In this article, Jenni discusses workplace gender inequality, and how our research with young women informs how we can improve their experiences and progression at work in Scotland.

In 2024, The Young Women’s Movement celebrated its 100-year anniversary. It’s a moment to celebrate the hard-won victories for gender equality in the last century, but also to refocus on the work that lies ahead as we face a new wave of threats to women’s rights. While strides have been made, young women entering the workforce still face stubborn barriers, preventing true workplace progression and succession (identifying and developing potential key roles or leadership opportunities).

Recent years have been tough for young women in Scotland. The Covid-19 pandemic significantly impacted young women’s employment, with many telling us they felt insecure in their roles, had changed career plans and experienced redundancy or furlough (Status of Young Women in Scotland 2021). The cost-of-living crisis is exacerbating those issues, with our research with Scottish Women’s Budget group finding that most young women are struggling to purchase food and other necessaries on their income alone. 

The seeds of gender inequality are sown long before young women step into the workplace. The toys we were given, subjects we were nudged towards in school, and the clothes we’re encouraged to wear all contribute to a culture that shapes women’s careers and ambitions. Women remain underrepresented in fields like science, technology, engineering, and mathematics, forming only 27% of the workforce. Our Young Women Code findings outline a series of recommendations to improve young women’s progression in tech, but there’s a long road ahead in dismantling occupational segregation caused by deep-rooted gender stereotypes.  

If we are serious about closing the gap in all industries, we must first address the structural inequalities that limit young women’s opportunities and progression. We must tackle existing financial and professional power structures suppressing women’s pay and employment value, which are resulting in unfair gender power balances and dependence on men. Gender stereotyping, inflexible working patterns, and the chronic undervaluing of traditionally ‘women’s’ roles must be dismantled if we are to see real change.  

Young women have consistently told us that entering a new job can feel isolating and intimidating. In our Status of Young Women in Scotland 2021 research, over 90% of the young women we spoke to had experienced imposter syndrome, the persistent feeling of self-doubt or sense of not belonging or being ‘good enough’. 

The same report also found that one in three young women did not feel that they received adequate personal development support through training, work shadowing and mentoring. Connecting young women with senior women leaders has shown to accelerate progression, providing a roadmap for career development that is often missing in young women’s careers. 

These measures help, but young women’s progression won’t happen unless workplace cultures evolve too. It’s essential that organisations create inclusive policies, considering the full spectrum of women’s needs. For instance, menstruation, fertility, and menopause policies are fundamental to creating environments where women can thrive without feeling penalised. 

Flexible working is consistently raised as a solution through all of our research and work with young women. Flexibility is about more than adjusting hours: it should, where possible, encompass remote work, role adjustments during significant life stages, and protecting career progression for those needing periods of part-time work or absence.  

Our recent cost-of-living research highlighted that many young women are delaying having children due to the crisis, leaving some feeling ‘hopeless’. Urgent reform of our childcare system is needed to ensure young women can progress in the workforce without having to bear the brunt of choosing to sacrifice careers or hopes for a family.  

Misogynistic rhetoric is seeping into workplace culture globally and massively impacting young women. It’s imperative to create zero tolerance policies for any form of sexual harassment and sexism; mandatory training to stop this behaviour and to highlight what is not acceptable; and role modelling from leaders.  

Young women are not a homogenous group and challenges faced by those who are racially minoritised, from lower socioeconomic backgrounds, and/or who have disabilities differ vastly. Our Young Women Lead 2020 report found little acknowledgement of, and the need for more effective work on, the additional barriers that Black and ethnic minority young women face. Real, lasting change must take an intersectional approach to succession planning, tailoring it to meet the unique needs of every young woman.   

Positive changes made over the last century now stand at the precipice of a new wave of misogyny and threats to women’s rights. The question must now be how we bridge the gap and ensure the succession of rights and employment protections for women of the future.  The Young Women’s Movement firstly believes that mentorship and leadership opportunities are crucial, and that true leadership is defined by actions and support, not titles.  

Organisations must collect gender-disaggregated data to understand the unique barriers young women face and develop targeted solutions. We all share the responsibility of advocating for policy changes, challenging discrimination, and actively listening to young women to drive meaningful change. 

The future is brimming with potential, but only if we actively work to clear the path for young women to seize it. At The Young Women’s Movement, we’re ready to support this journey through our consultancy and research, and we urge you to join us. Together, we can bridge the gap and re-imagine a fairer and more equitable workforce for young women.  

This article is part of a series during the Young Women Work campaign, tackling gender inequality in the workplace. Read more about the campaign and its recommendations, and help us spread the word. Can you ask your workplace to sign the pledge and commit to being part of the change?