• The authors:
    Natalia N. Korostyleva
  • Issue: July 24-26th, 2019
  • Pages: 385-391
  • URL:
  • DOI:

Abstract. The information age creates opportunities for realizing the
professional and personal potential of both men and women. The
organization of work is being changed, new working conditions are being
created, women have more opportunities for their career growth and selfrealization. The gender policy is one of support froms both the state and the
civil society. Its objectives are to eliminate gender discrimination, form the
egalitarian society, support women and persons with family responsibilities
in the social-and-labor sphere, support women in the field of the equality
and in the realization of their abilities, etc. The article shows how one can
form and realize the gender policy in practice, and what internal and
external factors are needed to do this.
So, the external factors are the socio-economic situation of the country, the
type of the social policy, organizing and financing the demographic and
family policies, the availability of the national mechanism for dissecting the
gender equality at the level of the state and of the gender policy, and the
sociocultural characteristics of the country. But the companies need the
internal factors such as the attitude of the head of the company and the top
management, tolerant corporate culture, gender-sensitive social, personnel,
motivational programs, financing these programs, the availability of the
organization structures, monitoring and the control of developing the gender
It is necessary that the management of the organization should have gender
competence. It should construct the gender picture of the world of the
egalitarian type, otherwise the process of forming the gender policy may not
take place, and to begin the process of forming the gender-oriented
corporate culture. The organization’s employees should have a positive
DOI: 10.22363/09669-2019-385-391
perceptivity to the gender equality and understand that “gender” is not the
very desire of women for careerism and global emancipation, but the social
characteristics of sex.
Not every company can state the availability of the gender-sensitive
personnel development HR-strategy. Basically, these are large international
companies, adherents of corporate social responsibility of business.
This strategy is developed within the framework of the concept of the
personnel diversity.
The responsibility in developing gender-oriented HR-strategy primarily with
the manager. In turn, HR-services realize the specific programs together
with line managers. Some advisory bodies may also be established at the
enterprises, “the commissions on cultural diversity, to solve the problem
situations regarding the relationships between women and men in the
collective, to support gender-oriented initiatives, cultural events, to give
advice to employees who find themselves in conflict situations, to help them
psychologically, etc.
The business-processes at the information age there is a need to change the
management paradigm. The goal of the modern gender system is to create
the unique socio-cultural, public and professional digital environment that
would be aimed at achieving the gender equality through overcoming the
problems of discrimination.
The introduction of a special post “Gender Equality Commissioner” will
help solve problems of creating a favorable climate in the team, ensuring
social protection of employees of enterprises, and of the attraction
intermediaries in resolving conflict situations.
Keywords: gender policy, gender equality, human diversity, information

Natalia N. Korostyleva
The Russian Presidential Academy of National Economy and Public
Administration, Moscow, Russia, e-mail:

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