Gender diversity: HR leaders as drivers of transformation — an op-ed by Bruno Fadda for FocusRH
30.03.2026
Women’s representation in the workplace is improving. In recent years, several legislative advances—such as quotas for executive and governance bodies—have helped accelerate progress. Yet the road ahead remains long: in France, women account for nearly half of the workforce, but only a quarter of company executives and around 28% of members of CAC 40 executive committees. While these rules provide a necessary framework, they are not sufficient on their own to drive lasting change.
Transformation cannot be decreed. It is built through day-to-day decisions—how talent is identified, developed, and promoted. In this respect, HR departments hold a central position. They already play a sometimes discreet, yet decisive role in shifting these dynamics.
Tackling invisible biases from the recruitment stage
Gender diversity comes into play from the very first step of a professional journey: recruitment. HR teams are often on the front line in identifying cognitive biases that may, even unconsciously, associate certain roles, job types, or levels of responsibility with a specific gender.
The goal is not to introduce positive discrimination—which would be unfair, poorly received, and above all illegal—but rather to move towards a genuinely gender-neutral approach, focusing on what truly matters: skills, experience, and potential.
This involves, for example, careful wording in job descriptions, greater attention to how expectations are framed, and close collaboration with executive search firms to ensure more diverse candidate pipelines. These sometimes simple adjustments can gradually open up access to a wider range of roles and functions.
Supporting career paths towards leadership roles
Gender diversity is also shaped over the long term of professional careers. HR therefore plays a key role in identifying and supporting female talent, particularly among high-potential profiles. The objective is to provide development paths that enable women to progressively take on broader responsibilities and access leadership positions. Mentoring and sponsorship programmes are particularly effective tools in this regard.
This approach also requires recognising that leadership models can take many forms. For a long time, certain traits—strong authority, assertiveness, high visibility—were commonly associated with leadership roles. However, experience shows that other leadership styles, based on collaboration, listening, and the ability to bring people together, can be just as effective.
The long-term nature of career paths also makes it possible to better integrate personal life realities. Periods of absence related to maternity, for instance, can be anticipated and supported without undermining career progression. On this front, companies are adapting to broader societal shifts: later parenthood, the expansion of paternity leave, and a growing aspiration for a better work–life balance.