Setting targets sends a clear message about commitment to gender equity. But if those targets are implemented without care, they can backfire. Tokenism occurs when individuals are hired, promoted, or showcased primarily because of their gender or identity, rather than their capability, readiness, or contribution. This not only undermines the individual, but also the organisation’s credibility and culture. To ensure gender equity targets support real progress—not just appearances—it’s essential that every appointment is merit-based, inclusive, and sustainable. Below we share strategies for avoiding tokenism with gender equity targets that are fair, transparent, and backed by genuine inclusion strategies.
Prioritise Capability and Potential—Not Optics
Hiring or promoting someone simply to meet a target can undermine morale and damage trust. Instead, apply merit criteria consistently and transparently. Importantly, expand your understanding of merit to recognise diverse leadership styles, lived experiences, and the impact of systemic barriers.
Avoid holding women and underrepresented groups to different or higher standards. When decisions are grounded in capability and potential, not just credentials, outcomes are both fairer and more effective.
Tokenism doesn’t occur because targets exist—it happens when there is a lack of rigour or integrity in how they are pursued.
Challenge Assumptions About Readiness
Women and diverse talent are often overlooked for promotion due to perceptions of being "not quite ready." Ironically, promoting too early to meet a target—without proper support—can also set someone up to fail.
Avoid this trap by conducting structured, bias-aware talent reviews that identify potential, not just past performance. Invest early in leadership development, career planning, and sponsorship to ensure a strong and diverse leadership pipeline. This creates a future-ready workforce, rather than last-minute appointments made in response to numerical goals.
Pair Targets with Development and Support
Reaching a target through hiring or promotion is only the beginning. Organisations must ensure those appointed:
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Are properly onboarded and integrated into the team.
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Have access to mentors, sponsors, and professional development opportunities.
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Receive the same support, stretch assignments, and constructive feedback as others in comparable roles.
It’s equally important to protect individuals from the burden of tokenism—such as being expected to speak on behalf of all women, or being overly scrutinised because of their gender. A truly inclusive culture ensures that all leaders, regardless of background, are respected and empowered to lead authentically.
Be Transparent—and Tell the Right Story
Some organisations avoid talking about their targets and appointments for fear of being accused of tokenism. Ironically, this silence can fuel those perceptions.
Transparency builds trust. Be open about your goals, your process, and your progress. When celebrating a diverse hire or promotion, highlight their skills, achievements, and the value they bring to the role—not just their demographic attributes.
Position gender equity targets as one part of a broader inclusion strategy, supported by inclusive hiring practices, fair development opportunities, and a culture of belonging.
Educate Leaders on What Tokenism Really Is
Perceptions of tokenism often arise from a lack of awareness or unconscious bias. Leaders and managers need support to:
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Understand the difference between diversity targets and preferential treatment.
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Acknowledge how historical and structural barriers have affected access to opportunities.
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Recognise that correcting for these imbalances through fair and intentional practices is not unfair—it’s necessary.
An appointment that aligns with a target and is also based on merit is not tokenism—it’s progress.
Learn about Inclusive Leadership Training.
Tokenism is not about who is hired. It's about why they are hired and how they are supported to thrive.
When implemented with care and backed by inclusive systems, gender targets drive real and lasting change. They ensure that opportunities are distributed more fairly, potential is recognised more broadly, and workplaces reflect the communities they serve.
Related Reading:
https://cultureplusconsulting.com/why-dei-efforts-fail-and-how-to-drive-sustainable-change/
https://cultureplusconsulting.com/making-diversity-equity-and-inclusion-business-as-usual/
https://cultureplusconsulting.com/dei-policy-strategy-action-plan-or-framework/
https://cultureplusconsulting.com/meaningful-metrics-for-diversity-and-inclusion/
https://cultureplusconsulting.com/australias-gender-pay-gap-key-findings-from-wgeas-latest-report/
https://cultureplusconsulting.com/why-the-gender-pay-gap-is-so-stubborn/
https://cultureplusconsulting.com/understanding-the-gender-pay-gap/
https://cultureplusconsulting.com/consulting-with-employees-on-gender-equity/