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Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer? for CAT 2025 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer? covers all topics & solutions for CAT 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer?.

Solutions for Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.

Here you can find the meaning of Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer?, a detailed solution for Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer? has been provided alongside types of Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Directions: The question is based on the following passage. Read the passage carefully and answer the question that follows.Companies across industries are looking to increase the representation of women who work in technical roles—including in engineering, product management, and other fast-growing fields. There has been an increased focus on gender parity in new hires and on greater equality in executive roles. But companies may be missing another critical moment: equitable advancement in early promotion. Across all industries and roles, women are promoted at a slower rate than men. Indeed, only 86 women are promoted to manager for every 100 men at the same level. But the gender gap for women in technical roles is more pronounced, with only 52 women being promoted to manager for every 100 men. Diversity is especially crucial in these roles to help debias the technologies that make up an ever-present and evolving component of modern life. The most gender-diverse companies are 48 percent more likely to outperform the least gender-diverse companies.What we learned is that some companies are instituting a systematic approach to advancing women in technical roles and reaping the benefits of a more diverse, inclusive, and higher-performing workforce. We describe enablers that have helped companies repair the broken rung on the career ladder for women in technical roles: providing equitable access to skill building, implementing a structured process that seeks to debias promotions, and building a strong culture of support for women via mentors and sponsors. The reason why broken rung matters is because early promotions in a career are most critical to success. By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles.Most of the leaders interviewed acknowledged that their companies have uneven early-promotions processes that perpetuate the broken rung on the career ladder for women in technical roles. But few said that their companies had begun to monitor the advancement of women in these roles during the first five years after they are hired. And while many interviewees said that their companies offer mentorship programs, conscious inclusion training, and other diversity and inclusion programs, only a small number could name interventions aimed at achieving gender parity in promotions for early-tenure women. Fixing the broken rung will require concentrated efforts.For a promotion to be successful, the new role should be a good fit, in both skill level and temperament, for the advancing employee; the person who's moved up should be able to thrive and continue to grow in the new position. For this to happen, groundwork needs to be laid ahead of time via access to timely opportunities that help colleagues demonstrate their growth and maturity and readiness to advance. It's also important for women in technical roles to join high-visibility projects where they can develop their skills on the job. Feeling deprived of these valuable opportunities, women told us they perceived promotions as unattainable, and many chose to leave. To correct this, some companies have created project databases where tech employees can search for opportunities according to the type of skills required. The combination of career-development opportunities, structured promotion processes, and support from senior colleagues has proven effective at advancing and retaining women in technical roles and can, in time, help diversify leadership teams.Q. Which of the following, if true, would defeat the effort to debias the technological promotions?a)Companies are specifically recruiting women technicians to undermine the gender gap.b)Men are increasingly moving towards non-technical roles to experience intangible benefits too.c)Most of the skilling programs running in the country focus on men as the primary market.d)Men are now more sensitized to the needs of women than in the previous decades.Correct answer is option 'C'. Can you explain this answer? tests, examples and also practice CAT tests.