I recently was approached by a blue collar worker whom I have witnessed in action on many occasions. I know this manual laborer gives more than 100 percent and possesses an excellent work ethic. The individual said to me: “Help! I want out. I need to return to an office setting. That’s where I feel most comfortable.” The problem? No computer skills.
Around the same time, I heard about an upper-level executive at the same place of employment. This person commanded a six-figure salary and occupied a plush office. Underlings were at this individual’s beck and call to perform such tasks as sending and responding to the boss’ emails. The problem? No computer skills.
A tale of two employees who share the same skill set deficiency. The difference is that one has job security and the other has job frustration. Another difference? The job climber is a woman, and the reached-the-pinnacle employee is a man. Does gender make a difference? Should it make a difference?
Maybe the computer skills example is not entirely relevant. In this day and age, everyone in the work force – male, female; 
young, old – is expected to know how to use a mouse and navigate an inbox. However, here’s what is relevant: the fact that the female is stymied and the male promoted. Forget computer skills. Take other issues — advanced degrees, job experience, personality, networking skills.
Women often get short shrift. Once, when I applied for a promotion within my division, I wasn’t even interviewed. The man who got the job was highly praised because he had a master’s degree in a field related to the job. Guess what? I had the same degree, combined with demonstrated expertise in the specific area of specialty. After my male boss’ brief tenure, I got the job. My reward? A lower salary than his. Ouch!
Women across professions from podiatrists to pilots, from accountants to zoologists, are earning only three-quarters of their male counterparts’ salaries. What gives? While workplace equality has made great strides over the years, disparity definitely persists.
Is it because women aren’t persistent enough? Is it that gender discrimination is ingrained in organizational structure?
Regardless of the reasons, we have an obligation to keep striving – even in cases like mine of potential professional risk – to close that gender gap. We need to speak up. We have an obligation to learn how to send emails and to stop sending them for our male superiors.
I mind the gender gap. Won’t you?
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