"Unsure" assignments and structures
Of course, we as adults become more aware of the structures that exist, and some of us, both organisations and individuals, work more actively and consciously with these, while others choose to ignore them. But the fact remains, all research shows how we as a society shape and maintain the structures. We do not think the solution lies with the individual. Instead, we must work actively to break these standards and values. Structures and gender roles did not occur by themselves and they will never disappear from themselves. Here the employer has a big responsibility.
Most research on how people are praised at workplaces relate to executive services and board assignments, but the mechanisms are exactly the same when assignments are to be distributed to consulting companies, management teams and specialist agents. The mechanisms apply to all missions where there are clear and objective performance measures, assignments where it is difficult to know exactly how the work will develop: something called "unsafe mission".
Being a manager is an example of an "insecure mission" - can not be described in manuals and job descriptions. One way to reduce this uncertainty is to hire "safe cards", that is, those who belong to the "right grade", "right sex" have been in the "right school" and move in the "right" social circles - with In other words, you are looking for someone who is as self-sufficient as possible. The more "equal" it gets in a workplace, the clearer it becomes to everyone that it's just the way you should be to work there. And being "equal" will be the skills that are demanded when executive services are to be added. Therefore, the gender segregation of the labor market does not change.