I was interviewed for a management position by three different people from a fairly prominent UAE company. During the process I was asked by all three how I would handle my childcare arrangements. I have two children, aged 12 and six – something I decided to acknowledge on my CV to account for a career break when the children were young. Should I be offended to be asked this question – after all, would they have raised the same issue if I was a male candidate? GN, Abu Dhabi
In a world where we are constantly required to do more with less, many employers are keen to identify anything that they feel would have an impact on this. However, there are also organisations that embrace diversity and encourage people to work in a way that suits their life situations. They know it brings out the best in them, which is ultimately good for the organisation. I’m sure these comments during the interview process have highlighted the possible organisational values of this company for you – the decision remains to be made whether they complement or cross the values that you hold.
The fact you were asked this question by three different people, and that this issue is unlikely to have been raised at all if you were male, provides one insight into possible stereotypes and assumptions that may be present in this organisation. Sadly, being repeatedly quizzed on the same point does suggest deeply ingrained thinking.
For me, the question is actually about your commitment to the job itself. While your interviewers are making assumptions about your home life and gender, they are also asking whether you would put your work commitments first.
This implies that there is a need in this organisation to be “present” throughout the working day, and that your future workplace would have a culture of “busyness”, where you are judged by how hard you seem to be working as much as through your output. If this rings alarm bells for you, then the most pressing question you need to ask yourself is whether you are comfortable within this type of culture, or you require a more flexible working style.
When managing in any organisation it is important to understand how it operates in terms of the organisational culture and politics. Research conducted by colleagues at Ashridge has found that this understanding is extremely important for women in navigating leadership positions successfully. Skilled political behaviour involves understanding how the organisation works and mobilising resources to achieve the organisation’s purposes.
If you feel confident in doing this, it could be an opportunity to influence the current culture and even serve as a role model for those coming up through the ranks.
More recently, there has been increase in women in leadership positions across organisations. A recent McKinsey report indicates public and private sector organisations across the GCC have achieved important milestones, with many government bodies and industry-leading companies appointing or promoting highly talented women to senior leadership positions for the first time.
The value of diversity, different perspectives and flexibility of working practices is being embraced in the Middle East as well as globally, but as you have found, there are some places where the theory is slow to filter through into practice. Could you be a part of this evolution within this new organisation, or do you feel it is too soon for them?
Doctor's prescription:
There are clues into the organisation’s values from the questions they have asked you at interview. Although these might have seemed unnecessary and perhaps offensive, they do have the benefit of providing you more insight into the company and their expectations of the role. Delving deeper into these could reveal genuine concerns for you, which may not otherwise have been on your radar. If you value flexibility, something this organisation may be less able or willing to provide, being explicit at the outset is crucial for both parties. If you decide to take on this position you could have an opportunity to change and challenge the assumptions the organisation makes, but this is likely to be an arduous journey.
Alex Davda is a business psychologist and consultant at Ashridge Business School, based in the Middle East. Email him at business@thenational.ae for advice on any work issues.
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