According to the Gender Gap Report, 2024, India ranks 129 out of 146 countries in terms of gender parity. In 1970, women made up 9% of those entering the IAS, that proportion currently 21% of serving IAS officers are women.
Body:
Gender-specific challenges faced by female public servants:
- Stereotyping women’s leadership: Female officers often face resistance and criticism in male-dominated environments.
E.g. Kiran Bedi, India’s first female IPS officer, faced opposition when introducing police reforms.
- Glass ceiling: Despite increased participation, few women reach top positions like Cabinet Secretary or Chief Secretary.
E.g. Women constitute only a small percentage of top-level bureaucracy.
- Motherhood penalty: Work-life balance is harder for women, especially with frequent transfers and postings.
E.g. Female officers often struggle to balance career progression with family responsibilities.
- Male-dominated work culture: Senior positions are often dominated by men, leading to exclusionary environments.
E.g. Women are frequently underrepresented in decision-making forums.
- Work-life imbalance: Long working hours and a lack of family-friendly policies exacerbate challenges for women.
E.g. The absence of policies like Australia’s Right to Disconnect affects women’s personal lives.
Measures to improve efficiency and probity for women
- Work-life balance: Introduce policies similar to Australia’s Right to Disconnect, ensuring no work-related calls or emails post-office hours.
E.g. Such measures help women manage family responsibilities better.
- Code of ethics for public servants: Implement a public services code of ethics to guide employees and ensure gender-sensitive decision-making.
E.g. The code would provide clear guidelines on ethical behavior and work culture.
- Addressing the glass ceiling: Enforce policies to increase female representation in top leadership roles.
E.g. Reservation for women in senior bureaucratic positions
- Flexible work policies: Provide flexible working hours and remote working options to support female public servants.
E.g. Work from home options.
- Ethical leadership and mentorship programs: Promote ethical leadership and mentorship for women to foster an inclusive environment.
E.g. Leadership of Smita Sabharwal and Durga Shakti Nagpal.
Conclusion:
“A nation’s progress is measured by how it treats its women.” Achieving gender parity in public service requires a comprehensive approach that removes structural barriers, enhances probity, and fosters an inclusive environment where female public servants can excel.
