept their heads down, eventually it would pay off. Sadly, the women and men at the top will tell you, that although this kind of dedication is necessary, it won’t necessarily advance you. It is who you know, and the relationships that you nurture.
Women tell us that they prefer mixed networking. One senior woman from a large organization said to me, “Why would you want to be alone in a room? Communication with men and women is different. Often, it requires different skills. It is important that women are exposed to mixed networks as much as possible. The top criticism is not being listened to. If they don’t listen, then the danger is they will return to their comfort zone, which for many is female-only networking.
“The zeitgeist is to look at modern forms of networking which are inclusive and move away from traditional networking venues such as the golf course or pub”
In a second study, it was found that women in the UK hold approximately one quarter (25,1%) of leadership or senior management roles. This figure is slightly higher than the 24% of 2022 or 23% of 2021. This means that there is still a long road to equity and parity for women in senior positions. We must be very careful when we network to change this. The way we network today is very different from what it was in the past. The purpose of networking is to introduce people to each other, facilitate promotion and connect in some cases.
We work with large corporations, law firms and the finance industry. It is important to identify the hiring strategies that are preventing organisations from achieving diversity and inclusion. In the zeitgeist, networking is no longer confined to the traditional venues of the pub or golf course. Instead, it’s about modern forms of inclusive networking. These strategies include identifying which members of an organisation are advocates, mentors and sponsors, as well as determining who in the organization can make a positive difference. All of us need allies, and they shouldn’t be gender-specific.
A good way to reduce the likelihood of gender divisions is through cross-functional networking. It is not uncommon for these to be less informal meetings of a small group, but instead an opportunity for the leaders to organize a structured event of networking that brings diverse employees from different departments and roles together. These events can be structured to reduce the tendency of genders to cluster. The one-to-one networking, which is structured but informal, can be very effective in growing your DEI network.
What is non-gender specific networking? It’s about creating spaces that are inclusive, where people from all backgrounds can meet, exchange ideas and form professional relationships, without bias or barriers based on gender. Think about using neutral language when communicating. It is about ensuring that events and spaces are inclusive of all genders. We also want to ensure that no one gender dominates the conversation and that the topics do not favor one group. DTN was created to include all networks in order to counter the perception that diversity, inclusion and equity initiatives were more about exclusion.
