How invisible barriers hinder the development of women's talent
Dutch women are more educated than ever. More and more girls are moving on to higher education, obtaining degrees, starting their careers with ambition, and are eager to continue developing themselves. Nevertheless, we see that the potential of many women gets stuck along the way. Not due to a lack of talent, but because there is a lack of space for that talent to flourish.
The numbers do not lie:
- 38% of women in the Netherlands hold a higher vocational or university degree, compared to 33% of men (CBS)
- Still, over 1 in 3 highly educated women work below their level (Women Inc.)
- Nearly half of the women do not feel free to express their ambition at work (TNO)
- And although 43% of women indicate they want to develop through training, they are given less opportunity to do so in practice than men (35%)
What happens between diploma and progression? Where does the energy, ambition, or perspective get lost?
No lack of ambition, but a lack of space
The idea that women are 'less ambitious' is not supported in practice. On the contrary: women are actually more willing to continue developing themselves. However, in many organizations, the space to shape that ambition is limited, especially for women who work part-time, combine caregiving responsibilities, or do not identify with the dominant image of 'the leader.'
As a result, women's career paths become blocked more quickly. Ambition goes unnoticed, leadership roles are not offered, and development paths do not align with the reality of women’s lives. A woman in a 28-hour workweek with young children rarely rises to the surface in a system that primarily rewards 'full-time, flexible, and visible.'
Invisible barriers
What makes this issue even more complex is that it is often not tangible or expressible. No hard rejection, no explicit obstruction, but subtle signals that together paint a clear picture: 'You are not yet in a position to act.'
Consider:
- Managers who hesitate to promote a young mother, wondering if she can handle 'that extra pressure'
- HR policies that only offer training on fixed days and times
- The assumption that part-time workers do not aspire to leadership
- Feedback that encourages women to be 'a bit more confident' or 'more clearly present'
These barriers cause women to adapt, hold back, or disengage. And that is a shame, for themselves and for the organization.
Why this needs to change
Talent development is not a nice-to-have, it is a strategic issue. Organizations that are unable to utilize all available talents lose out on innovation potential, continuity, and attractiveness as an employer. Moreover, diversity at the top does not happen by itself. It begins with fair opportunities along the way.
By creating space for development - also part-time, also outside established paths, also for those who do not shout but whisper - you ensure that talent can flourish. That women not only participate but also gain influence.
And the good news? It is possible.
What does help?
There are an increasing number of examples of organizations that are doing things differently. They acknowledge that there are barriers and actively seek ways to empower women. Consider:
- Flexible development programs that can also be attended part-time
- Career conversations where ambition is explicitly discussed
- Leadership roles with room for customization
- Mentoring and coaching aimed at the progression of women
- Breaking stereotypical images of leadership and success
In conclusion
The question is not whether women want to develop, as that ambition exists. The question is: do we give them the space? Do women really get the chance to step up? Because they are smart enough already. Now for the rest.