Hiring Women Without Building Supportive Systems Is Not Inclusion

Hiring women improves diversity statistics, but it doesn’t guarantee inclusion. In South Africa and across the world, organisations are beginning to realise that representation on paper is not the same as meaningful participation in practice. If women are recruited but not set up to succeed, the result is performative equity — and it shows.

At 54TwentyFour, we work with organisations to move beyond checkbox diversity towards truly inclusive systems. That means asking tougher questions, challenging comfortable narratives, and redesigning internal cultures. Because real inclusion is not about appearances — it’s about impact.

According to McKinsey’s Women in the Workplace 2023, women, particularly women of colour, continue to be underrepresented at senior leadership levels globally. While South African companies have made strides in recruiting women, especially under Employment Equity Act targets, many still struggle to retain and promote them.

The Department of Labour’s 2023 Employment Equity Report confirms this: women are well represented at lower and middle management levels, but the numbers decline sharply in executive roles. This drop-off is not just a pipeline problem. It's a structural one.

Why do women leave?

Research by Catalyst and UN Women has shown that women often cite exclusion from decision-making, unequal access to mentorship, and unsupportive work cultures as key reasons for exiting formal leadership tracks. This isn’t about individual resilience. It’s about whether the system supports performance and growth across all demographics.

In our work with leaders across industries, we see the difference between being hired and being heard. Between being appointed and being empowered. Inclusion is about having the resources, authority, psychological safety, and sponsorship to thrive — not just survive.

A woman placed in a role without a clear mandate, without budget, or without organisational support is being set up to fail. When she leaves, the narrative often blames the individual — not the conditions. And the cycle repeats.

Legislation isn’t the ceiling — it’s the floor

South Africa’s Constitution (Section 9) and the Employment Equity Act provide progressive frameworks for addressing discrimination and promoting equity. But compliance alone is not enough.

The Commission for Employment Equity has repeatedly emphasised the need for transformation that extends beyond headcounts. This includes leadership development pipelines, accountability structures, flexible work arrangements, and systems that remove bias from performance reviews and promotion decisions.

From representation to redesign

If we want to retain women in leadership and ensure true inclusion, we must redesign how power is distributed, how success is supported, and how performance is measured.

This means asking:

• Are women being included in decision-making forums?

• Do they have equal access to stretch assignments, mentorship, and executive sponsorship?

• Are our definitions of leadership flexible enough to accommodate diverse strengths?

• Is the culture psychologically safe enough for people to show up fully?

A 2020 ILO study found that gender-diverse businesses were more likely to report increased profitability, creativity, and reputation. Deloitte’s 2023 Diversity and Inclusion in the Workplace report notes that companies with inclusive cultures are six times more likely to be innovative and agile.

But beyond economics, inclusion is a matter of justice. Of integrity. Of aligning our workplaces with the values we claim to champion.

The way forward

At 54TwentyFour, we believe organisations must shift from symbolic gestures to structural shifts. Real inclusion isn’t soft. It’s strategic. It’s sustainable. And it’s non-negotiable if we want a future of work that serves everyone.

If your organisation is ready to go beyond hiring stats and build inclusive systems that work for women — and everyone — we’re ready to walk that journey with you.

Let’s talk.