Without adequate paternity leave, can government claim to be feminist?

This opinion piece was written by Lina Vissandjee, multilateral affairs officer at the government of Québec.

I was surprised to see a friend of mine, a young ambassador, at a diplomatic event in Paris recently. For over eight years, he had faithfully represented his country abroad and been an enthusiastic and fiery spokesperson for its novel social policies, including a childcare system heralded as a gender equality model on the international stage.

Having marvelled at the innovations pioneered by his country, I assumed he would be basking in the glow of his newborn daughter’s love. But, as he quickly explained, when he became a first-time father, he was awarded only five days of paid parental leave.

Public administrations have proven themselves to be increasingly forward-looking in reflecting societal values – whether that is California aiming for full carbon neutrality by 2045 or Canada adopting a feminist international assistance policy. And while this might inspire some young people to public service, it may still not be enough to retain the best young talent in the long term.

Indeed, values are often the prism through which public policy is made. We rely on values to tell a good story of our desire for social change. But these values must also filter through and infuse every level of our administrations in order to provide a foundation for decision-making and allow for a renewed sense of engagement.

Gender equality cannot just be a policy or development goal

Young people don’t just want to find passion and meaning in their work, they also crave ownership over its mission. They want to contribute to crafting the story. Authenticity within our administrations is therefore essential. It is the difference between wielding a brand and consolidating an identity. It is the difference between storytelling and coherence. And it is perhaps the only way for public administrations to compete with social businesses and start-ups for young talent.

Authenticity is the key to empowering young employees, unlocking their creativity, generating innovation and fostering fierce loyalty. What is within our reach is making young professionals true ambassadors of our common cause and our common values.

The good fight

Gender equality, for one, cannot just be a policy or development goal. It must also be enshrined and internalised within our administrations, as we identify and deconstruct existing barriers at every level. We must choose to be inclusive on a daily basis until it all but becomes second nature to our institutions. Only then will we empower young women to reach their full potential — a moral imperative and a practical necessity in our increasingly diverse societies.

We must ensure that young women are heard, empowered, mentored

It is no longer enough for governments to speak out in favour of gender equality or protection of the environment. We must allow young people to feel invested in workplaces that resemble their ideal society and reflect their own values, granting them the opportunity to craft their administrations to accurately reflect their passion.

We must ensure that young women are heard, empowered, mentored; that their opinions and ideas are sought out, valued and respected. We must ensure that young men aren’t penalised for rejecting masculine gender stereotypes, for seeking out work-life balance, for spending time with their newborns, for allowing their female colleagues some of the spotlight. We must create an environment conducive to opportunity creation, employee growth and development.

Multiplier effect

The United Kingdom values such authenticity. Its civil service ambitiously and in its own words, unashamedly, aims to become the UK’s most inclusive employer by 2020. Some of the challenges they face are common to most administrations. What holds women back? What specific barriers do young women face in the public sector? The diversity and inclusion strategy was crafted through an evidence-based approach and with a guiding principle: diversity is a fact; inclusion is a choice.

While overt discriminations may be less common than they once were, entrenched norms and biases may be even tougher to weed out. Through streamlined career paths for underrepresented segments of the population, more effective promotion practices or mentoring, the UK civil service is paving the way for a long-term cultural shift. The policies, resources and practices set forth become the building blocks for more balanced workplaces commensurate with values of gender equality and inclusion.

The benefits in terms of recruitment and retention of young talent are obvious. But this is also an unprecedented opportunity for a civil service to break ranks with a traditionally homogeneous class of public servants. It ensures that this administration will better represent its society and reflect its values, all the while fostering sorely needed trust in public institutions, cultivating the leaders of tomorrow and tapping into an endless source of creativity and innovation. — Lina Vissandjee

(Picture credit: Unsplash/Wes Hicks)