When I transitioned into a male-dominated industry after a successful career in beauty, I was shocked. Not only was I suddenly subject to much harsher criticism on everything from my fashion sense to my leadership ability. But I was also subject to all the old tropes one hears about sexism: men staring at my chest when speaking with me, male colleagues talking over me or taking credit for my ideas, not inviting me to the important meetings, and especially telling me constantly how “aggressive” I was acting. It did not help that my direct boss was not only sexist, but extremely traditional. He did not believe that women leaders could be effective and he certainly did not believe that I could be a good wife and mother AND a successful professional. Those were rough times. I became slightly paranoid, always careful of how I would act or what I would say. Only later did I learn that this lack of safety happens often when team diversity levels are very low. It takes at least 40% diversity in teams to lay the groundwork for the trust and safety needed for true inclusion.
Sexism is not just an antiquated notion; it’s an insidious reality that continues to pervade modern workplaces. Despite numerous strides towards equality, the data tells a grim story: the gender pay gap persists, and professional progress remains frustratingly elusive for many women.
The Gender Pay Gap in Switzerland: Unexplained Disparities Persist Despite Qualifications
In Switzerland, the gender pay gap stands at 18%, with women in the same roles earning on average CHF 1500 less per month than their male counterparts. Astonishingly, nearly half of this difference (48%) cannot be explained by qualifications, years of service, or professional status. And while women make up 52% of university graduates, they are still paid 17% less than men even at the highest levels of education.
The statistics highlight a pervasive “leaky pipeline” problem. At entry level, women account for 44% of positions, but this number plummets to a mere 17% at the executive level. This means that women are not just being paid less—they’re also being systematically excluded from opportunities to lead and influence. Women often work part-time and provide the bulk of care and assistance to children and older relatives. This has a negative impact on their pensions and puts them at greater risk of poverty in old age.
The data shows that the gender pay gap widens significantly after women become mothers. Married women earn 25% less than their single counterparts, and the gap increases further for mothers, who earn up to 42% less. Meanwhile, men in partnerships or with children often see a boost in their earnings—reflecting a troubling “fatherhood benefit.”
This isn’t just a matter of part-time work or career interruptions. It’s also about perception. Part-time working mothers are considered 12% less committed to their jobs, while part-time fathers are perceived as 5% more committed. These biases not only penalize women for caregiving responsibilities but also reinforce stereotypes that limit their professional advancement. Consequently, women are more likely to drop out of the workforce entirely or remain stuck in lower-level positions, thus perpetuating the cycle of gender inequality.
The leaky pipeline metaphor is painfully apt: as women’s careers progress, they face obstacles that steadily erode their numbers in leadership roles. Only 17% of top executives in Switzerland are women, and just 22% hold middle management positions. And at the very top, women occupy a mere 9% of board positions—far below what’s needed to drive meaningful change.
Challenges in Attracting Female Leaders in Switzerland
So, what’s the solution? I would like to say that Swiss women are rising to the challenge and competing with men for higher level roles. Unfortunately, this does not seem to be the case. The burden of caregiving on women, combined with a persistant cultural preference for female homemakers and higher overall salaries that allow for a one-salary household all create a cozy platform for women to bow out of the workforce. As much as companies go out of their way to try to recruite female leaders, fewer women in Switzerland seem keen on “having it all”. We seem to be in a catch-22 situation where the companies want to attract female leaders, but do not know how to create the environment that is attractive to female leaders. And until they have more female leaders making the big decisions on what the environment should look like, they will be stuck.
This is not about fixing the women, this is about listening to them. Allow for hybrid work-from-home models for everyone. Encourate 80% work for both men and women, so nobody feels left out of the leadership paradigm if they chose to work 80%. Don’t schedule meetings after 17.00. Mandate DEI training programs for anyone in a management position. Real trainings, not online formulaic check boxes for unconscious bias but groups of persons working together in role play scenarios for a full day. Create internal networking opportunties for men and women to mix and mingle together. Mandate paternity leave as well as maternity leave. These measures will level the playing field and make it easier for caregivers to participate. Including male caregivers.
More women in leadership (30% or more) drive innovation and change, creating workplaces where both genders can thrive. Ultimately, combating sexism is not just about numbers; it’s about changing attitudes and expectations. It’s about dismantling stereotypes and fostering a culture that values all voices equally.
Swiss Federal Office for Gender Equality: https://www.ebg.admin.ch/en