This means being intentional about working normsfor example, having everyone join meetings via videoconference so that its easier for employees to participate when they are working remotely. More than half have increased paid leavewhich is an important option for employees who need time off but cant afford to miss a paycheckand about a third have added or expanded stipends to offset the costs of working from home. Foster an inclusive and respectful culture. In many companies, however, they experience microaggressions that undermine their authority and signal that it will be harder for them to advance. On average, women are promoted at a lower rate than men. And they need to do the deep cultural work required to create a workplace where all women feel valued. These biases could show up in new ways during COVID-19: for example, when colleagues see young children playing in the background on video calls; when coworkers assume, consciously or unconsciously, that women are less committed to their jobs; or when managers are evaluating women in performance reviews. This early inequality has a profound impact on the talent pipeline. Women of color were drastically underrepresented Latinas: 4.3%, Black women: 4%, and Asian women: 2.5%. This may affect how they view the workplace and their opportunities for advancement. Women in senior-leadership roles are more likely than men at the same level to feel as though they are always on. And Black women are more likely than women and men overall to feel like they cant bring their whole selves to work. As companies continue to navigate this transition, there are three key things they should consider. Women account for only 20% of CEO positions. Of these, 89 are Democrats, unchanged since 2019, and 29 are Republicans, up from 13 in the 116th Congress. Invest in fostering employee connectedness. Companies can promote awareness by sharing data on the experiences of women in their organizations, bringing in thought-provoking speakers, and encouraging employees to openly share their experience and ideas for advancing DEI. This is an emergency for corporate America. And they are twice as likely as men to say that it would be risky or pointless to report an incident. On the other hand, its deeply problematic. Full question: What percentage of employees do you expect to be regularly working remotely (that is, a majority or all of the time) a year from now? Insurance. Since 2015, the number of women in senior leadership has grown. Now, companies are struggling to hold onto the relatively few women leaders they have. Companies risk losing the very leaders they need right now, and its hard to imagine organizations navigating the pandemic and building inclusive workplaces if this work isnt truly prioritized. Twenty-one of these women are White, while one is Hispanic and two are Asian American. Fewer than half of women and men think the best opportunities go to the most deserving employees, and fewer than a quarter say that only the most qualified candidates are promoted to manager. 1 They earn almost 60 percent of undergraduate degrees and 60 percent of all master's degrees. And when a companys culture feels fair and inclusive, women and underrepresented groups are happier and more likely to thrive. Given these challenges, its not surprising that Black women are less likely than employees of other races to report they have equal opportunity to advance at work. Individual Overall Leaders Menu. Additionally, the gains in representation for women overall havent translated to gains for women of color. This article presents highlights from the full report and presents six actions that could spark progress. This suggests that managers need to touch base with their teams more consistently, and that these check-ins should be more explicit. Ensure that hiring, promotions, and reviews are fair. Companies are less likely to provide unconscious bias training for employees who participate in entry-level performance reviews than senior-level reviews, but mitigating bias at this stage is particularly important. Representation of women of color falls off relative to White men, White women, and men of color at every step in the corporate pipeline, leaving them severely underrepresented at the top (Exhibit 2). Of the 24 female senators, 16 are Democrats and eight are Republicans. For most if not all companies, this includes addressing the distinct barriers women of color face and getting sufficient buy-in from men. Today, 87 percent of companies are highly committed to gender diversity, compared to 56 percent in 2012, when McKinsey & Company first conducted a similar study on the state of women at work. And yet: despite facing more pitfalls to advancement, women of color have higher ambitions to be a top executive than White women. As in years past, we examined the corporate pipeline, starting from entry-level professional positions and leading all the way to the C-suite. Theyre also more likely to recommend their company as a good place to work and less likely to think about leaving their jobs, which translates to better recruiting and higher retention. When employees believe senior leaders are supportive of their flexibility needs, they are less likely to consider downshifting their careers or leaving the workforce. I felt caught in the middle of everyones emotional response to the pandemic and in between decision makers who have very, very different outlooks on how to respond. The intersection of race and gender shape womens experiences in meaningful ways. However, companies that are struggling financially may not be able to address the issue employees are most concerned about: the possibility of being laid off or furloughed. Because there are so few, women Onlys stand out in a crowd of men. Five years in to our research, we see bright spots at senior levels. And compared with other employees, Black women feel more excluded at work and are less likely to say they can bring their whole selves to work. Companies could also benefit from dedicating resources to team bonding events and, whether theyre virtual or in person, taking special care to make sure that all employees feel included and that events are accessible to everyone. They are also more likely than men to take allyship actions such as mentoring women of color, advocating for new opportunities for them, and actively confronting discrimination. Senior-level women are under the same pressure to perform right now as senior-level menand then some. Most notably, women Onlys are almost twice as likely to have been sexually harassed at some point in their careers. Ive asked many times what I can do to get promoted, and I dont get a good answer. This disconnect is apparent in the way managers show up. Women are even more burned out now than they were a year ago, and the gap in burnout between women and men has almost doubled (Exhibit 4). Women in the Workplace, a study conducted by LeanIn.Org and McKinsey, looks more deeply at why, drawing on data from 222 companies employing more than 12 million people, as well as on a survey of over 70,000 employees and a series of qualitative interviews. The building blocks to make this happen are not newleadership training, sponsorship, high-profile assignmentsbut many companies need to provide them with a renewed sense of urgency. Some can be subtle, like when someone mistakenly assumes a coworker is more junior than they really are. Managers play an essential role in shaping womensand all employeeswork experiences. To mitigate the biases that women are up against, companies need to make sure that employees are aware of them. Women are far less confident that reporting sexual harassment will lead to a fair investigation. Women are ambitious and hardworking. Young women care deeply about the opportunity to advancemore than two-thirds of women under 30 want to be senior leaders. Two and a half years later, employees want to move forward with the workplace of the future. Its a positive cycle: the more employees can bring their whole selves to work, the more the workplace will work for themand for everyone. Black women are less likely than women overall to report that their manager has inquired about their workload or taken steps to ensure that their worklife needs are being met.10Recent racial violence refers to incidents of violence against Black Americans committed by law enforcement officers in early 2020, prior to the surveys distribution in JulyAugust 2020. Defined as companies with the highest ratio of manager-level to entry-level womens representation. Alexis Krivkovich and Lareina Yeeare senior partners in McKinseys San Francisco office, where Wei Wei Liu and Ishanaa Rambachan are partners, and Nicole Robinson is an associate partner; Hilary Nguyen is a consultant in the Chicago office; and Monne Williams is a partner in the Atlanta office. Although there are no quick fixes to these challenges, there are steps companies can and should take. According to a survey by the international consulting firm Hay Group published in 2016, women surpass males in 11 of 12 major emotional intelligence characteristics. Black women have always faced huge barriers to advancement. Among mothers who are thinking about downshifting or leaving, a majority cite childcare responsibilities as a primary reason. Women make up 28.1% of state senate seats and 31.8% of state house or assembly seats. I know its caused me to get overly stressed and work more than I should to save up time to take off later, which just means you never recover from burnout. Based on the percentage of women CEOs at the time of the annual published Fortune 500 list. 3 (September 2020), https://www.sciencedirect.com. Women of color face more obstacles and a steeper path to leadership, from receiving less support from managers to getting promoted more slowly (Exhibit 2). In 2020, only 47% of women of working age participated in the labour market, compared to 74% of men - a gender gap that has remained relatively constant since 1995. Here are six key areas where companies should focus or expand their efforts. Percentages are the share of female representatives at the outset of each term of Congress. There is also compelling evidence that this training works: In companies with smaller gender disparities in representation,17Defined as companies with the highest ratio of manager-level to entry-level womens representation. In fact, at the rate of progress of the past three years, it will take more than 100 years for the upper reaches of US corporations to achieve gender parity. Research shows that when training focuses on concrete topics like these, it leads to better results.3Joelle Emerson, Dont give up on unconscious bias trainingmake it better, Harvard Business Review, April 28, 2017. Plus, Black women are far less likely than White colleagues to say they have strong allies at work. The authors would like to thank Sofia Alvarado, David Corfield, Nawel Gabouge, Worth Gentry, Alison Gerard, Beatriz Go, Sanchika Gupta, Anne Marie Hawley, Melinda Lee, Yuan Qu, Stephanie Yeh, and Zhengren Zhu for their immense contribution to this report. Companies can help by making sure managers have the tools and training they need to more fully support their team membersand by rewarding them when they do. By Alexis Krivkovich, Marie-Claude Nadeau, Kelsey Robinson, Nicole Robinson, Irina Starikova, and Lareina Yee. If employees understand this, they will be more likely to champion the Black women in their organization. Women in Leadership Roles: Shocking Statistics Women currently make up more than half of the workforce in the United States. As a result, men outnumber women significantly at the manager level, which means that there are far fewer women to promote to higher levels. Sexual harassment continues to pervade the workplace. Women of color also report they get less access to opportunities and see a workplace that is less fair and inclusive. Based on the results of a survey of more than 70,000 employees from 82 of this years participating companies, three trends that disadvantage women are clear: Women experience a workplace skewed in favor of men. Faced with these challenges, its time to rewrite our gender playbooks so that they do more to change the fabric of everyday work life by encouraging relentless execution, fresh ideas, and courageous personal actions. Its also important that managers actively monitor employees for signs of burnout and adjust workloads as needed. Research shows that this kind of openness and understanding reduces anxiety and builds trust among employees.13Linjuan Rita Men et al., Vision, passion, and care: The impact of charismatic executive leadership communication on employee trust and support for organizational change, Public Relations Review 46, No. Employees universally value opportunity and fairness. Tiffany Burns is a partner in McKinseys Atlanta office; Jess Huang is a partner in the Silicon Valley office; Alexis Krivkovich and Lareina Yee are senior partners in the San Francisco office, where Ishanaa Rambachan is a partner; and Tijana Trkulja is a consultant in the New York office. Unsurprisingly, single mothers are much more likely than other parents to do all the housework and childcare in their household, and they are also more likely to say that financial insecurity is one of their top concerns during the pandemic. Get the basics righttargets, reporting, and accountability. We continue to see a troubling gapalthough more than three-quarters of White employees consider themselves allies to women of color at work, less than half take basic allyship actions, such as speaking out against bias or advocating for new opportunities for women of color. In the last five years, weve seen more women rise to the top levels of companies. A recent study from ResumeLab finds 38% of people prefer to work for a female boss compared with 26% who. Whats more, there is a notable disconnect between the allyship actions that women of color find most meaningful and the actions that White employees prioritize. On both fronts, women are less optimistic than men. This year, 323 companies completed the HR portion of the survey. One in three women says that they have considered downshifting their career or leaving the workforce this year, compared with one in four who said this a few months into the pandemic. Womenand particularly women of colorare underrepresented at every level.15In this study, women of color include Black, Latina, Asian, American Indian or Alaskan Native, Native Hawaiian, Pacific Islander, or mixed-race women. But although more than three-quarters of White employees consider themselves allies to women of color at work, far fewer are taking key allyship actions consistently. Managers can further reinforce the importance of these norms by celebrating employees who push back when boundaries are crossed and by encouraging candid conversations and problem solving across the team if boundaries start to erode. By Jess Huang, Alexis Krivkovich, Irina Starikova, Lareina Yee, and Delia Zanoschi. The company I work for is really strict about time off, which I think has led a lot of people in the organization to become really burned out. Compared to last year, employees are almost twice as likely to say their companies have gender diversity targets in place for hiring. This is the eighth year of the Women in the Workplace report. Many factors contribute to a lack of gender diversity in the workplace. Just as the status quo is holding women back from leadership positions, it is holding men back from embracing care-taking and support roles. Our women's leadership development programs offer a safe environment to explore building agency and self-clarity, aligning goals with intentions, balancing self-promotion with authenticity, building a strategic network, and creating greater work-life balance. Right now, theres a significant gap between what companies offer and what employees are aware of. 3) Take a close look at performance reviews. In addition, outside research shows that it can help to have a third party in the room when evaluators discuss candidates to highlight potential bias and encourage objectivity.18Shelley Correll, Reducing gender biases in modern workplaces: A small wins approach to organizational change, Gender & Society 31, no. We look back on data and insights since 2015 from close to 600 companies that participated in the study, more than a quarter of a million people that were surveyed on their workplace experiences, and more than 100 in-depth one-on-one interviews that were conducted. The path forward is clear. If companies can create a culture that supports both in-person and remote workers, these employees will be able to take on jobs that previously would have required them to relocate, travel extensively, or manage a long commute. Some are more explicit, like when someone says something demeaning to a coworker. This is still higher than under any previous president. Women are not leaving their companies at higher rates than men, and very few plan to leave the workforce to focus on family. The reasons women leaders are stepping away from their companies are telling. But outside research shows that diverse slates can be a powerful driver of change at every level. This is even more dramatic for women of color. There are simply too few women to promote to senior leadership positions. Women are even more burned out now than they were a year ago, and burnout is escalating much faster among women than among men. The pandemic has intensified challenges that women already faced. Most commonly, women have to provide more evidence of their competence than men and have their judgment questioned in their area of expertise. Across professional sports women continue to be underrepresented in front offices. That was always a challenge for me because I didnt follow the typical feminine dress code.. They also reflect inequalitywhile anyone can be on the receiving end of disrespectful behavior, microaggressions are directed at people with less power, such as women, people of color, and lesbian, gay, bisexual, transgender, and queer people. They are also twice as likely as men to have been mistaken for someone in a more junior position. They are also less happy at work and more likely to leave their company than other women are. Research shows that company profits and share performance can be close to 50 percent higher when women are well represented at the top.9Sundiatu Dixon-Fyle, Kevin Dolan, Vivian Hunt, and Sara Prince, Diversity wins: How inclusion matters, May 19, 2020. There are also signs that commitment will continue to trend in a positive direction. LGBTQ+ women, and women with disabilitiesto get an intersectional look at biases and barriers. The COVID-19 crisis and racial reckoning of 2020 pushed corporate America to reimagine the way we work. Women make up 53 percent of the entry-level banking workforce but less than one-third at the SVP and C-suite levels. Its increasingly common for employees to review their managers performance, and prompts to gather more expansive input can be added to employee evaluation forms. Source: Center for American Women and Politics, Rutgers University and U.S. House of Representatives. Companies would be wise to double down on sponsorship. The new study revealed that despite modest improvements, the overarching findings were similar: women remain underrepresented at every level of the corporate pipeline, with the disparity greatest at senior levels of leadership. Equal access to mentorship and sponsorship is also key, yet less than half of companies offer virtual mentorship and sponsorship programs. Yet one in five employees have consistently felt uninformed or in the dark during COVID-19. Take gender diversity as an example. Today , let's face the statistic of woman in leadership position in the world. Women leaders are overworked and underrecognized. Expectations of managers have risen over the past two years: the shift to remote and hybrid work has made management more challenging, and a majority of HR leaders say their company now expects managers to do more to promote inclusion and support employees career development and well-being. Numbers, Facts and Trends Shaping Your World, Center for American Women and Politics, Rutgers University. The late Katherine Graham, of The Washington Post Co., was the first female CEO to make the Fortune 500 list, in 1972. Many women experience bias not only because of their gender but also because of their race, sexual orientation, a disability, or other aspects of their identityand the compounded discrimination can be much greater than the sum of its parts. Then companies need to make sure women and men are put up for promotions at similar rates, monitor outcomes to make sure theyre equitable, and root out biased aspects of their evaluation process. The first woman in the Senate was Rebecca Felton (D-Ga.), who was appointed to the seat as a political maneuver in 1922 and served just one day. I think it literally is that life-changing to be remote for me.. For example, weve heard from companies that have offered COVID-19 days to give parents a chance to prepare for the new school year and from companies that close for a few Fridays each quarter to give everyone an opportunity to recharge. They are sharing valuable information with employees, including updates on the businesss financial situation and details about paid-leave policies. All employees should feel respected and that they have an equal opportunity to grow and advance. We wanted to look at similar data gathered during the first phase of the Covid-19 crisis . In light of this, many companies are starting to refocus in-person work on activities that take advantage of being together, such as high-level planning, learning and development training, and bursts of heavy collaboration. Companies should make sure employees are aware of the full range of benefits available to them. This is an edited extract from Women in the Workplace 2016, a study undertaken by LeanIn.Org and McKinsey. The decrease in microaggressions is especially pronounced for women of color, LGBTQ+ women, and women with disabilitiesgroups who typically face more demeaning and othering behavior (see sidebar, Remote-work options are especially critical for women with disabilities). As a result, they most often feel pressure to perform, on guard, and left out. This commitment should be communicated to employees, along with a clear explanation of why its important. For example, less than half of companies provide bias training for employees involved in performance reviews, compared with two-thirds that do so for hiring. . Being an Only or double Only can dramatically compound other challenges women are facing at work. Additionally, four in ten women have considered leaving their company or switching jobsand high employee turnover in recent months suggests that many of them are following through. They are also more likely to be allies to women of color. As recently as 1995, there were no female CEOs on the Fortune 500 list. More companies are committing to gender equality. These negative experiences add up. Establishing or reinforcing work norms such as these would go a long way toward reducing the feeling of being always on. Companies are putting policies and programs in place to ease employees financial stress. For employees to move from awareness to action, training is an important step. Meanwhile, for the one in five mothers who dont live with a spouse or partner, the challenges are even greater. Using the Gender Bias Scale for Women Leaders along with open-ended questions, we compared perceptions and experiences of gender bias for 1,606 women leaders in these fields across 15 factors . Given that managers and team members now have less visibility into their colleagues day-to-day work, they may be more likely to make assumptions about their performance, and this increases the chance of bias creeping in. A sustainable pace of work is essential to helping mothers, senior-level women, and all employees facing burnout get through this crisis. I needed to have the right clothing; I needed to look feminine enough. In corporate America, women fall behind early and keep losing ground with every step. When senior-level employees model inclusive leadership and actively participate in training and events related to DEI, they send a powerful signal about the importance of this work. But companies also need to start to plan for the future. To drive change, companies need to invest deeply in all aspects of diversity, equity, and inclusion. In contrast with what companies say about their commitment, only around half of all employees think that their company sees gender diversity as a priority and is doing what it takes to make progress. Moreover, companies should put targets in place for hiring and promotions, the processes that most directly shape employee representation. A majority of employees believe they personally have equal opportunity to grow and advance, but they are less convinced the system is fair for everyone. And most definitely in leadership roles, theres not a lot of women and most definitely not many women of color. 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