03/01/2025
Women, Work and Intersecting Identities: Key Coaching Strategies for Engagement and Retention
By Rhonda L. Norman
Leaving an organization can be difficult, but choosing to stay in a toxic environment may be even more difficult if the organization does not align with the values and the spirit of purposeful work (Norman, 2015). Resignations cost organizations on three levels: separation, replacement and training. The cost can be categorized in two domains: financial and non-financial (Tessema et al., 2022). Resignation of women who embody intersecting identities may include the loss of talent, diverse perspectives, and innovative contributions within the organization (Woods, 2021; Allen et al., 2014). The intersection of multiple identities for women includes not only race and ethnicity, but sexual orientation, gender identity, differing faith traditions and abilities, with all identifiers being important, and impacting the workplace (Choi et al., 2013). Understanding intersectionality of women is beneficial for career practitioners to effectively practice from a holistic and multiculturally respectful position.
Equally important are the work environments that are predominately women, which include healthcare, social service and higher education (Whitford, 2020; Berlin et al., 2020; U.S. Bureau of Labor Statistics, 2022). These industries employ the majority of women in the US and face three main criticisms, which highlight key areas for action. As a result, the industries have been called upon to make changes by seeking 1) The promotion of women, and women of color, in leadership positions, 2) The provision of mentors for women who aspire to lead, and 3) Environments that mitigate implicit and unconscious biases (Whitford, 2020; McKinsey & Company, 2023).
The Great Resignation’s Impact on Women Working
Professor Anthony Klutz, Associate Professor at Texas A&M, coined the astronomical quit rates during Covid-19 the “Great Resignation” (U.S. Bureau of Labor Statistics, 2022). Simply stated, it refers to the decision of millions of workers to quit their job during the Covid-19 pandemic. The Great Resignation has slowed in some sectors, but has continued in several industries, such as food service and the transportation industry (Formica & Fabiola, 2022).
Post covid, women's workforce participation rates continue to rise (U.S. Bureau of Labor Statistics, 2022; U.S. Bureau of Labor, 2024). Although quit rates have slowed, the challenge of recruiting and retaining women still exists (Ammerman & Boris, 2020; U.S. Bureau of Labor, 2024). Furthermore, when employees leave a toxic culture, sometimes it is the top talent, the best and the brightest, that may exit the organization (Sull, Sull & Zweig, 2022).
The past twenty years of practice and research has shown, during this time, pay alone has not been a significant factor for women to stay in a toxic work environment (Sull, Sull, & Zweig, 2022). Nevertheless, in searching the literature post-pandemic, three career strategies emerged as significant. Career coaches, leaders, and departments are encouraged to centralize initiatives on one, or all three of these strategies, depending on the client’s career development plan. These three strategies were consistent in the literature for impacting employee engagement and impacting retention.
Key Coaching Strategies for Retention
1. Assessing Workplace Culture
One of the primary drivers of the propensity to leave the organization is a toxic culture within the workplace (Sull, Sull & Zweig, 2022). The toxic culture is ten times more likely to drive attrition as compared to monetary compensation. Career practitioners and researchers describe a toxic workplace as one in which there is a lot of turmoil and instability. Strategies to assess the workplace culture may include:
- A discussion or review of the most recent workplace climate survey.
- Review and open discussion of leadership practices as well as vision for the department and overall organization.
- Look at the department website for departmental and organizational acknowledgements and awards received by the department or workplace.
- Network to find out details as to why one would stay or leave the organization.
A dynamic and thriving workplace will have positive findings in these key areas.
2. Developing Human Potential
Professional development can go a long way with valuing the employee, as a short-term measure (Sull, Sull, Cipolli, & Brighenti, 2022). Developing human potential and professional development can include:
- The inclusion of available internal training as a part of the employee professional development plan.
- Coaching and employee advocacy for internal mentoring opportunities that will enhance and benefit short-term and long-term career goals.
- If the capacity exists internally or externally, seek a mentor who can honor the intersecting identity of the mentee. Multiple mentorships can add value to networking.
- If the profession requires a certification, pursue opportunities to obtain the license, certificate or certification.
Professional development opportunities can contribute to strengths identification, new certifications, increasing compensation, or being promoted and making lateral moves within the organization.
3. Providing Flexible Workplace Options and Benefits
A keen observation by Dr. Klotz: “If Covid-19 taught us one major lesson, it is that working remotely can work” (McKinsey & Company, 2023; Sull, Sull, Cipolli & Brighenti, 2022). Flexible workplace options which support retention include:
- Remote work from home on a full-time or part-time basis.
- Part-time work options with health benefits for self and family.
- Flexible schedule options. This includes the ability to flex time by coming in later and working later, or vice-versa.
- Availability of same sex partner benefits.
During the pandemic, women re-examined values and priorities, and placed family, and well-being at the top (McKinsey & Company, 2023). The decision was clear and transparent: retention and persistence within the workplace for many women equates to greater time with self and family. Coaching conversations and employee advocacy for flexible work options can assist with retaining women in the workplace (McKinsey & Company, 2023).
Strengths, Women and Intersecting Identities
Flexible work options, investing in mentoring, and professional development may well support retention and persistence for women, especially when well-being and family are a priority. Workplace culture is a significant factor in a woman’s decision to persist, or not, within an organization. Utilizing the talents and strengths of women adds to the diversity of thought, and ideas of a thriving workplace. These strategies offer promise for a more fulfilling life plan for women, as well as the workplace.
References
Ammerman, C., & Boris, G, (2020). Why the crisis is putting companies at risk of losing female talent. Harvard Business Review, Special Issue. https://hbr.org/2020/05/why-the-crisis-is-putting-companies-at-risk-of-losing-female-talent
Berlin, G., Darino, L., Groh, R., & Kumar, P. (2020). Women in healthcare: Moving from the front lines to the top rung. McKinsey & Company. https://www.mckinsey.com/industries/healthcare/our-insights/women-in-healthcare-moving-from-the-front-lines-to-the-top-rung
Choi, S., Crenshaw, K., & McCall, L. (2013). Toward a field of intersectionality studies: Theory, application, and praxis. The University Chicago Press. www.jstor.com/stable/10.1086/669608
Formica, S., & Sfodera, F. (2022). The great resignation and quiet quitting paradigm shifts: An overview of current situation and future research directions. Journal of Hospitality, Marketing & and Management, 31(8), 899-907. https://www.tandfonline.com/doi/full/10.1080/19368623.2022.2136601
McKinsey & Company. (2023). Women in the workplace 2024: The 10th anniversary report. https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace
Norman, R. L., (2015). The benefits of spirit at work. Career Convergence. National Career Development Association. https://careerconvergence.org/aws/NCDA/pt/sd/news_article/114943/_self/CC_layout_details/false
Sull, D., Sull, C., & Zweig, B. (2022). Toxic culture is driving the great resignation. MIT Sloan Management Review. https://sloanreview.mit.edu/article/toxic-culture-is-driving-the-great-resignation/
Sull, D., Sull, C., Cipolli, W., & Brighenti, C. (2022). Why every leader needs to worry about toxic culture. MIT Sloan Management Review. https://sloanreview.mit.edu/article/why-every-leader-needs-to-worry-about-toxic-culture/
Tessema, M., Tesfom, G., Faircloth, M., Tesfagiorgis, M., & Teckle, P. (2022). The “Great Resignation”: Causes, consequences, and creative hr management strategies. Journal of Human Resources and Sustainability Studies, 10(1). https://doi.org/10.4236/jhrss.2022.101011
U.S. Bureau of Labor Statistics. (2022). Empirical evidence for the great resignation. Monthly Labor Review. https://www.bls.gov/opub/mlr/2022/article/empirical-evidence-for-the-great-resignation.htm
U.S. Bureau of Labor Statistics. (2024). Labor force statistics from the current population survey. Monthly Labor Review. https://www.bls.gov/cps/demographics/women-labor-force.htm#Research
Wingfield, A. (2020). Women are advancing in the workplace, but women of color lag behind. The Brookings Gender Equality Series. https://www.brookings.edu/articles/women-are-advancing-in-the-workplace-but-women-of-color-still-lag-behind/
Whitford, E. (2020, October 28). Black administrators are too rare at the top ranks in higher education. It’s not just a pipeline problem. Inside Higher Ed. https://www.insidehighered.com/news/2020/10/28/black-administrators-are-too-rare-top-ranks-higher-education-it%E2%80%99s-not-just-pipeline
Rhonda L. Norman is the Department Chair, and Associate Professor in the Department of Counseling at Xavier University in Cincinnati, Ohio. Dr. Norman maintains a private practice, with a focus on career, and workplace issues. In addition, she is an Executive Coach with Promark of Cincinnati. Rhonda can be reached at norman@xavier.edu