Artificial intelligence presents both opportunities and pitfalls for women.
More than a third of working women are engaged in occupations at risk of being disrupted by AI versus 60% of men. The difference between genders is particularly stark given that men outnumber women when it comes to full-time employment in the U.S.
Women’s lack of representation
A key reason for the AI risk difference is that women are overrepresented in administrative, clerical, and customer service roles, which are more vulnerable to AI disruption. These roles often involve repetitive tasks that can be easily automated. Numerous studies confirm that women aren’t overly concerned about AI’s impact on their jobs. A LinkedIn study found that 57% of women felt prepared to deal with AI’s impact on their careers. However, a recent Betterworks survey found that only 19% of female workers were highly concerned about job security in light of generative AI compared to 45% of men.
Women’s optimism in the face of AI workplace disruption is a sign of their resilience. But additional data is worrying. It shows that while women hold approximately 48% of entry-level positions in corporate America—suggesting near parity at the entry-level—the representation of women decreases at each subsequent level of seniority. The disparity grows wider in leadership and senior executive roles, with about a quarter of C-suite roles being held by women.
Not that the news is all bad: McKinsey’s latest report on women in the workplace details a mixed bag on women’s rise at work. The number of women in the C-suite has increased from 17%, but progress is stalled at the manager and director levels. That’s bad news looking ahead. There isn’t a robust pipeline for organizations looking to tap women for senior leadership roles.
And, of course, strategic, high-level roles are less likely to be automated away by AI, making it imperative to provide equal access to upskilling opportunities for women. In a time of unprecedented AI technology advancement, when it’s crucial to upskill and reskill employees, only 56% of women reported having access to upskilling opportunities, compared with 73% of men.
Advancements in AI create the opportunity to shift reality for many women today, but only if we are willing to invest in upskilling this talented, motivated, and often underutilized workforce. To support them in taking advantage of upskilling programs, we need to fix the systemic barriers that get in their way and leverage AI to foster workplace protocols that help nurture women’s career goals.
Foster supportive policies
Inadequate parental leave policies, lack of affordable childcare, and inflexible work arrangements disproportionately affect women, pushing them into the primary caregiver role and out of the workforce. Strong, supportive parental leave policies that allow for some flexibility in the return-to-work phase are proven to help retain more women in the workforce and keep them on track in their careers.
We can use AI tools to analyze workplace data to identify patterns of bias or inequality and provide insights for creating more inclusive and equitable work environments. By fostering diversity and inclusion initiatives based on AI-driven insights, organizations can cultivate a culture that supports the advancement of women in the workforce.
Address work-life balance challenges
Administrative and customer service roles often offer more regular hours and are perceived to be more accommodating to balancing work and family responsibilities. This has made such roles more attractive to women, especially those who are primary caregivers in their families.
Implementing AI-powered virtual assistants and productivity tools can help women manage their daily tasks more efficiently, allowing for better integration of work and personal life responsibilities. This support can alleviate some burdens associated with balancing career advancement and family obligations.
Remove barriers to upskilling programs
While many companies provide upskilling opportunities, actual access—especially for women—is often a different story. Employers don’t necessarily offer upskilling opportunities for all, as some roles aren’t perceived as important as others. Women tend to hold those roles. Company-paid access to upskilling and reskilling for AI for all employees would minimize this discrepancy.
Another issue may be that women’s caregiving responsibilities for children and aging parents may limit their time outside the workday to take advantage of upskilling opportunities. Managers need to ensure that women carve out time during their regular work hours to upskill, instead of expecting them to do so on their own time.
AI algorithms can tailor learning and development programs to individual employees’ needs and preferences. This personalized approach can help all employees access training and upskilling opportunities specific to their career goals and areas for improvement. When supplemented with coaching from managers, this approach can ensure that employees remain focused and efficient in learning the skills most beneficial to their careers and futures.
Recognize that soft skills are as essential as hard skills
As AI reshapes the job market, emphasizing soft-skills development alongside technical competencies is crucial for creating a well-rounded and resilient workforce. This can benefit women, who are often stereotypically associated with having strong soft skills, such as communication, empathy, and the ability to multitask. Those traits are highly valued in administrative, clerical, and customer service roles as well as in leadership roles.
AI cannot replace human emotional intelligence because it lacks a nuanced understanding of human emotions and social dynamics. Emotional intelligence is key for leadership, teamwork, and customer relations, helping professionals manage conflicts, build relationships, and create inclusive work environments.
Companies should invest in programs that equip all employees with the traditional hard and soft skills needed to grow and succeed. As the AI era evolves, a skills-based approach to performance management has never been more important for organizations.
When everyone has access to tools they can use to advance their careers, a more inclusive and prosperous workplace is possible and leaders can optimize talent for the future of work.
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