Survey on gender equity in Iowa: DEI, health care, child care, wages identified as top issues

Compiled by Macey Shofroth and Emily Barske Wood

Nearly 500 people, a record number, shared with us their thoughts about the status of gender equity in Iowa.

The Business Record has published its annual survey on women’s and gender issues as part of our Fearless initiative for the last several years. While nonscientific, we believe the results of this questionnaire illustrate current opinions about Iowa women’s equity in and outside of the workplace. 

The record number of responses was perhaps indicative of the strong feelings about the rollback of diversity, equity and inclusion initiatives from the national to local levels. Some respondents shared extreme dismay at the rollback and at what they viewed as a step backward, while others celebrated what they saw as a return to meritocracy. 

Respondents were invited to answer multiple-choice and short-answer questions, and to leave comments when they wished. They could pick which questions they responded to, and we did not require that they submit their name in hopes of getting more honest answers. We did, however, ask that respondents tell us their gender identity; we note where we’ve broken down answers based on respondents’ gender. 

We selected comments, which have been edited for clarity, to represent a wide range of perspectives. While the vast majority of respondents answered questions in a civil manner, we chose not to include comments that didn’t seem to be made in good faith.

In reading this coverage, we hope business leaders and individuals can identify new ways in which they can empower Iowa women to succeed in work and life. 

Demographics breakdown

Note about numbers: We rounded all percentages to the nearest tenth of a percentage point. Because of this, the sum of percentages on some questions doesn’t equate to 100 exactly.

Total respondents: 494

What do you consider to be some of the biggest advancements of women in the last year?

• “The attention to family leave and the impact of child care on a woman’s career, including the impact on the employer.”
• “Women in leadership positions showing younger women that you can meet and exceed personal and professional goals.”
• “I honestly think that some of the biggest advancements were the progress in awareness of women’s sports and achievements in science. However, overall, this has been a difficult year for women to advance in anything as we are literally being dragged back decades due to policy decisions.” 
• “Deanna Strable chosen as CEO of Principal Financial Group; selection of Mashal Husain as president of the World Food Prize Foundation.”
• “My company named two female principals (highest level of ownership) in 2024. That tripled our number of women at the highest level of leadership.”
• “Woman running for president, women’s sports taking a front seat, significant representation of women in politics, increasing number of women leaders and change-makers.”
• “Increasing lead in levels of education and positions in the workforce are the greatest advancements. Though the ultimate glass ceiling failed to be broken in the U.S., the parallels in the workforce have been instrumental.”
• “The appointment of a female lieutenant governor, which means we are a government run by a female executive team. This is historic. Kamala Harris also won the Democratic presidential nomination.” 
• “More and more women I know are leaning into activism, politics and educating themselves on the systems and issues that are impacting many people in our community, state and nation.”
• “We are finally having open and honest questions about the quality of life for older Americans in the final chapter of life. More companies are looking to support the needs of family caregivers, mostly women, by providing caregiving leave and more family-friendly work environments.” 
• “Some of the biggest advancements for women include the number of women we have running for office, the number of women CEOs and the number of women leaders in nontraditional roles and industries.”
• “Some of the biggest, in my opinion, include the impact of female athletes, with our own Caitlin Clark bringing significant attention to the topic, and an increased conversation around perimenopause and menopause and the need for better support beyond child-rearing years.”
• “Most of the medical studies have been conducted by men with male participants. Think Erik Erikson. As a result, women’s health or how health issues impacted women differently were overlooked. We are seeing studies with more women and more studies about women’s health.
• We are seeing more investment in female venture capitalists. Young women have taken TikTok by storm talking about money and wealth and educating this next generation to take control – I love it! My generation was traditional with women paying the bills and men investing. The biggest shift is yet to come with the generational wealth transfer. Money is power.”
• “To be honest, I’m not sure there have been systemic advancements but I do know some women who have had career advancements.”
• “I think that Kamala Harris’ run for the presidency was a huge highlight for women. The more young women can see people like them pursuing positions of authority, the more inspired and attainable that will feel for the next generation.”

What are the biggest challenges, obstacles or barriers that you and other women face at work?

• “One of the biggest challenges women face at work is the diminishing availability of remote work options. While many women, especially those with families or caregiving responsibilities, rely on the flexibility of remote work to balance their personal and professional lives, these options are increasingly being taken away. Additionally, flexible work hours are crucial for women who are juggling career demands with the needs of their families. Without adequate flexibility, it becomes significantly harder to maintain a healthy work-life balance. Health care options also remain a major concern. Many women still face limited access to affordable and comprehensive health care, including reproductive and mental health services. The lack of adequate support in these areas only adds to the pressures women experience at work, making it difficult to focus on their careers when basic needs aren’t being met. Addressing these barriers is essential for creating a more inclusive and supportive work environment for women.”
• “Working for an organization that has a long history of significant role advancement for men over women. I don’t feel like I am viewed as equal amongst men of other affiliates or our national organization.”
• “I believe one of the biggest challenges women face at work continues to be balancing company and personal demands. Employers and our society have great strides to make in supporting women who often play the role of primary caregiver. These come at the macro level with nationwide paid and sufficient maternity leave, at the meso level with companywide policies around maternity leave and flexible work hours, and at the micro level with understanding, flexibility and adjusted expectations from managers.”
• “Consistently being the only woman in the room – and oftentimes my expertise is questioned before I can ‘prove’ myself.”
• “Salary. No matter how successful a woman is in her position it is hard to make a similar salary as a man in her position. It seems women have to work much harder to get the salary they deserve.” 
• “Maternity leave and paid maternity leave not being long enough. Twelve weeks is basically the max, if you’re fortunate enough to even get that. And it’s not all paid, and sometimes none of it is paid. Twelve weeks is nothing when it comes to the amount of work, time and energy it takes for women to heal after childbirth, families to get in a rhythm with their new babies, figure out feeding and switching from breastfeeding to bottle feeding, not to mention finding actual quality, available and affordable child care – which you have to sign up for almost a year in advance. It’s insane. Companies feel like they’re being generous in offering 12 weeks. That stigma needs to change. We can do better.”
• “The never-ending balancing of work and family life. Specifically for women who may have responsibilities for taking care of young children while also taking care of aging parents.”
• “The likeability factor that men don’t have to deal with. The idea that my emotions actually hinder my ability to do a job. Getting mansplained over. Facing ‘the good old boys club.’ Male managers can grab a drink with male employees after work, but women aren’t invited. Double standard for recognition, pay, etc. Respect given just because it’s a man versus someone with more competency. Having to qualify a decision I’ve made instead of it just being taken at face value.”
• “I do think there is still a stigma that to advance at work you have to embody ‘male’ characteristics of toughness, sacrifice, non-emotional, etc. instead of recognition of the impact of compassionate and emotional leadership. I feel that women still are judged more harshly for their skills than their male counterparts, and that leads to a lot of pay inequity.” 
• “To be taken seriously or to not be talked over. Reentry into the workforce at the same level you exited due to any reason for a temporary break from employment – layoff, sabbatical, etc. Women sabotaging other women has been the biggest detriment to my career.”
• “We often get asked to do admin tasks by men in the office no matter our role. Planning food, scheduling meetings. It’s not in my role, but it happens daily.”
• “Being credited for ideas and contribution is an ongoing issue. I think that oftentimes this is the result of some deep bias and it’s hard for a woman to challenge it without coming off as confrontational.”
• “It takes longer to earn respect; almost like we have to prove our worth. Speaking of worth, even with the strongest salary negotiation skills, the gender pay gap remains. I feel like I need to divulge very little personal information and keep the majority of side conversations strictly work-related. I also feel like in order for women to be taken seriously in leadership roles, we need to hone our alpha female traits and maintain assertiveness.”
• “The never-ending balancing of work and family life. Specifically for women who may have responsibilities for taking care of young children while also taking care of aging parents.” 
• “Women still seem to be repeatedly talked over, left out of important decisions and have things ‘mansplained’ to them. (I once had someone explain to me what a ‘cobot’ was – meanwhile I had led the Manufacturing 4.0 initiative for the state of Iowa and had helped write the report about what collaborative robots, or cobots, are.) Our bosses are younger than us because we’ve had to take time out of the workforce to have children. We work twice as hard as the men around us and my generation was taught to work hard and be humble, while we watch men our age boast about their achievements and be heralded for it. It feels like we are just now learning how to embody our own power and skills and are leaning in to how to do that comfortably without being called out for being too ‘aggressive.’”

If you are a woman or nonbinary, do you feel that you’ve been treated equally to your male co-workers?

• “My former profession was heavily male-dominated, mostly because women my age didn’t know you could do the kind of thing I did.” 
• “At my affiliate, yes, because I have proven myself to be a leader at what I do. Amongst men from other affiliates of our national organization, is a different answer.”
• “There is a specific example of a male colleague who had a similar role and was at the same pay grade for many years. However, more recently we have both taken on more assignments. As a result, he has gotten a pay raise and a VP title. I have only gotten a ‘temporary’ assignment stipend for eight years.”
• “I am treated with respect in the same manner as my male co-workers. I can do anything a man can do within my skill set. It is my competence that garners the respect I’ve enjoyed.”
• “As a woman, when voicing suggestions or opinions, I feel they carry less weight than those of male counterparts.”
• “I’m fortunate to work in a small team that is mostly women, and I’m the boss. I’m also in the nonprofit world, which tends to be dominated by women. Yet another example of lower paid work (nonprofit, education, health care) where women do more of the work. Coincidence? I’m suspicious.”
• “I’ve been on the receiving end of things as blatant as being called a bitch in a boardroom or told my low-cut tops would help sales, to more strategic/passive aggressive inequality questioning my communication or tone, questioning my level of commitment to the job because of my children and dismissing concerns as excuses (gaslighting).”
• “I choose to work at a company that prioritizes pay transparency and equality.”
• “I am asked to plan many more admin things than my male colleagues, although our compensation is based on billable hours. Am I supposed to volunteer to work outside of work because I’m a woman?”
• “When I was in the workforce, I was constantly adapting in different ways to the male-dominated environment (I felt I had to watch the Super Bowl, know something about golf, etc. just to be able to be minimally conversational). I don’t hear my female employees say those things anymore but rarely are they in male-dominated circumstances.”
• “I have been ‘lucky’ to have not experienced inequality that I am aware of, but I have witnessed it.”
• “Now that I’m older, I feel like I’m treated equally. Not as sure that’s always been the case.”

What is the most effective way for men to be allies to women?

Comments from respondents who identify as women or nonbinary:

• “The most effective way for men to be allies to women is by actively listening, advocating for gender equality, and challenging harmful behaviors and stereotypes, both in and out of the workplace. Men can be powerful allies in the fight for women’s rights by actively supporting women’s autonomy over their bodies, particularly when it comes to their right to make decisions about abortion and health care. This includes advocating for policies that protect women’s access to comprehensive reproductive care, speaking out against restrictive laws and amplifying women’s voices in conversations about their health care choices. By standing in solidarity with women, men can help ensure that women have the freedom and agency to make the choices that are best for their health and well-being without interference.”
• “Lift us up and back us when we suggest ideas that will move the needle.”
• “Promote them, pay them and provide opportunities for them at work in the same way they do for male colleagues.”
• “At the macro level, I encourage policymakers to continue to meet with their female constituents to better understand the challenges many of us face each day between being primary caregivers and, often, balancing work. We continue to see a shortage of workers in many fields, and without the base-level understanding of these challenges, policymakers will not be able to create effective strategies to help women get into and stay in the workforce. At the meso (company) level, it will be important for leaders to prioritize paid, sufficient maternity and paternity leave and flexible hours to set women up for success. At the micro level, in the workplace, it is important for male managers to adjust their expectations for their female employees who are often the primary caregiver in their household. This does not mean adjusting expectations so much so that women cannot fulfill their job responsibilities, this comes down to offering flexibility in completing those tasks when the demands of caregiving warrant it. We cannot continue to develop a strong workforce pipeline without primary caregivers, who are often women, being supported in that role within the workplace. Outside of the workplace, men can continue to advocate for programs, policies and other smaller decisions that support women.”
• “Let them speak in meetings. If they are being talked over or someone repeats what the woman has said, give the woman credit. Sponsor women for leadership roles and advocate for salary increases.”
• “Through intentional actions and not just words. Actively listening to women’s experiences without dismissing them, advocating for equal opportunities, calling out bias when it’s present, including women in the decision-making and supporting women-led businesses/initiatives.”
• “Advocate for women in rooms they aren’t in.” 
• “Always be equal when it comes to raises, promotions, leadership opportunities. Women are amazing multitaskers – especially moms who are used to juggling a million things at once. That is a strength. Support us when we need to flex time or find workarounds to make our lives work. Don’t retaliate. Don’t question. Offer autonomy and trust, and you’ll likely find it leads to a very strong, supportive outcome for everyone.”
• “Mentor women, be inclusive and help them get and maintain a seat at the table.”
• “Encourage taking time off to care for family and do it yourself as well. Implement policies that allow for flexibility at work. Be active in your children’s school.”
• “Don’t interrupt. Give women credit for their ideas and promote these ideas. Apologize when called for. Mentor and promote. Be aware of your own biases. Have a no-tolerance policy toward sexual harassment.”
• “Credit women with ideas or highlight their contribution when you see it. Make sure the room knows where the work happened, especially if you think the room might be missing it.”
• “Share in household roles. Share in child rearing. Speak up for women’s rights. Speak up for women’s pay equity.”
• “The answer to this is the same for any kind of differences – invite them to the table, focus on performance, provide training and watch them grow. Not everyone will succeed – everyone has different skill sets and they have to match what is required.”
• “To encourage women to give their opinions and move into leadership roles – empower them to make their own decisions. Call other men out when they are being misogynistic.”

Comments from respondents who identify as men:

• “Leave space in discussions for women to be heard.”
• “To recognize high performance, to offer mentoring without seeking recognition or appreciation for those efforts, to hire and promote based on merit.”
• “This varies depending on the position the man holds and the context of the situation. If a man is in a supervisory role he needs to ensure he is offering as much support for the professional development of the women he supervises as he does the men; he also needs to be conscious of the possibility that he may unconsciously favor the men he supervises because he can relate to them more easily. While true for everyone, I think it is especially important that men not take credit for work/ideas/etc. of the women they work with. This taking credit can be done intentionally or unintentionally (when someone else tries to give you credit). It is especially important to ensure the women you work with get the credit they deserve because we have all been socialized to assume the credit for something should go to the man if it is unclear who should get the credit. Similarly men should be especially conscious of if they have a tendency to interrupt others (especially women) and/or if they tend to be the first to speak. Men should also be conscious of what is happening in their interactions with other men when women are not present. Are there aspects of these conversations that are reinforcing gender stereotypes or worse? In a best case scenario these can be caught and discussed openly; in a worst case (sometimes context does not permit the open discussion) men should at least make sure they’re not reinforcing those ideas (sometimes an ‘I don’t think that’s true’ or a ‘huh … why would you say that?’ can make an impact).”
• “Be a good listener, try to understand the need (be empathetic), offer suggestions only when asked.” 
• “To listen and understand. Stop trying to explain.”
• “It’s important for all men to stand up for women when they witness mistreatment as small as different expectations or as large as blatant sexism. For men in leadership, we need to listen even more to the ideas of our female colleagues so we can lift them up in front of our colleagues, even more than we do with our male colleagues. Our male colleagues will be heard and lifted up on their own without any help, so it is up to us to make sure our female colleagues are heard and lifted up.”
• “Support not just in words, but actions.” 
• “Call out poor behavior from our peers in the moment.” 
• “View all decisions as if they directly impact their wives or daughters. ‘If someone at work did this or said this or decided this about my wife or daughter, how would I feel?’”
• “In the workplace, try to keep the mindset that an idea, opinion or thought is from a fellow employee and it is great they shared it. Does it matter if it was a man or a woman that shared it? Celebrate the great ideas with equal enthusiasm.” 
• “Include them in the decision-making process.”
• “Appreciate their differences and respect their opinions.”
• “To support them in their home duties and child care duties.” 
• “Listen and ask questions.”
• “Advocate for equal pay.”

Which, if any, of these tasks related to finances are a challenge for you? 

(Respondents could select all that applied.)

Other responses identified as: saving for big expenses, paying for children’s college, inflation, child care expenses, medical costs, having extra money to invest, school loans.

What actions need to be taken to achieve gender parity in leadership positions? 

Comments from respondents who identify as women or nonbinary:

• “Achieving gender parity in leadership positions requires a multifaceted approach, including implementing diverse hiring practices that prioritize qualified women candidates, providing equal access to mentorship and sponsorship, and enforcing pay equity through regular audits to ensure equal pay for equal work. Organizations must foster flexible work environments, offering remote work options and flexible hours, to help women balance professional and caregiving responsibilities. Creating an inclusive company culture that addresses biases, promoting work-life balance with policies like paid family leave, and ensuring transparent pathways to leadership are also essential. By taking these actions, we can break down systemic barriers and create a more equitable environment where women can thrive in leadership roles.”
• “It’s already happening. Smart, capable women are able to do anything they set their mind to.”
• “Have women in current leadership roles focus on mentoring and offering career path growth options to other women at their companies/organizations – helping foster the next generation of female leaders. If you don’t have any women in leadership, consider getting some, or creating committees that provide leadership for women in your company/organization and then recognize and promote when you see women doing great work – just as you would for any man.”
• “Promote women. Just as you give men opportunities to try new jobs or learn new skills, normalize women in these groups, too. Teach boys to be accountable from birth so they learn to be better partners – emotionally, socially and in all ways at home and in the office. The problem is within those that are in control, not those that are fighting for equity! Elect more women to balance law-making.”
• “Companies should hire and promote solely based on qualifications and experience. During meetings, women need to speak up more and be heard. Men can support this by calling on women directly for their input, which shows they value their content and thinking.”
• “DEI and affirmative action initiatives must remain a top priority regardless of political agendas. There is significant research which has found that women do not apply for a position unless they meet every qualification whereas men will apply even if they only meet some of the qualifications. Women and nonbinary individuals need to be encouraged to enter into leadership positions and considered seriously alongside their male counterparts.”
• “Men need to advocate and sponsor women. Women need to uplift women versus tearing each other down. Programs should encourage women to own businesses and not just ‘pink businesses.’”
• “Women need to take risks to move into those positions and men need to advocate for women in those positions.”
• “Look at our merits and who we are – our experience, not our gender or who we know.”
• “Women need to more actively and authentically support each other by giving honest feedback and coaching, even when it is difficult. When one woman succeeds, we all succeed.”
• “DEI initiatives and community leadership mentor programs specifically geared toward women, as well as educational programs for current male leaders on the advantages of having female leaders.”
• “I’m not confident we’ll ever get there. There’s just too much that restricts women’s ability to prepare for, train for, get picked for or have the time for taking on 50% of leadership positions.”
• “Being intentional about bringing different lived experiences to leadership. This includes gender, but a lot more, too. Organizations need to acknowledge that diverse teams perform better, and then take a hard internal look at how they can leverage that.”
• “Women are penalized for taking maternity leave and requiring flexibility in their positions, which hinders their long-term growth. Leadership from all levels needs to have boundaries in place and demonstrate being involved in their families outside of work.”
• “Stop focusing on gender. Everyone is tired of promoting gender issues. Find uniting and common ground discussions. Not divisive.”
• “Women need to assume they can expand to take on those roles. Partners need to take up the slack for women to have the space to consider the possibility of taking on the leadership roles. Mentally, we have to free up space to picture ourselves doing it, not picture additional responsibility in addition to everything we already do.”

Comments from respondents who identify as men:

• “There need to be additional opportunities for professional development and leadership at all levels of organizations. If adequate development doesn’t happen at entry-level positions, there will never be enough ‘qualified’ candidates for the higher-level positions. Organizations also need to take a look at their leadership team and recognize that, even if each individual on the team is there for the right reasons, if their team as a whole is all male, they have made a mistake somewhere along the way and are missing valuable perspectives; additionally, don’t assume that one woman represents all women. Another issue I have observed is that a number of older women who have made it into leadership positions have not always treated their younger counterparts particularly well. There sometimes seems to be an attitude of ‘I had to put up with a bunch of B.S. to get to where I am, so you should have to too.’ I would hope that women who have had to put up with a lot in their career would want their younger counterparts to not have to put up with the same stuff.”
• “Not sure how to answer. Is it 50-50 for all leadership positions? CEOs, midlevel managers, political office, plumbing foremen, small business owners, restaurant managers? I think women deserve an equal shot as men in the meritocracy, but you can’t mandate 50-50 splits in every leadership position there is.”
• “I don’t believe a 50-50 parity is possible. If it does get to that point it will be to the detriment of men (as they will lose their sense of purpose) and children (as more full-time women in the workplace likely means fewer women are choosing to be mothers).”
• “Recognize women with leadership potential and provide them with training, mentorship, etc. to help them advance.”
• “Seek fair assessment, role assignment and compensation based on merit, not sex, race, age or ethnicity.”
• “None. Women have successfully and rapidly gained leadership positions in a wide range businesses and government during the past two decades.”
• “End the nonsense of ‘no one looks like me.’ That’s not how one pioneers. If you deserve the role, don’t wait for someone else to get there first.”
• “If the person trying to be in leadership is qualified, give them the position.”
• “Active encouragement and mentorship for women to join organizations from entry level through to senior leadership.”
• “Stop ‘forcing’ DEI; it is creating resentment. There are many strong women leaders. We can all do a better job of mentoring young women.”
• “Drive inclusion, help people understand that the best candidate is often diverse.”
• “Child care, paid family leave, salary.”
• “Introducing new employees to senior leadership to better prepare them for future opportunities regardless of race or gender.” 
• “Abolishing the established routes of leadership promotions. Women often switch careers after childbirth, or more in general. Lack of experience at a singular company shouldn’t be the defining factor when deciding promotions.”

Do conversations about social issues have a place in the workplace?

Comments from respondents who identify as women or nonbinary:

• “We are humans, not just employees. Social issues often have a significant impact on people’s emotional and mental capacity that bleeds into every aspect of their life. If we are not willing to have these discussions in the workplace, we are not valuing the employee’s full self. I don’t think this results in companywide discussions around social issues, but I believe it is each manager’s duty for sure to honor an employee’s full self and be willing to discuss those issues and how it is affecting their employees.”
• “Conversations, yes. Allow people to be open without forcing them to agree.”
• “Focus on the business, not social issues.”
• “If Iowa wants to build the workforce, they need to enact social policies that make people want to live in Iowa vs. leave the state. Social issues are workforce issues. Iowa doesn’t have popular amenities to drive population growth organically. It’s only option is to enact policies that bring people to the state. The Republican supermajority has instead decided to enact policies that drive people out of Iowa.”
• “People should be able to exist how they are, even at work.”
• “I would love to say yes, but in such a hyper-partisan world where people are so entrenched in their positions, the risk of civil discourse going awry is not worth the tension it will create in the workplace.”
• “I believe it helps to build an understanding of each other, which improves work. It needs to be done carefully, though. Unfortunately, all humans have a tendency to shut down when they feel they are being attacked.”
• “Everything has become more and more intertwined due to how social our world is – mostly a result of social media and internet use. We have to talk about it to keep our employees feeling safe, valued, supported. What’s happening outside of your office can be very scary for some. Respecting each other’s differences is so important. Maintaining a safe workplace for your employees should be a top priority.”
• “Yes, they need to be addressed, but there is no one way to do that that will be appropriate for every job or employee.”

Comments from respondents who identify as men:

• “Social issues directly impact our bottom line because our clients are dealing with them, too.”
• “Causes issues.”
• “Only when they impact your work and/or mission.”
• “People just need to be respectful of all issues, from the right or left.”
• “Sometimes they are an integral part of business planning and problem-solving.”
• “This is how some people can be exposed to other opinions.”
• “I don’t need woke priorities in the workplace. I come here to work and be efficient for the company; social issues have no place.”
• “We spend a third of our day at work – some marry, others develop friendships, go for meals and drinks, travel, and support each other – all social activities. As such, a need to surface, voice, negotiate and respect opinions on social issues can and should occur in the workplace.”
• “People need to feel comfortable, safe and welcome at work to be fully engaged. Absent positive discussions about social issues, it’s easy to assume a lack of acceptance from others.”
• “We all need to work together for the common good. Harder to do if we let social issues creep into our company interactions.”

Is the rollback of diversity, equity and inclusion efforts across business, education and government organizations good or bad?

Comments from respondents who identify as women or nonbinary:

• “The rollback of diversity, equity and inclusion efforts across business, education and government organizations is absolutely awful. These efforts are critical for creating equitable environments where everyone, regardless of their race, gender or background, has equal opportunities to thrive. Undoing these initiatives undermines the progress made toward a more inclusive society, perpetuates systemic inequality and sends a harmful message that diversity and fairness are not priorities. DEI initiatives help to address disparities, foster innovation and create workplaces and institutions that reflect the diverse world we live in, so rolling them back only serves to hinder these vital goals.”
• “Any rollback in equity is bad, especially when the rollback is led by government policy.”
• “It’s a great thing! When anything else besides the candidates’ qualifications are considered, the hiring process becomes discriminatory. It is detrimental to everyone, including the job candidates, to base hiring on factors unrelated to work qualifications and performance. Why would candidates try to be the most qualified when 1) they don’t have to in order to get the job, or 2) they don’t get hired for doing all the hard work to be the most qualified candidate. Plus, the quality of work performance declines, which makes the employing company less competitive in a very competitive worldwide marketplace.”
• “I feel that DEI is misunderstood by most people and when applied well can have a hugely positive impact on the workplace. Educating people on the positive impacts of DEI instead from a policy, profit and people perspective (family leave, internships for youth in community colleges, etc.) instead of focusing on ‘fluff’ (ethnic food trucks, holiday traditions) can help people understand that having a more diverse workforce improves all of us.”
• “We all are equal to earn and do what we want in the U.S. No one should be faulted by personal choices. Merit is what should be the topic of conversation – not choices in life.”
• “As a cis white female, DEI efforts in my workplace have been incredibly valuable from an education standpoint. I was not aware of many of the struggles others faced, and now I have the tools to understand and aid. I fully support DEI in the workplace.”
• “Labels drive division.”
• “DEI and affirmative action initiatives must remain a top priority regardless of political agendas. There is significant research which has found that women do not apply for a position unless they meet every qualification, whereas men will apply even if they only meet some of the qualifications. Women and nonbinary individuals need to be encouraged to enter into leadership positions and considered seriously alongside their male counterparts.”
• “Whenever the pendulum swings too far in one direction, it can be detrimental.”
• “It sends the wrong message that we don’t care about a select group of people and that we can ignore them. While I think that many will hire based on skills/capabilities, I think many will use that as a reason to not hire someone like my son, who has a disability and has special needs in order to work. Without the ability to work, he will be dependent on government programs that are also being cut at the same time. It’s already difficult to get applications for disability processed or get support services.”
• “I don’t feel that the efforts that were being exerted were achieving the results that one would hope for. I think that these efforts need to be changed to have a better effect.”
• “Providing equal access to our society’s resources is critical – how is the more difficult question. Simple mandates and policies are not sufficient and do not always provide the benefits intended. You simply cannot use policies and legislation to elicit ‘fair’ behavior no matter how much you invest in it. But I don’t know the alternative. Something is better than nothing.”
• “DEI is discriminatory in and of itself. I want the most qualified person to be hired in positions. It should never have been implemented.”
• “While there were some portions that were possibly over-managed, there are real drawbacks to removing it. I’m worried for women of color, the nonbinary community, the LGBTQ+ community – anyone that thinks, speaks, looks different.”
• “Actions to reinstate or strengthen DEI efforts should be taken. DEI, and the addition of accessibility and belonging, are vital to a community. Why ostracize and isolate a group of people, when efforts to include and support are better for everyone? It feels like our world, our society, has become largely all about the self. ‘If I don’t need accessibility, then why should we do it?’ ‘If that policy doesn’t affect me directly, then who cares?’ A thriving community needs support, accessibility, a sense of belonging, diversity, equity. Without those things, each neighborhood/office/school/etc. becomes a silo and no one benefits. I want a world where I meet and interact with people that do not look like me, think like me, move about the world like me.”
• “I’m guessing that lots of people don’t even know what DEI stands for, it’s just become a weaponized set of initials – same with Critical Race Theory. Which thing – diversity, equity or inclusion – would people not be for? Yet it’s been used to make people think standards should be lowered in order to accommodate people of different races or they believe are inherently less qualified, educated, sophisticated or like white people. Ugh!”

Comments from respondents who identify as men:

• “We are a diverse county but those in power positions are still majority white and male. If unregulated this will result in the nepotism and race/gender preference of the past and reversal of equity achievements.”
• “It has had way too much importance placed on it, rather than someone’s ability.”
• “DEI is intended to open doors that have been closed for years. DEI does not guarantee a job or a promotion, or enrollment in a college or university; it simply gives women and people of color the chance that white males have enjoyed for 250 years.”
• “DEI has been used as a weapon against white males and doesn’t address actual workplace issues.”
• “DEI is absolutely necessary. This is just an extension of anti-affirmative action policies and ideas. These are policies long overdue and necessary to actually erode white male hegemony (a hegemony I am a part of and benefit from). The pushback is occurring because it was beginning to be effective.”
• “While such efforts have led to poor hiring practices in the past, not having them at all incorrectly allows for a lack of accountability.”
• “There tended to be too much of an emphasis on DEI efforts rather than hiring the most qualified candidate. It has created tension within organizations that some people are viewed solely as a DEI hire, even if they were the most qualified.”

How big an issue do you perceive access to affordable child care in Iowa to be?

• “The cost of child care can determine whether a woman can pursue a job outside the home.”
• “I have two young children of my own and there are options available but few with the hours that my wife and I need.”
• “Child care should never equal the cost of an average mortgage payment each month. While our children are our most important and valuable parts of our lives, quality child care should be available to all so that people can also pursue education and successful careers.”
• “Raising the next generation of our species should be a top priority of any society. We should be focusing on education, health care and creating the overall well-being of our society. ‘Affordable child care’ is a title that refers to governance and assignment of tax dollar distribution so, as such, assumes our ‘government’ (or people they pay) should be raising our children. I disagree. Affordable child care, no matter how well funded, is not capable of solving the depth of challenges we face when we decide to turn our backs on the critical importance of nurturing and guiding our future.”
• “It’s expensive. Currently pregnant and I’m slightly grateful our life circumstances led us to having kids in our early 30s rather than mid-20s. We are more advanced in our careers and make higher salaries as a result. I have no idea how someone that’s 22 or 23 could make ends meet paying for day care, groceries, etc. especially if they are a single parent at an entry-level salary or income.”
• “When I started to have children, many of my colleagues calculated out the cost for child care versus working and found the cost of child care to be nearly the same amount as the take-home pay for an architect with five-plus years of experience. I want child care workers to be paid well, and child care costs should be subsidized.”
• “I have delayed having kids due to the lack of affordable, educationally/developmentally appropriate child care. Wanting the best for your kids is a financial decision.”
• “Quality child care is cost prohibitive and employers in the area are not understanding of child care facility hours, closures or the toll that lost time to commute and prep for work and child care daily take on a family. Child care providers are often underpaid as the U.S. does not prioritize that type of work as essential. Many workplace benefits such as education reimbursement, gyms, volunteer time off are not available to parents who do not have the excess funds to front tuition, or reliable/extra child care hours to attend class, gyms or volunteer work.”
• “I live in a rural area where options are limited and this continues to be an ongoing issue. Businesses suffer when employees cannot secure stable child care, and rural communities lose young families when basic needs like child care are unmet. Addressing this issue requires investment in child care infrastructure, incentives for providers to open and expand in underserved areas, and policies that make child care more accessible and affordable for working families.”
• “The people who take care of my children work at centers and make less than $16/hour despite the customer paying north of $385/week per child with classrooms of 12 to 16 kids. Where are these funds going, because they are not making their way to the people who have an impact on my child. That is a major problem. I don’t think giving centers more money will solve it either unless there’s legislation that ties wages to profits.”
• “I have seen many child care centers close. These owners need professional help with financing, budgeting, hiring, staffing and running a business. I truly believe these people have a genuine interest in children and their development. They just don’t have business sense.”
• “When I was dealing with this issue four decades ago, I truly thought we’d have better solutions by now. I think a mix of support from government and business is critical to improving this barrier to economic improvement for our state and the nation as a whole. Child care is so expensive for parents, yet often a minimum wage for child care workers. Iowa needs more workers for multiple industries and our population is not keeping up. Immigration pressures will work against solving this dilemma.”
• “Labor wages, insurance, liability, rent – child care centers are faced with a monumental task. We need more tax incentives and public-private investment.”
• “We have a successful two-income household and even we feel the hurt of child care costs. I can’t imagine how stressful it would be for a lower-income household. From what I’ve seen, people are getting stuck in this gray area where they make too much to qualify for assistance but not enough to afford child care. I’d say those limits need to be reviewed and child care costs need to be subsidized much more than they are. If the politicians want all these babies to be born, they need to step up and support us as parents.”

What, if any, barriers need to be addressed when it comes to workplace inclusion of those who are pregnant, those whose partner is pregnant or those who are going through the adoption process?

Comments from respondents who identify as women or nonbinary:

• “There are several barriers that need to be addressed to ensure workplace inclusion for those who are pregnant, those whose partner is pregnant or those going through the adoption process. First, lack of paid parental leave is a significant barrier. Many workplaces still don’t offer sufficient paid leave for both parents, which can make it difficult for employees to fully support their families during pregnancy, childbirth or adoption. Additionally, inflexible work schedules or inadequate options for remote work can create challenges for individuals who need time to attend medical appointments or care for their families. Discriminatory attitudes and practices also need to be addressed, as pregnant employees or those going through adoption may face bias, stereotyping or even career setbacks. Employers must also ensure that health care coverage is comprehensive, including prenatal, maternity and adoption-related expenses, and that it is accessible for all employees. Finally, lack of support for mental health during pregnancy or adoption can also be a barrier, as individuals may face emotional and psychological challenges that are often overlooked in workplace policies. Addressing these barriers is crucial to fostering a more inclusive, supportive environment for employees during these critical life stages.”
• “The barriers from my point of view are for women like me who chose not to have kids. Is it fair or equal that those who have kids receive paid maternity leave, but because I chose not to, I don’t have access to this same amount of time off?”
• “Time allowed for working moms to pump and not be docked for taking that time. Paternity leave is needed for more working dads as well.”
• “Full paid leave on par with other developed nations.”
• “Pregnancy cannot be used as an exclusion. Women need to be allowed time off for regular obstetric appointments and care, and the same rights should be extended to those parents going through the adoption process.”
• “My employer is very supportive. When I had my kids, there was no maternity (I took it unpaid) and no parental leave. We now have wellness rooms to make sure people can come to work but can take a break if needed. I always made sure my employees were supported. I can only imagine that people working hourly jobs have no support.”
• “Paid time off. I had to actually pay back my job for my insurance coverage because we did not have paid maternity leave, and I had not banked enough sick time to cover my daughter being born early. I was not medically cleared to go back to work, but that didn’t matter. I didn’t have enough sick days.”
• “This is such a difficult question because for some roles, I think we can make accommodations to support those that are going through that process and allow them to return to work without any hiccups. There are other jobs that might require a parent to take more time off, and that can be a significant hardship for companies. I think if there’s a chance for the parent to return to work after a certain period of time, companies need to support them, especially if they are making a certain profit margin. I know my company would do whatever it could to help me and my family. For more temp positions, there could be tax incentives or grants made available for companies that want to hire parents, knowing they might be leaving.”
• “Flexibility in the day to day. Fortunately, I work primarily from home and was able to work from bed for the majority of my pregnancies (I tend to be very ill while pregnant), and that was a lifesaver. I could do 99% of my job just fine! There were definitely days that I couldn’t work standard 8-5, but with communication, I was able to adjust to rest and still do my job well. Treating us like adults goes a long way!”
• “Paid family leave is so important for young families to be successful. And healthy, supported parents lead to productive and loyal employees.”

Comments from respondents who identify as men:

• “If you intend to have employees that work for your company for an extended amount of time, you will need to learn that they are human. You need to be flexible with the physical and mental processes of life like birth, adoption, marriage, divorce, the death of a parent or grandparent, the death of a friend or spouse. Life takes time to work through.”
• “Bathroom access, especially around scheduling. Partners have difficulty getting time off for appointments, such as from limited paid time off, too newly hired or in too small of a firm to require the Family and Medical Leave Act.”
• “If your company has maternity and paternity leave policies, then honor that. We don’t at our organization because we’re a seasonal construction company, and yet I still give my employees the time they need, within reason, for paternity leave.”
• “Leave policies need to be standardized and income replacement mandated.”
• “First and foremost is paid leave. Second would be continued progress on putting to bed the idea that pregnant women and new mothers are not capable of doing their job; they can, but support may be necessary.”

How many weeks of paid family leave do you feel parents should be entitled to?

Birthing parent
Most popular answer: 12 weeks (selected by 37.4% of respondents)

Non-birthing parent
Most popular answer: 12 weeks (selected by 20.7% of respondents)

What does the ideal family leave policy look like?

• “Workers should be allowed to take time to handle family emergencies without risk of losing their job.”  
• “Nearly all developed nations except for the U.S. offer significant paid maternity leave. This should be a minimum expectation to meet in the U.S. given our capitalist-driven society. Children are only little once, and the fact that any parent has to consider going back to work the week after having a child is simply inhumane. Some families are afforded six weeks of short-term disability, while some companies offer an additional six weeks leave on top of that. Even at 12 weeks, this is only three months that a new parent gets to spend bonding and setting routines with their child. Again, I consider this inhumane. At minimum, I think both parents should be entitled to six months paid maternity and paternity leave. I also think that the Family and Medical Leave Act should be extended to all employers, regardless of size.” 
• “There is no ideal policy. I think it depends largely on the size of the company and the role of the employee. We have disability insurance policies like Aflac. Can we offer something similar for parenting, if that’s not already included in the Aflac-like policies? This could apply to all genders and also apply to adult children caring for their parents.”
• “It would depend on the company size. The Wells Fargos and Principals of the world can stand to lose an employee for four to 16 weeks because they have others to fill their place. At smaller companies, it could be nearly impossible to replace someone for that long without creating a significant burden on the company.”
• “At least eight weeks paid, obviously more is better for birthing parents. Flexibility on when you take leave (example: if non-birthing parent could split their leave to have some immediately after the child is born and then as the birthing parent is returning to work, it may help with child care costs). Family leave policy should be inclusive of adoption, surrogacy and traditional birth.”
• “The ideal family leave policy is that all employees have leave for family issues. I put zero paid weeks for parental leave in the question above because I think this is unfair to people who choose not to have children. I think a more equitable and inclusive policy would be for all employees to have enough leave that they can then choose to use however they desire. Also, in the past women have been discriminated against because they would be gone if they got pregnant. If leave for all employees was in place, it would not be singling out women. We are the only developed country that does not have six weeks of vacation leave every year.”
• “The question on paid leave depends on the policy of the employer as the leave is paid by the employer, which will be known before the employee is hired. I think that one of the parents (dad or mom) should be able to take family leave with or without pay for 12 weeks. If they have more leave time accrued than 12 weeks, they should be able to take as much time as they have accrued.”
• “Six months paid time off for a birthing parent and three for the non-birthing parent with the ability to take the leave in increments instead of consecutively over the first year of the child’s life.”
• “Four weeks for the mom, one week for the dad. I got two days of paternity leave when we had our children, and it was just fine.”
• “The ideal family leave policy for me would look like: birthing parents should get 12 weeks paid leave. FMLA should be longer – 16 to 20 weeks, giving families enough time to acclimate to feeding and schedules before having to take an infant baby to daycare. Women who give birth should have the option to take paid time off or unpaid leave for the remaining weeks of the FMLA-protected time off after they’ve reached the end of their 12 weeks paid leave if they choose. Partners who do not give birth should be able to take six weeks paid leave, at any time that they wish within the first year of the baby’s birth.”
• “Paid time off for up to the maximum amount of time needed without needing to tap into PTO or vacation accrual.”
• “At least three months paid leave with the option to take more and still have your job protected. Flexible to allow for special needs (premature birth so the parents have time to spend when the child is in the hospital AND when the child goes home). Extended options to support part-time work or work from home to address the stress of newborn (lack of sleep, high number of appointments, etc.).”
• “Inclusive but also not exclusive of those choosing not to have kids – needs to include parental care leave as well.”
• “Leave is paid at 100% of salary. Position guaranteed upon return. Mandatory leave for non-birthing parents.”
• “It should provide sufficient paid time off for all parents involved: birthing, non-birthing and adoptive. It should eliminate the worry of financial hardship or job insecurity. It should have at least 12 weeks fully paid, but I still feel this should be more for a birthing mother. Allow for flexibility without fear of retribution from superiors or the company. Ensure a smooth transition to work and offer accommodations. Create a supportive workplace culture.”

How big an issue do you perceive pay inequity in Iowa to be?

Comments from respondents who identify as women or nonbinary:

• “It’s hard to know for sure when salary levels aren’t transparent.”
• “There needs to be more transparency on how salaries are calculated related to each position. It should be related to experience, education and how the requirements of the position are met and can be easily explained.”
• “Iowa is still very traditional in its thinking of what is women’s work and what is men’s work.”
• “Pay equity is a huge and intransigent issue nationwide. Iowa is about in the middle of the nation in terms of severity. To address it: Eliminate the motherhood penalty and reinstate comparable worth.”
• “Recognize women-heavy jobs like social services and child care as essential work and compensate as such.”
• “There are a lot of factors that go into perceived pay inequity, including work history, the demand in the job market and the complexity of the job. Evaluating sex inequity alone is difficult. Highly skilled employees tend to have multiple job options regardless of their sex. However, transparency of pay is very useful so that lower-paid employees can determine if they feel underpaid for what they do and can make informed decisions to seek other employment. Then the company must decide between the additional costs of replacement hiring and loss of work time against paying a higher salary for the next employee.”
• “We live in a state that has such a low minimum wage – $7.25, which is insane. It is not a livable wage and if we want to help families, then they need to be earning more. It is so unrealistic to think someone could raise a family on that wage. Once again not caring for the child once it is born, and only concerned about the fetus.”
• “I don’t have a lot of firsthand knowledge on the pay gaps with women to men in the companies/industries I’ve worked in, but for the most part it has seemed fair with women in leadership at the companies I’ve worked at. We need to promote and put women in leadership more often, giving them a chance to earn the same as their male counterparts. Access to higher-paying roles and less barriers and biases to women being chosen for these positions needs to be a focus.”
• “Nationally, locally, etc., women still make less than men. There should be a law that is actually enforced with oversight to regulate this. There needs to be a way to easily report discrepancies without retaliatory practices.”
• “I work for an extremely large company and believe there is a pay disparity internally.”
• “I am paid well for the work I do.” 

Comments from respondents who identify as men:

• “Gender pay equality directly reflects respect of skills and qualifications.”
• “I believe pay should be based on merit and years of service, with a greater emphasis on merit. Not everyone at the same position should be paid the same. They should be within a certain range of each other, but an individual who is providing more value to their company should be paid more.”
• “I don’t see a valid or justifiable reason for any pay gap between men and women. As long as there remains a gap, this unfair issue remains top of my mind.”
• “While the gender pay gap has become much less, the pay gap for those with disabilities is the largest gap – far more than the racial pay gap. Yet no one talks about it. Pay transparency will go a long way to fixing the gender and racial gaps, but we must put the disability gap in the limelight.”
• “It can’t be legislated. Companies have to decide to do the right thing. It needs to happen in enough companies that they get a competitive advantage and pull the market toward the practice.”

Do you feel that the performance review structures you’ve experienced in the workplace were equitable?

Comments from respondents who identify as women or nonbinary:

• “No, the performance review structures I’ve experienced in the workplace are not equitable. Often, these systems are influenced by unconscious biases, such as gender, race or personal relationships, which can result in unfair assessments and unequal opportunities for advancement. For example, women and people of color may be evaluated more harshly or held to different standards than their male or white counterparts. Additionally, performance reviews can sometimes overlook the broader contributions of employees who may not be as outspoken or self-promotional, which can disproportionately affect introverts or those who don’t fit the stereotypical ‘ideal’ worker. To be truly equitable, performance reviews need to be more transparent, objective and focused on measurable outcomes, with clear guidelines to ensure that all employees are assessed fairly and given equal opportunities for growth.”
• “I’m allowed to give my input first on how I feel I am performing and then my manager responds. Finally, we meet together to discuss. Everyone should feel like a performance review is a discussion of both good and bad and working together.”
• “My company HR team is led by people that have studied gender parity and presented on best practices for architectural companies across the U.S.”
• “Performance reviews are based on an individual’s perception of your performance subject to a system within which you are rated; not the entirety of your work. They inherently establish your value within the context of a system versus the overall body of work you represent. Performance reviews are, by their nature, uncomfortable and repeatedly do not offer the employee an opportunity to talk about themselves, but rather someone talking to you, about you.”
• “You can work as hard as you want and everyone gets the same raise percent. The more you make, the more you make, and lower-paid jobs make less and less.”
• “I think the ingrained/internalized sexism/misogyny has an impact on everything in the workplace, including performance reviews. At my previous job I had a manager who constantly brought up how I was a woman. All my performance reviews from him only talked about how I was female and brought a female perspective to the role. But never actually discussed the work I did and accomplishments I made, which was the same work and accomplishments my male co-workers did. I found it frustrating and strange. My current job doesn’t place as much importance in performance reviews, and I appreciate that. I’m not sure if they provide much benefit to companies.”
• “Because women are still evaluated on a likeability factor, an attractiveness factor, where men are not. They are much more likely to have a straightforward review based solely on the performance, not if people like working with them.”
• “Some are definitely better than others. The state system isn’t perfect, but it’s relatively fair. Other businesses are better; some are much worse.”
• “We have an extensive performance review structure that seems equitable, unbiased and goes through many different sets of eyes.”

Comments from respondents who identify as men:

• “I don’t have them anymore. Companies need to do them to keep their workers on track for personal development.”
• “Yes because of managers within those structures who have been able to work within those review structures to acknowledge strengths, work on areas of improvement as they pertain to work, and ignore or minimize areas of improvement that are less about a work product and more about a style of work.”
• “They are largely meaningless. Judged by criteria that are often not relevant to the position and that the employees have little impact upon. The success of a company in their strategic goals has more to do with the decision to set the goals than the employees’ ability to help make those happen.”
• “From my experience it appears equitable, but I may not have the skills to pick up on any statements or subtleties that may indicate unequitable performance reviews.”
• “Merit is the standard.”
• “At my current employer I believe this is mostly equitable and I know we’re always striving to be better. However, I have definitely worked in places where the process was not very equitable.”
• “Probably not, but those who are reviewed don’t have to put up with it. There are plenty of opportunities if you are a valued employee.”

Should businesses and organizations implement salary transparency policies?

Comments from respondents who identify as women or nonbinary:

• “I support this because that would certainly bring to light the pay discrepancies if they exist.”
• “I believe salary transparency results in a fair and equitable workplace. I believe this practice will also help company owners and managers help standardize raises, incentives and bonuses so that these decisions are not so arduous to address.”
• “Transparency is only scary to those who have something to hide. Even if there are wide salary ranges, employees feel good knowing there are checks and balances to the pay system.”
• “Another tricky situation. When seeking a job, it’s helpful to know the salary range. But knowing what your co-workers make can cause discomfort.”
• “I just this year started being transparent with my girlfriends about my salary. Game changer. Once my friends and I started talking to each other about how much we each were making, it opened my eyes to how much I was worth and was leaving on the table assuming my company was being ‘kind’ to me in offering me a 3% raise.”
• “Depends on the situation.”
• “You should absolutely be transparent with this when hiring or posting a job on a job board. Be clear in reviews and interviews about the company’s approach to raises, bonuses and promotions.”
• “I think the place I get more info is from our local business organization that does an annual survey of wages. I can look there to be sure I’m in line with the industry average for the state. Then I can see if my company is paying me a decent wage.”
• “What individual people make should be confidential, but pay ranges should be transparent so individuals can work with leaders.”
• “It would make job hunting easier. Why should any business be afraid to disclose their pay scale?”

Comments from respondents who identify as men:

• “This will prevent organizations from taking advantage of job applicants in salary and benefits.”
• “I believe it would create unnecessary bitterness in the workplace, knowing that someone is making more than you (if the difference in pay is purely based on merit). And also, people at different positions should make different salaries.”
• “It would expose how unfair the pay structure is for work produced.”
• “It is incredibly difficult to know whether or not you are being paid fairly if you can’t know how your pay compares with your colleagues. I believe much of our cultural sensitivity about knowing what others make has been instilled in us by corporations who want to avoid unionizing efforts. I would actually favor a change in governmental policy where anyone would be able to look up anyone else’s tax returns, but everyone would also be able to see a record of who looked up their tax returns (there are a few other countries who already do this).”
• “I believe this would backfire and cause men to earn even more than women and society would simply accept the discrepancy.”
• “Provides more bargaining power to the employee, and more accountability on why individuals are paid what they are.”
• “Compensation can be a competitive advantage for businesses. If a company chooses to compensate higher than a competitor, that should not be shared in public.”
• “Until they do, we will not know if women and minorities are being paid fairly. We will also not be aware if nepotism, favoritism or workforce abuse is occurring.”

What changes to workplace policies and practices would help women succeed in the workforce?

• “Design policies and practices with equity, flexibility and long-term career growth in mind. Provide flexible work arrangements, parental/family leave support, leadership/advancement opportunities, health care and wellness support, foster an inclusive culture, pay transparency and equity. Basically, create an environment where women are valued, supported and provided advancement/leadership opportunities.”
• “Be flexible. Offer the ability to work remotely sometimes, as needed, or always. Offer autonomy and trust your employees. Women – like men – need to stay home with a sick kid sometimes. Don’t let that be the reason you lose a great employee. Don’t make them use PTO to take care of health-related appointments or family emergencies. Build in policies and procedures that support work-life balance, flexibility. Make sure you have a wellness room for breastfeeding moms, and do not punish or require them to pump on a set schedule.” 
• “More support for child care and parental leave policies and the inclusion of more work-from-home policies.” 
• “I don’t know because I do not want accommodations made just because I am female or special privileges.” 
• “Encouragement of all employees to engage in family activities, care for children, pets and aging parents. Family commitments are not only a female issue.”
• “Child care benefits. We should establish and incentivize – but not mandate – flexible work hour arrangements for child care challenges.” 
• “Transparency and equality in pay grades and job positions.” 
• “Increase the minimum wage, invest in public schools and day care, focus on social determinants of health that affect women at a higher percent.” 
• “More flexible work arrangements such as flexible hours and work-from-home if possible. If companies can, on-site child care would be incredible.” 
• “1. Family leave. 2. Child care support. 3. Flexible work schedules/locations/options. 4. Salary transparency. 5. Leadership development.”
• “More support for caregiving – not just kids but elder care as well.” 
• “Employers and our society have great strides to make in supporting women, who often play the role of primary caregiver. These come at the macro level with nationwide paid, sufficient maternity leave, at the meso level with companywide policies around maternity leave and flexible work hours, and at the micro level with understanding, flexibility and adjusted expectations from managers.”
• “Access to affordable child care, increased sick and paid time off, and affordable health care.”
• “Adequate leave for all employees would benefit women as they would no longer be singled out for taking six weeks or so for childbirth.”
• “More transparency across the board. I should be able to type into a Wiki or AI tool: ‘What do people with my experience and my degree make at a company of my size?’ or even ‘at THIS company?’ and find out. When I shared what I was making compared to my peers with my same degree and relative experience, I was amazed.”

Do you have any other thoughts on women’s and gender issues?

• “It’s important to keep shining a light on the challenges women face in rural areas, where issues like access to health care, child care, economic opportunities and leadership representation are often overlooked. The conversation around women’s health should go beyond reproductive care to include perimenopause, menopause and overall wellness — topics that are still widely under-discussed and underfunded. Pay equity, workplace flexibility and support for women entrepreneurs also deserve continued attention, especially in states like Iowa, where rural economies rely on small businesses and community-driven initiatives.”
• “Civil rights protections and guarantees, and access to unrestricted health care are the most important issues facing all Americans regardless of gender.” 
• “Women need to be recognized for merit, skills and competence. Managers need to recognize soft skills and unique talents women have.”
• “We need to look at barriers by gender, not just women. For example, there is a lot of effort around encouraging girls into traditionally male roles. This is great; however, there is not the same level of opportunity regarding encouraging boys into traditionally female roles. We need to encourage our daughters that they have the same opportunity to become an engineer as anyone else. We also need to encourage our sons that they have the same opportunity to become a nurse if they so desire.”
• “Our current ‘society’ needs to find new ways to discuss and solve challenges. Pretending men and women are ‘neutrally equal’ is as silly as saying I have equal physical ability and opportunity as a super sports star. I decidedly do not. In fact, I believe we would leap forward in our conversations if we openly valued our differences. Again, equal access to opportunity and compensation for equal performance should be the goal. Policy or practice for selecting (or not selecting) someone because of their gender, their race/ethnicity, their creed or their religion needs to be eradicated.”
• “Normalize discussing salaries among peers, both men and women.”
• “I struggle with the special favors, preferences, policies etc. that women seem to need to be in the workforce. Why should we have equal pay if other accommodations have to be made for us to ‘be in the workplace’?” 
• “Don’t wait for someone who looks like you to pave the way. Pave the way for yourself and others.”
• “We have to listen to each other, rather than talk to each other. There are more than two sides depending on the topic/area.” 
• “I believe that gender, race, ethnicity should not be disclosed when applying for a position. I believe people should include last names only, so that choices are based on credentials.”