Breaking the glass ceiling or breaking each other? — Pt 2
Female-led workplace sabotage on the road to Vision 2030
Migration as an escape
IT is safe to say that financial concerns are not the sole driving force behind the mass migration of nurses and teachers from Jamaica. While better salaries and improved living conditions are certainly factors, many women in these female-dominated sectors—particularly education and healthcare—are also seeking refuge from the pervasive victimisation, sabotage, and workplace bullying they endure.
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The Ministry of Education and the Ministry of Health, where women constitute the overwhelming majority of the workforce, have long been plagued by toxic workplace dynamics. Instead of fostering environments of mentorship and professional growth, many institutions have become battlegrounds where insecurity, favouritism, and systemic bullying push some of the brightest minds to seek opportunities abroad. For these professionals, migration is not merely a pursuit of financial stability—it is an escape from oppressive work environments that stifle ambition and reward mediocrity.
Jamaica cannot afford to lose its educators and healthcare professionals at this alarming rate. Addressing workplace toxicity, fostering merit-based leadership, and creating a culture of professional integrity are just as critical as improving salaries if we are to retain our nation’s best talent.
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In a recent address at the Ministry of Health and Wellness’ career exposition and employment fair at the University of the West Indies on January 22, 2025, Prime Minister Andrew Holness stressed the importance of expanding Jamaica’s training industry as a key strategy to improve human resource capacity within the healthcare sector. He pointed out that while foreign countries are actively seeking our nurses, it is not just the nurses they desire, but also the high-quality training they receive in Jamaica. Holness emphasised that investing in the country’s training capabilities and creating a robust training industry will be critical in addressing the issue of healthcare worker migration.
While I agree with the prime minister’s assessment, it is important to recognise that the migration of nurses and teachers is not solely driven by attractive or better financial compensation, improved living conditions, or the high demand abroad. Poor leadership within our institutions is a significant push factor, in female dominated jobs, as it often fails to foster a supportive, inclusive, and engaging workplace culture. Many of our talented nurses and educators are seeking opportunities abroad because they are confronted with toxic work environments, a lack of mentorship, and an absence of psychological safety, all of which stifle their growth and well-being.
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If Jamaica is to retain its best and brightest professionals, addressing these issues of leadership and workplace culture must be a priority. For Vision 2030 to become a reality, we must create workplaces that are not only well-equipped to nurture our human resources but also capable of retaining them through meaningful leadership that prioritises the professional and emotional well-being of employees. The migration of our skilled workers is a wake-up call for all of us to reflect on the state of leadership within our institutions, especially as we continue to build a prosperous, inclusive, and sustainable Jamaica.
Vision 2030: A call to action
Vision 2030 Jamaica states, “Jamaica is the place of choice to live, work, raise families, and do business”. However, there is a critical contradiction that must be addressed in order to truly bring this vision to fruition: women, who are the cornerstone of family life, are leaving the country in increasing numbers due to the victimisation and sabotage they face in their workplaces. Women are the ones who procreate, nurture, and raise families, yet if we continue to lose them to migration in search of better opportunities and work environments, how will we ensure the sustainability of families here in Jamaica?
Furthermore, the work fatigue that many women experience—especially in sectors like education and healthcare—significantly affects their ability to nurture their families effectively. If women are constantly battling workplace toxicity and struggling with the emotional and physical toll it takes on them, how can they find the energy and resources to nurture their children, maintain healthy relationships, and be productive members of society? This situation undermines not only their personal well-being but also the well-being of the next generation.
If Jamaica is to fulfil its aspirations of becoming the place of choice to live, work, raise families, and do business, we must urgently address these issues. The leadership in female-dominated sectors such as the ministries of education and health play a pivotal role in shaping the workforce and the future of families. The reality is that, for the most part, it is women who are leading these sectors. However, when leadership is undermined by insecurity, jealousy, and unprofessional behaviour, the entire workforce suffers. This, in turn, exacerbates the migration crisis, which poses a significant threat to Vision 2030’s goals.
As we enter 2025, it’s becoming increasingly evident that Vision 2030 may seem out of reach if we fail to select competent, secure, and empowering leaders who are capable of fostering the type of collaborative, nurturing, and meritocratic work environments required to retain our best talent. If we are to remain on track to fulfil Vision
The way forward
To cultivate healthier, more productive workspaces in Jamaica, organisations must:
1)Implement clear and objective workplace policies – Establish merit-based promotion systems and enforce uniform policies to eliminate favouritism.
2) Train leaders on emotional intelligence – Ensure that middle and senior managers receive professional leadership training focused on conflict resolution and fair management practices.
3) Encourage whistleblowing without retaliation – Employees should have safe channels to report workplace victimization without fear of professional sabotage.
4) Recognise and reward excellence – Promotions, training, and professional opportunities should be awarded based on performance, not personal alliances.
Jamaican workplaces should not be battlefields of egos but breeding grounds for innovation, collaboration, and success. If true female empowerment is to be achieved, women in leadership must uplift rather than undermine one another. Leadership should be about mentorship, empowerment, and fostering an environment where excellence thrives. Gatekeeping, sabotage, and professional bullying have no place in a progressive and developing nation.
As Jamaica strides toward Vision 2030, it is essential that we build a workforce where competence, integrity, and collaboration are the foundations of success. To truly become the “place of choice to live, work, raise families, and do business”, we must prioritise nurturing an environment of mutual respect and professional growth. If women are to fulfil their roles as leaders, caregivers, and catalysts for change, we must address these toxic workplace dynamics and create systems where all can thrive.
For Vision 2030 to be realised, Jamaica must not only seek to grow economically but must do so by fostering a society where every individual is valued for their talents, not undermined by their peers. True progress will be achieved when we choose collaboration over competition and celebrate each other’s success as a collective achievement.
Ruth-Ann Taylor, Dip. Ed., B.Ed. (Hons), M.Ed, is an educator for over 15 years in Jamaica. E-mail taylorruthann14@gmail.com.
