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1、Women in the Workplace2023About the studyWomen in the Workplace is the largest study on the state of women in corporate America.1 In 2015,McKinsey&Company and LeanIn.Org launched the study to give companies insights and tools to advance gender diversity in the workplace.Between 2015 and 2023,over 90

2、0 companies participated in the study,and more than 450,000 people were surveyed on their workplace experiences.This year,we collected information from 276 participating organizations employing over 10 million people,surveyed more than 27,000 employees,and conducted interviews with people of diverse

3、 identities,including women of color,LGBTQ+women,and women with disabilities.2 Sign up to participate in the 2024 study at .2|WOMEN IN THE WORKPLACE:ABOUT THE STUDY9131622PART 1 State of the pipeline5Table of ContentsIntroduction 43|WOMEN IN THE WORKPLACE:TABLE OF CONTENTSPART 2 Debunking four myths

4、 on the state of womenOn womens ambitionOn womens career progressionOn womens everyday experiences On flexibility and the future of work8PART 3 Recommendations for companies29AcknowledgmentsReport authorsCorporate pipeline by industryMethodologyEndnotes4243444648Debunking Four Myths That Hold Women

5、BackFor the ninth year of the Women in the Workplace report,we start with the corporate pipeline because it offers a birds-eye view of the state of women in corporate America.The story is both encouraging and frustrating.Over the last several years,there have been sizable gains in senior leadership.

6、3 This is an important step in the right direction and shows what companies can accomplish when they focus their efforts on a well-understood problem.However,with lagging progress in the middle of the pipelineand a persistent underrepresentation of women of colortrue parity remains painfully out of

7、reach.4 This years report debunks four myths about womens workplace experiences and career advancement.A few of these myths cover old ground,but given the notable lack of progress,they warrant repeating.A few have re-emerged and intensified with the shift to flexible work.5 We hope highlighting them

8、 will help companies find a path forward that casts aside outdated thinking once and for all and accelerates progress for women.The future of work for women depends on getting this right.INTRODUCTION4|WOMEN IN THE WORKPLACE:INTRODUCTIONState of the PipelinePART 1ENTRY LEVELMANAGERSR.MANAGER/DIRECTOR

9、VPSVPC-SUITE2023 TOTAL WOMEN48%40%36%33%27%28%CHANGE FROM 201520237%8%13%22%17%65%POINT CHANGE FROM 20152023+3pp+3pp+4pp+6pp+4pp+11pp%of employees by level at the start of 2023REPRESENTATION IN THE CORPORATE PIPELINE BY GENDER AND RACE7Despite gains at the top,women remain underrepresented Over the

10、past nine years,womenand especially women of colorremain underrepresented across the corporate pipeline.6 However,we see a growing bright spot in senior leadership.Since 2015,the number of women in the C-suite has increased from 17 to 28 percent,and the representation of women at the VP and SVP leve

11、ls has also improved significantly.6|WOMEN IN THE WORKPLACE:PIPELINEWOMEN OF COLORWHITE WOMENMEN OF COLORWHITE MEN34%18%29%18%42%18%27%13%48%16%27%9%7%7%6%26%21%22%14%15%15%53%58%56%WOMENMENWomen represent roughly 1 in 4 C-suite leaders,and women of color just 1 in 16.These hard-earned gains are enc

12、ouraging yet fragileProgress remains slow for women at the manager and director levels,creating a weak middle in the pipeline and impacting the majority of women in corporate America.And the“Great Breakup”continues for women at the director level,the group next in line for senior leadership position

13、s.8 Similar to last year,women directors are leaving at a higher rate than in past yearsand at a notably higher rate than men at the same level.As a result of these two dynamics,there are strikingly fewer women in line for top positions.9Moreover,progress for women of color is lagging behind.At near

14、ly every step in the pipeline,the representation of women of color falls relative to white women and men of the same race and ethnicity.Until companies address this inequity head on,women of color will remain severely underrepresented in leadership positionsand mostly absent from the C-suite.7|WOMEN

15、 IN THE WORKPLACE:PIPELINE“People need to see leaders who look like themselves to understand that its possible for them.”BLACK WOMANDIRECTOR,WORKS HYBRIDWomen of color face the steepest drop-off in representation from entry-level to C-suite positions.As they move up the pipeline,their representation

16、 drops by two-thirds.LATINAS OFTEN DONT SEE THEMSELVES IN LEADERSHIPLatinas stand out as being the least likely of any group of women to receive a raise in the last year and also face the steepest climb up the corporate ladder:only 1 percent of C-suite executives are Latina.“Its disheartening to be

17、part of an organization for many years and still not see a person like me in senior leadership,”explains one Latina professional.“Until I see somebody like me in the C-suite,Im never going to really feel like I belong.”Four Myths on the State of Women at WorkPART 2REALITYWomen are becoming less ambi

18、tiousMYTHWomen are more ambitious than before the pandemicand flexibility is fueling that ambitionRecent headlines suggest that womens ambition is diminishing.Our data tell a different story.Women remain highly ambitious,and flexible work is helping them pursue their ambitions.Women are equally as a

19、mbitious as menAt every stage of the pipeline,women are as committed to their careers and as interested in being promoted as men.Women and men at the director levelwhen the C-suite is in closer vieware also equally interested in senior leadership roles.And young women are especially ambitious.10 Nin

20、e in 10 want to be promoted to the next level,and 3 in 4 aspire to become senior leaders.Moreover,the pandemic and increased flexibility did not dampen womens ambitions.Roughly 8 in 10 women want to be promoted to the next level this year,compared to 7 in 10 in 2019.11 And the same holds true for me

21、n.%of women and men and those 30 and under who say their career is important to them and they are interested in being promoted to the next level WOMEN ARE JUST AS COMMITTED TO THEIR CAREERS AND ADVANCING AS MEN96%97%MENWOMEN81%81%MENWOMEN94%93%MENWOMEN96%MENWOMEN96%View career as importantInterested

22、 in getting promoted to the next levelAll employeesAge 30 and underAll employeesAge 30 and under“In my next role,I hope to be a director.I like my current role,but I would like to see myself moving up.”LATINA MOTHERSENIOR MANAGER,WORKS ON-SITE 10|WOMEN IN THE WORKPLACE:AMBITIONWomen of color are eve

23、n more ambitious than white women:96%say that their career is important to them,and 88%want to be promoted to the next level.Women who work hybrid or remotely are no more likely than women who work on-site to consider reducing their hours or switching to a less demanding job.Workplace flexibility he

24、lps unlock womens ambitionsWomen who work hybrid or remotely are as ambitious as women and men who work on-site.Also,women who work flexibly are just as ambitious as women who dont work flexibly.In fact,flexibility is allowing women to pursue their ambitions.One in 5 women say flexibility has helped

25、 them stay at their organization or avoid reducing their hours.A large number of women who work hybrid or remotely point to feeling less fatigued and burned out as a primary benefit.And a majority of women report having more focused time to get their work done when they work remotely.%of women and m

26、en who are interested in being promoted to the next level WOMEN WHO WORK HYBRID OR REMOTELY ARE AS AMBITIOUS AS WOMEN AND MEN WHO WORK ON-SITE11|WOMEN IN THE WORKPLACE:AMBITION“Flexible work has made me more productive because I can build work around whatever Ive got going on with my personal life.I

27、f I wake up early in the morning,I can jump online and go through emails real quick.”WHITE WOMAN,MOTHERDIRECTOR,WORKS REMOTELY WOMENMENOn-siteHybridRemoteOn-siteHybridRemote79%85%80%79%80%83%Interested in getting promoted to the next levelWomens ambition remains high even as they prioritize their pe

28、rsonal lives moreThe pandemic showed women that a new model of balancing work and life was possible.Now,few want to return to the way things were.Most women are taking more steps to prioritize their personal lives,but at no cost to their ambitionthey remain just as committed to their careers,and jus

29、t as interested in advancing,as women who arent.These women are defying the outdated notion that work and life are incompatibleand that one comes at the expense of the other.“The house is crazy.A dog,our four kids,a wife.Being able to juggle all that is going on in the personal life by having flexib

30、ility at work is extremely important.It leads to a healthy balance from my perspective between work and personal life.”WHITE MAN,FATHERDIRECTOR,WORKS HYBRIDMen are also prioritizing both life and career:Roughly 60%of men are taking more steps to prioritize their personal lives,and like women,they ar

31、e just as ambitious as men who arent.12|WOMEN IN THE WORKPLACE:AMBITION%of women and men who are and arent taking more steps to prioritize personal lives who see career as important and want to be promoted 12WOMEN WHO ARE INVESTING MORE IN THEIR PERSONAL LIVES ARE JUST AS AMBITIOUS MEN WOMEN Taking

32、more steps to prioritize their livesView career as importantInterested in getting promoted to the next level97%82%83%97%Not taking more stepsView career as importantInterested in getting promoted to the next level80%80%96%96%The biggest barrier to womens advancement is the“glass ceiling”The“broken r

33、ung”is the greatest obstacle women face on the path to senior leadership MYTHREALITYThe glass ceilinga term coined over 40 years ago to describe an invisible barrier preventing women from reaching senior leadershipis often cited as the primary reason more women dont rise to the top.Our data point to

34、 a bigger problem much earlier in the pipeline.For every 100 men promoted to manager,far fewer women are promoted 100ALL MENALL WOMENWHITE WOMENASIAN WOMENBLACK WOMENLATINAS8791895476Ratio of promotions to manager for men vs.women WOMEN LOSE THE MOST GROUND AT THE FIRST STEP UP TO MANAGER14|WOMEN IN

35、 THE WORKPLACE:BROKEN RUNGThe broken rung remains the biggest barrier women faceFor the ninth consecutive year,women face their biggest hurdle at the first critical step up to manager.This year,for every 100 men promoted from entry level to manager,87 women were promoted.And this gap is trending the

36、 wrong way for women of color:this year,73 women of color were promoted to manager for every 100 men,down from 82 women of color last year.As a result of this broken rung,women fall behind and cant catch up.13 201820192020202120225858829654Progress for early career Black women remains the farthest o

37、ut of reach.14 After rising in 2020 and 2021,likely in response to heightened focus on their advancement,the number of Black women promoted to manager for every 100 men has fallen back to 2019 levels.15100%50%“Ive always done every task,every project ahead of schedule and under budget,and I still co

38、uldnt get the promotions I saw my white colleagues getting.”BLACK WOMANC-SUITE,WORKS HYBRIDHere are three things every company should know about the broken rung:15|WOMEN IN THE WORKPLACE:BROKEN RUNGWomen are not responsible for it Outdated thinking often points to two explanations for the broken run

39、g:women are not asking for promotions,and theyre more likely to step away from work.Neither is true.Women at the entry and manager levels ask for promotions as often as men do,and they are no more likely to leave their companythis year,17 percent of entry-level men chose to leave,compared to 16 perc

40、ent of women at the same level.Bias is a strong driver of the broken rungIf womens career choices dont explain the broken rung,what does?Women are often hired and promoted based on past accomplishments,while men are hired and promoted based on future potential.This unfair thinkingrooted in what soci

41、al scientists refer to as“performance bias”can be particularly challenging.16 Because women early in their careers have shorter track records and similar work experiences relative to their men peers,performance bias can especially disadvantage them at the first promotion to manager.17Until the broke

42、n rung is fixed,gender parity in senior leadership remains out of reachWhile companies are increasing womens representation at the top,doing so without addressing the broken rung offers only a temporary stopgap.Because of the gender disparity in early promotions,men end up holding 60 percent of mana

43、ger-level positions in a typical company,while women occupy 40 percent.Since men significantly outnumber women,there are fewer women to promote to director,and the number of women decreases at every subsequent level.“A president of a tech company said something that stuck with me.She said,Women are

44、hired for what they have done.Men are hired for what they can become.Women have to have a proven record,but men do not.”SOUTHEAST ASIAN WOMANVICE PRESIDENT,WORKS HYBRID Almost a quarter of women 30 and under say that their age has contributed to them missing out on a raise,promotion,or chance to get

45、 ahead.Microaggressions have a large and lasting impact on womenREALITYMicroaggressions have a“micro”impactMYTHThe term microaggressions implies theyre insignificant.This is simply not true.In reality,microaggressions take a heavy toll on women and inhibit their career progression.17|WOMEN IN THE WO

46、RKPLACE:MICROAGGRESSIONSMicroaggressions are demeaning or dismissive comments and actions rooted in biasdirected at a person because of their gender,race,or other aspects of their identity.Self-shielding,also known as self-monitoring,refers to efforts to avoid or protect oneself from mistreatment by

47、 continuously modifying ones behaviors.This includes code-switching,restricting self-expression,or hiding aspects of ones identity.Why the“micro”in microaggressions?The term microaggressions was coined in 1970 by researchers to refer to the prejudiced and exclusionary acts that may be more subtle th

48、an overt discrimination,but nonetheless have a big impact on well-being.23 The popular misunderstanding that microaggressions are minor or insignificant minimizes the real harm they cause.Despite the“micro”in their name,microaggressions have a macro impactMicroaggressions signal disrespect,cause acu

49、te stress,and can negatively impact womens careers and health.18 Years of data show that women experience microaggressions at a significantly higher rate than men:they are twice as likely to be interrupted and hear comments on their emotional state.For women with traditionally marginalized identitie

50、s,these slights happen more often and are even more demeaning.As just one example,Asian and Black women are seven times more likely than white women to be confused with someone of the same race and ethnicity.19As a result,the workplace is a mental minefield for many women,particularly those with tra

51、ditionally marginalized identities.Women who experience microaggressions are much less likely to feel psychologically safe,which makes it harder to take risks,propose new ideas,or raise concerns.20 The stakes just feel too high.On top of this,78 percent of women who face microaggressionsso the vast

52、majorityself-shield at work,or adjust the way they look or act in an effort to protect themselves.21 For example,many women choose not to speak up or share an opinion to avoid seeming difficult or aggressive to their colleagues.The stress caused by these dynamics cuts deep.Women who experience micro

53、aggressionsand self-shield to deflect themare three times more likely to think about quitting their jobs and four times more likely to almost always be burned out.22 By leaving microaggressions unchecked,companies miss out on everything women have to offer and risk losing talented employees.Women wi

54、th traditionally marginalized identities face more microaggressions at work ALL MENALL WOMENLGBTQ+WOMENWOMEN WITH DISABILITIES WHITE WOMENASIAN WOMENLATINASBLACK WOMENMICROAGGRESSIONS 24Challenges to competence14%21%26%32%Others get credit for their ideas21%17%15%22%17%23%33%39%Their judgment is que

55、stioned24%16%17%27%5%9%11%14%Theyve been mistaken for someone more junior9%8%6%9%10%22%30%35%Theyre interrupted or spoken over more than others22%19%19%24%Demeaning and“othering”2%5%13%12%Others comment on their appearance5%3%5%6%6%12%21%25%Others comment on their emotional state12%7%10%13%10%14%23%

56、25%Theyre criticized for their demeanor 25 15%9%14%18%2%4%6%6%Theyre confused with someone else of the same race/ethnicity2%14%6%15%3%4%5%5%They feel judged because of their accent2%7%10%8%5%7%8%9%Others make assumptions about their culture 26 2%17%16%13%BETTER EXPERIENCEWORSE EXPERIENCE18|WOMEN IN

57、THE WORKPLACE:MICROAGGRESSIONSASIAN WOMEN ARE OVERLOOKED AT WORKAsian women are significantly more likely than women overall to be mistaken for other colleagues of the same race or ethnicity.This experience,which is all too common for Black women as well,is not only disrespectful,but it means their

58、contributions at work may go unnoticed.In addition,assumptions about their culture signal a lack of attention and respect.“Ive gotten mistaken for Chinese,”explains one Filipino manager.“People will ask me about some kindof Chinese delicacy assuming that all Asian backgrounds are the same.”As microa

59、ggressions harm women and threaten their psychological safety,they self-shield to protect themselvesBETTER EXPERIENCEWORSE EXPERIENCEALL MENALL WOMENLGBTQ+WOMENWOMEN WITH DISABILITIES WHITE WOMENASIAN WOMENLATINASBLACK WOMENSELF-SHIELDING BEHAVIORS 27 4%8%20%17%They feel pressure to change their app

60、earance to look more professional9%7%7%9%23%32%47%49%They tone down what they say to avoid being unlikable32%28%26%37%4%6%35%29%They hide important aspects of their identity to fit in 6%3%6%5%9%15%28%29%They have to code-switch to blend in with others12%15%15%36%22%31%42%48%They dont speak up or sha

61、re an opinion to avoid seeming difficult31%25%27%39%15%25%33%41%They feel like they have to perform perfectly to avoid scrutiny or judgment24%24%20%33%PSYCHOLOGICAL SAFETY57%56%61%56%They dont worry theyll be penalized for mistakes 28 61%51%44%45%62%54%59%52%They feel comfortable disagreeing with co

62、workers 29 57%51%45%44%52%48%54%49%They rarely feel excluded 30 52%44%39%37%19|WOMEN IN THE WORKPLACE:MICROAGGRESSIONSBLACK WOMEN ARE OFTEN FORCED TO CODE-SWITCHBlack women are more than twice as likely as women overall to code-switch at work by changing their mannerisms,tone,or speaking style.They

63、are also more likely than women of other races and ethnicities not to speak up or share an opinion to avoid appearing difficult or aggressive.“I speak very differently at home than I do at work,”explains one Black woman.“I feel like I have to be careful about the way I say things.”20|WOMEN IN THE WO

64、RKPLACE:MICROAGGRESSIONSMicroaggressions lead to negative outcomes for womenLGBTQ+WOMEN FEEL PRESSURE TO HIDE THEIR FULL IDENTITIES AT WORK More than any other group of women,LGBTQ+women feel the need to hide important parts of their identities to fit in at work.34 They are also 2.5 times more likel

65、y to feel pressure to change their appearance to be perceived as more professional.Such self-shielding behaviors make it harder for them to bring their authentic selves to work.“I had an experience where I think I got turned down for a promotion because of my hair.I wasnt as girly as the others goin

66、g for that role,”explains one director who identifies as bisexual.“And when I looked at myself compared to the other sI didnt wear makeup and I didnt wear jewelryI didnt have an executive presence.”“Its like I have to act extra happy so Im not looked at as bitter because Im a Black woman.And a disab

67、led Black woman at that.If someone says something offensive to me,I have to think about how to respond in a way that does not make me seem like an angry Black woman.”BLACK WOMAN WITH A PHYSICAL DISABILITYENTRY LEVEL,WORKS REMOTELYRoughly 1 in 3 women with disabilities and 1 in 4 LGBTQ+and Black wome

68、n have felt invisible or like their accomplishments didnt get noticed at work.Women who experience microaggressions and self-shield 31 are.4.2xmore likelyto almost always feel burned out3.3xmore likelyto consider leaving their company2.6xmore likelyto say they wouldnt recommend their company 32 3.8x

69、more likelyto feel they dont have an equal opportunity to advance 33“When I was climbing the ladder to executive director,I felt that the only way that I could be successful was to do everything I possibly could to assimilate.I would watch how the white female leaders would dress,how they would comm

70、unicate,how they would interact.I felt I needed to look like that,sound like that,and model that.”LATINAMANAGER,WORKS HYBRIDIN THEIR WORDS“Theres not as many people of color or even women,so I do feel like you need to present yourself a certain way in order to be taken seriously or even considered.”

71、SOUTH ASIAN WOMANENTRY LEVEL,WORKS HYBRID“I had an experience with a boss being painted as sassy,feisty,or rude.I feel like I have to be so careful about how Im doing here about what Im doing herebecause I just feel like Im really going to get mischaracterized if Im not careful with my words.”LATINA

72、,TRANS WOMANENTRY LEVEL,WORKS ON-SITE“I cant change the color of my skin,and that is what makes everyone afraid when I walk into a room.Its the color of my skin.I cant erase it.At the end of the day,if I did not have this color skin,I wouldnt have to work as hard as I do to maintain my seat and prot

73、ect my name.”AFRO-LATINA WOMAN WITH A PHYSICAL DISABILITYC-SUITE,WORKS ON-SITE“We experience a sense of un-belonging in many spaces and constant microaggressions based on our identities as indigenous people.”INDIGENOUS WOMANDIRECTOR,WORKS HYBRID“Being born female,and I present very feminine,people a

74、ssume that Im straight and that Im cisgender.When on-site Im mentally preparing myself for how much I want to disclose about my gender.”WHITE NONBINARY PERSONENTRY LEVEL,WORKS HYBRID21|WOMEN IN THE WORKPLACE:MICROAGGRESSIONSIts mostly women who want and benefit fromflexible workMen and women see fle

75、xibility as a“top 3”employee benefit and critical to their companys successMYTHREALITYHealthcare benefitsOpportunities to work remotelyControl over when you work Mental health benefitsBereavement leaveParental leaveChildcare and caregiver benefitsOpportunities to work on-site23|WOMEN IN THE WORKPLAC

76、E:FLEXIBILITY%of women and men saying these benefits are most important to them EMPLOYEES HIGHLY VALUE OPPORTUNITIES TO WORK FLEXIBLY83%79%60%78%54%24%18%17%15%14%68%38%25%22%22%12%MEN WOMEN Stereotypes about women suggest they are the only workers who care about flexibility.In reality,a majority of

77、 men and women place a high premium on flexible work and point to it as a key benefit.Employees view flexibility as vital todayand for the future of workA vast majority of employees say that opportunities to work remotely and have control over their schedules are top company benefits,second only to

78、healthcare.Workplace flexibility even ranks above tried-and-true benefits such as parental leave and childcare.Flexibility is also core to how employees view the future of work.Half of women and a third of men point to“offering significant flexibility in when and where employees work”as a top-three

79、factor in their companys future success.As workplace flexibility transforms from a nice-to-have for some employees to a crucial benefit for most,women continue to value it more.This is likely because they still do a disproportionate amount of childcare and household work.35 Flexibility refers to rem

80、ote or hybrid work,as well as flexible work options such as the ability to set your own hours.For mothers,flexibility is not just about wherebut also whenthey work.Mothers with young children are especially likely to rank flexible scheduling as a top employee benefit.36 And without flexibility,38%sa

81、y that they would have had to otherwise leave their company or reduce their work hours.%of employees who say they feel this way when working flexibly WOMEN ARE FAR MORE CONFIDENT WORKING FLEXIBLY THAN THEY WERE 2 YEARS AGO 37 A CLOSER LOOKEmployees are increasingly comfortable working flexiblyA majo

82、rity of women and men work more flexibly than they did before the pandemic,and relatively few feel judged or worry it will negatively impact their careers.Most notably,women are far more likely to feel set up to succeed when they work this way than they did two years ago.24|WOMEN IN THE WORKPLACE:FL

83、EXIBILITY“Working from home youre going to be more comfortable,and youre going to get more done in the process.”WHITE WOMANENTRY LEVEL,WORKS HYBRID 202110%12%Set up to succeed2023MENWOMEN32%27%MENWOMEN202118%13%Worried that it will hurt my career2023MENWOMEN11%9%MENWOMEN25|WOMEN IN THE WORKPLACE:FLE

84、XIBILITYWomen and men cite stress-reducing upsides with remote work.Twenty-nine percent of women and 25%of men who work remotely say one of the biggest benefits is having fewer unpleasant interactions with coworkers.Even more53%of women and 36%of menpoint to reduced pressure around managing their pe

85、rsonal style or appearance.When women work remotely,they face fewer microaggressions and have higher levels of psychological safety.39The ability to work remotely delivers benefits to most employeesHybrid and remote work are delivering important benefits to employees.Most women and men point to bett

86、er work-life balance as a primary benefit of remote work,and a majority mention less fatigue and burnout.And research shows that good work-life balance and low burnout are key to organizational success.38Moreover,83 percent of employees say the ability to work more efficiently and productively is a

87、primary benefit of working remotely.However,its worth noting that companies see this differently:only half of HR leaders say employee productivity is a primary benefit of working remotely.%of employees working hybrid or remotely who say this is one of the biggest benefits of their work arrangementTH

88、E TOP 5 BENEFITS OF HYBRID AND REMOTE WORKMEN WOMEN 86%79%80%54%36%32%86%60%53%41%83%79%67%58%29%26%72%62%43%30%HybridRemotely1You have an easier time balancing work/life2You are more efficient and productive3You experience less work burnout or fatigue4You feel less pressure to manage your personal

89、style or appearance5You are better able to coordinate and communicate cross-functionallyWOMENMEN1You feel more personally connected to your coworkers2You have better access to work resources and equipment 3You have an easier time collaborating with coworkers4You are better able to coordinate and com

90、municate cross-functionally5You have more opportunities to hear from and/or interact with senior leaders%of employees working on-site who say this is one of the biggest benefits of their work arrangementTHE TOP 5 BENEFITS OF ON-SITE WORK26|WOMEN IN THE WORKPLACE:FLEXIBILITYOn-site work delivers bene

91、fits to employeesbut with room for improvementEmployees who work in person also see tangible benefits.A majority point to an easier time collaborating and a stronger personal connection to coworkers as the biggest benefits of working on-sitetwo factors central to employee well-being and effectivenes

92、s.However,the culture of office work may be falling short.While 77 percent of companies believe a strong organizational culture is a key benefit of on-site work,most employees disagree:only 39 percent of men and 34 percent of women who work on-site say a key benefit is feeling more connected to thei

93、r organizations culture.On top of this,men are more likely to benefit from working on-site.Gen Z wants to spend some time in the office.Just 18 percent of the youngest employees want to work fully remotely.4061%62%62%61%49%37%60%56%41%37%27|WOMEN IN THE WORKPLACE:FLEXIBILITYA CLOSER LOOKMen are bene

94、fiting disproportionately from on-site work Compared to women,men are more likely to be“in the know,”receive the mentorship and sponsorship they need,and have their accomplishments noticed and rewarded when they work on-site.You feel more connected to your organizations mission and your work when on

95、-site20%29%of women and men who say these things are more true on-site than remote or are benefits of on-site work41 Youre more“in the know”about decisions that impact you and your work when on-siteMEN WOMEN 20%27%You get more of the mentorship and sponsorship you need when on-site16%23%A major bene

96、fit of working on-site is getting useful feedback more often31%22%MEN REPORT GREATER BENEFITS OF WORKING ON-SITE THAN WOMEN28|WOMEN IN THE WORKPLACE:FLEXIBILITY%of companies with policy or guidelines regarding remote and hybrid workA BREAKDOWN OF COMPANIES HYBRID,REMOTE,AND ON-SITE POLICIES No forma

97、l policy57%3 daysPolicy for teams/business unitsEnterprise-wide policy24%19%57%22%2 days6%4 days3%5 days6%1 day2%Less than once a week5%NeverA majority of companies with enterprise-wide policies require 23 days in the office 42 Industry 43Policy breakdown by industryAverage number of days required o

98、n-sitePublic and social sectorFinanceEnergy and basic materials Food and restaurantsTechTransportation,logistics,and infrastructureRetailEngineering,automotive and industrial manufacturingHealthcare2.2ACROSS DIFFERENT INDUSTRIES,COMPANY POLICIES VARY WIDELY 100%66%63%47%23%11%22%15%32%21%2.82.72.53.

99、01.9BY THE NUMBERSEnterprise-level policy or guidelines No enterprise-level policy or guidelines;individual teams/business units have their own policiesNo specific guidelines on the frequency that employees should be in office2.82.82.358%31%12%54%8%38%53%33%13%37%11%53%52%28%20%Recommendations for c

100、ompaniesPART 3Measure employees outcomes and experiencesand use the data to fix trouble spotsCompanies should track outcomes for drivers of womens advancement:hiring,promotions,and attrition.Visibility into other metrics that influence career progression is also important,such as participation in ca

101、reer development programs,performance ratings,and employee sentiments on job satisfaction and inclusion.Then its critical that companies mine their data for insights that will improve womens experiences and create equal opportunities for advancement.Ultimately,data tracking is only valuable if it le

102、ads to organizational change.1Track outcomes to improve womens experience and progressionTracking outcomes is critical to any successful business initiative.Most companies do this consistently when it comes to achieving their financial objectives,but few apply the same rigor to womens advancement.He

103、re are three steps to get started:30|WOMEN IN THE WORKPLACE:RECOMMENDATIONSAs companies work to support and advance women,they should focus on five core areas:Tracking outcomes for womens representationEmpowering managers to be effective people leadersAddressing microaggressions head onUnlocking the

104、 full potential of flexible workFixing the broken rung,once and for all Take an intersectional approach to outcome trackingTracking metrics by race and gender combined should be table stakes.Yet even now,fewer than half of companies do this,and far fewer track data by other self-reported identifiers

105、,such as LGBTQ+identity.44 Without this level of visibility,the experiences and career progression of women with traditionally marginalized identities can go overlooked.Share internal goals and metrics with employeesAwareness is a valuable tool for driving changewhen employees are able to see opport

106、unities and challenges,theyre more invested in being part of the solution.45 In addition,transparency with diversity,equity,and inclusion(DEI)goals and metrics can send a powerful signal to employees with traditionally marginalized identities that they are supported within the organization.31|WOMEN

107、IN THE WORKPLACE:RECOMMENDATIONS32Clarify managers priorities and reward resultsCompanies need to explicitly communicate to managers what is core to their roles and incentivize them to take action.The most effective way to do this is to include responsibilities like career development,DEI,and employ

108、ee well-being in managers job descriptions and performance reviews.Yet relatively few companies evaluate managers on metrics linked to employee career progression and satisfaction.For example,although 61 percent of companies point to DEI as a top manager capability,only 28 percent of people managers

109、 say their company recognizes DEI in performance reviews.This discrepancy may partially explain why relatively few employees say their manager treats DEI as a priority.Equip managers with the skills they need to be successfulTo effectively manage the new demands being placed on them,managers need on

110、going education.This includes repeated,relevant,and high-quality training that emphasizes specific examples of core concepts and includes concrete actions that managers can incorporate into their daily practices.And topics should be carefully selected to give managers the tools they need to be succe

111、ssfulfor example,a focused training on how to manage a dispersed team may be far more valuable than a broader training on management essentials.Finally,companies should adopt an“often and varied”approach to training and upskilling and create regular opportunities for coaching so that managers can co

112、ntinue to build the awareness and capabilities they need to be effective.Support and reward managers as key drivers of organizational changeManagers are on the front lines of employees experiences and central to driving organizational change.As companies more deeply invest in the culture of work,man

113、agers play an increasingly critical role in fostering DEI,ensuring employee well-being,and navigating the shift to flexible work.These are all important business priorities,but managers do not always get the direction and support they need to deliver on them.Here are three steps to get started:32|WO

114、MEN IN THE WORKPLACE:RECOMMENDATIONS12According to companies,the three most critical mindsets and abilities for managers are:1.Treating DEI as a top business priority2.A strong growth mindset and willingness to evolve as a leader3.The ability to build trusting relationships with teamsMake sure manag

115、ers have the time and support to get it rightIt requires significant intentionality and follow-through to be a good people and culture leader,and this is particularly true when it comes to fostering DEI.Companies need to make sure their managers have the time and resources to do these aspects of the

116、ir job well.On top of this,companies should put policies and systems in place to make it easier for managers.As a few examples,many managers would benefit from sample scripts for challenging conversations and standardized questions to gauge their team members well-being and job satisfaction in one-o

117、n-one meetings.4633|WOMEN IN THE WORKPLACE:RECOMMENDATIONS%of women and men who say that their manager consistently takes these actionsA SNAPSHOT OF MANAGER ACTIONSMEN WOMEN 348%46%63%64%57%58%38%34%54%54%50%51%64%66%50%100%Mentors and guides youBuilds a trusting relationship with you and other team

118、 membersTreats employee well-being as a top priorityTreats diversity,equity,and inclusion as a top priorityFocuses on your results instead of where and when work gets doneShows a growth mindset and willingness to evolve as a leaderCommunicates with you and your team in a proactive and intentional wa

119、yA CLOSER LOOKMost companies say DEI is a top and growing priorityand critical to their successMost companies have increased or maintained their financial and staffing investments in diversity,equity and inclusion over the past year.And nearly three in four say DEI is critical to their future succes

120、s.%of companies that say staff and budget for DEI work has increased,decreased,or stayed the sameTHE MAJORITY OF COMPANIES HAVE DEEPENED THEIR INVESTMENTS IN DEI OVER THE PAST YEAR 47%of companies selecting this as one of the top 3 most important things to focus on for the future success of their or

121、ganizationCOMPANIES POINT TO DEI AS A TOP 3 DRIVER OF THEIR FUTURE SUCCESS34|WOMEN IN THE WORKPLACE:RECOMMENDATIONS60%Increased investment4%Decreased investment34%Maintained investment1Fostering diversity,equity,and inclusion 73%2Effective people management 59%3Fostering a culture of innovation 45%M

122、ake clear that microaggressions are not acceptableMany people dont realize the harm microaggressions cause.To raise employee awareness and set the right tone,its crucial that senior leaders communicate that microaggressions and disrespectful behavior of any kind are not welcome.Companies can help wi

123、th this by developing a code of conduct that articulates what supportive and respectful behavior looks likeas well as whats unacceptable and uncivil behavior.Teach employees to avoid and challenge microaggressionsMost people dont fully understand how microaggressions work,so they end up saying and d

124、oing things that are hurtful.48 Similarly,employees often dont recognize microaggressions,let alone know what to say or do to be helpful.49 Thats why its so important that companies have employees participate in high-quality bias and allyship training and receive periodic refreshers to keep key lear

125、nings top of mind.Take steps to put an end to microaggressionsMicroaggressions are pervasive,harmful to the employees who experience them,and result in missed ideas and lost talent.Companies need to address microaggressions head on.Here are three steps to get started:Create a culture where its norma

126、l to surface microaggressionsIts important for companies to foster a culture that encourages employees to speak up when they see microaggressions or other disrespectful behavior.Although these conversations can be difficult,they often lead to valuable learning and growth.Senior leaders can play an i

127、mportant role in modeling that it is safe to surface and discuss these behaviors.5035|WOMEN IN THE WORKPLACE:RECOMMENDATIONS231Establish clear expectations and norms around working flexiblyWithout this clarity,employees may have very different and conflicting interpretations of whats expected of the

128、m,which can create confusion and make coordination on and across teams difficult.As part of this process,companies need to find the right balance between setting organization-wide guidelines and allowing managers to work with their teams to determine an approach that works best for them.Measure the

129、impact of new initiatives to support flexibility and adjust as neededThe last thing companies want to do is fly in the dark as they navigate the transition to flexible work.As organizations roll out new practices and programs to support flexibility,they should carefully track whats working,and whats

130、 not,and adjust their approach accordinglya test-and-learn mentality and a spirit of co-creation with employees are critical to getting these changes right.36|WOMEN IN THE WORKPLACE:RECOMMENDATIONSInvest in tracking and optimizing flexibilityThe past few years have seen a transformation in how we wo

131、rk.Flexibility is now the norm inmost companies;the next step is unlocking its full potential and bringing out the best of whatdifferent work arrangements have to offer.Here are three steps to get started:Women at companies with supportive flexible policies are more likely to report having equal opp

132、ortunities to advanceand are less likely to consider leaving.12Most employers now offer opportunities to work flexibly and remotelyand the vast majority have maintained or increased their flexible work options in the last year.Yet less than 10%of HR leaders point to“offering significant flexibility

133、in where and when employees work”as a top-three driver of their companys future success,compared to 42%of employees.This misalignment may signal that companies have not yet internalized how beneficial flexibility is to their employeesand by extension,to their business.Trained managers on how to work

134、 with remote and flex employeesProvided networking opportunities across work arrangementsCommunicated that employees should not be penalized for working flexiblyRedesigned performance evaluations to emphasize results,not where and when employees workTracked promotions and other outcomes by work arra

135、ngementPut safeguards in place to ensure a level playing field across work arrangementsCompanies should take steps to ensure that employees arent penalized for working flexibly.This includes putting systems in place to make sure that employees are evaluated fairly,such as redesigning performance rev

136、iews to focus on results,rather than when and where work gets done.Managers should also be equipped to be part of the solution.This requires educating managers on flexibility stigma and the importance of making sure their team members get equal recognition for their contributions and equal opportuni

137、ties to advance.In addition,to ensure the playing field is leveled,companies should track outcomes by work arrangement to see if employees are getting the same opportunities and advancing at similar rates.Few companies currently track outcomes across work arrangements.For example,only 30%have tracke

138、d the impact of their return-to-office policies on key DEI outcomes.37|WOMEN IN THE WORKPLACE:RECOMMENDATIONS52%44%29%17%9%100%ACTIONS COMPANIES HAVE TAKEN TO ENSURE EQUAL OPPORTUNITY ACROSS WORK ARRANGEMENTS%of companies that have done the following to ensure equal opportunities for career developm

139、ent and progression regardless of working model 5250%3Flexibility stigma is the unfair judgment that employees often face when they work flexible hours or work from home.Research shows that employees who work flexibly face more doubts about their productivity and commitment,even when they produce th

140、e same results as their colleagues.51Track inputs and outcomesTo uncover inequities in the promotions process,companiesneed to track who is put up for and who receives promotions,by race and gender combined.Tracking with this intersectional lens enables employers to identify and address the obstacle

141、s faced by women of color,and companies can use these data to identify otherwise invisible gaps and refine their promotions processes.Work to de-bias performance reviews and promotionsLeaders should put safeguards in place to ensure that evaluation criteria are applied fairly and bias doesnt creep i

142、nto decision-making.Companies can take these actions:Send“bias”reminders before performance evaluations and promotion cycles explaining how common biases can impact reviewers assessments.Research shows that anti-bias training can wear off over time,so seasonal refreshers like this can make a big dif

143、ference.53Appoint a“bias monitor”to keep performance evaluations and promotions discussions focused on the core criteria for the job and surface potentially biased decision-making.Research shows that this has a large impact by shutting down conversations that are likely influenced by bias.54 Have re

144、viewers explain the rationale behind their performance evaluations and promotion recommendations.When individuals have to justify their decisions,they are less likely to make snap judgments or rely on gut feelings,which are prone to bias.38|WOMEN IN THE WORKPLACE:RECOMMENDATIONSFix the broken rung f

145、or women,with a focus on women of colorFixing the broken rung is a tangible,achievable goal and will set off a positive chain reaction across the pipeline.After nine years of very little progress,there is no excuse for companies failing to take action.Here are three steps to get started:Companies ne

146、ed clear evaluation criteria to stop bias from entering hiring and reviews.Evaluation tools should be easy to use and designed to gather measurable,objective input that can be compared across candidates.12Invest in career advancement for women of colorCompanies should make sure their career developm

147、ent programs address the distinct biases and barriers that women of color experience.Yet only a fraction of companies tailor career program content for women of color.And given that women of color tend to get less career advice and have less access to senior leaders,formal mentorship and sponsorship

148、 programs can be particularly impactful.55 Its also important that companies track the outcomes of their career development programs with an intersectional lensto ensure they are having the intended impact and not inadvertently perpetuating inequitable outcomes.39|WOMEN IN THE WORKPLACE:RECOMMENDATI

149、ONSThere are clear and consistent criteria for evaluating performancePerformance criteria are consistently applied for all employeesThere are quantifiable measures for performance(e.g.,ratings of one to five)Evaluators are given timely guidance on how to avoid bias(e.g.,unconscious bias)as part of e

150、valuator instructionsThere is a method in place for surfacing biased comments or evaluationsCOMPANIES CAN DO MORE TO DE-BIAS THEIR PERFORMANCE REVIEW PROCESSES%of companies and%of employees saying this is true for performance reviews at their company75%47%58%19%29%10%62%35%83%42%What employees sayWh

151、at companies say100%3Less than half of companies track the outcomes of career development programs by gender and race combined,and fewer than 1 in 5 do so for sponsorship and mentorship programs.50%DEI tracking and metricsRegularly audit DEI policies and programsConduct root cause analysis of DEI ch

152、allenges to design targeted solutionsCareer advancement initiativesCareer development programs with tailored content for womenCareer development programs with tailored content for women of colorERGs with tailored content for womenERGs with tailored content for women of colorSystem for tracking promo

153、tion outcomes of those participating in career programsSupport for flexible working modelsMeasure the use and impact of flexibility policiesGather feedback from employees who work flexibly(e.g.,satisfaction)Put policies in place to ensure equal opportunities for career development and progression ac

154、ross work arrangementsTrain managers so theyre better equipped to manage employees working remotely and/or at flexible times40|WOMEN IN THE WORKPLACE:RECOMMENDATIONSPRACTICES OF TOP PERFORMING COMPANIES%of top performing companies vs.%of all other companies who report having this policy,practice,or

155、program Practices of top performing companies Companies with strong womens representation across the pipeline are more likely to have certain practices in place.The following data are based on an analysis of top performerscompanies that have a higher representation of women and women of color than t

156、heir industry peers.ALL OTHER COMPANIESTOP PERFORMING COMPANIES100%50%70%54%79%43%95%76%80%67%61%44%45%24%67%48%93%83%64%48%80%61%64%47%41|WOMEN IN THE WORKPLACE:RECOMMENDATIONSPRACTICES OF TOP PERFORMING COMPANIES%of top performing companies vs.%of all other organizations who report having this pol

157、icy,practice,or program Manager trainings on core topics Cultivating a growth mindset and willingness to evolve as a leaderEffectively supporting employee well-beingFostering diversity,equity,and inclusionBuilding trusting relationships with teamsProactively and intentionally communicating with team

158、s across different work modelsMentoring and guiding employees across different working modelsPerformance reviews Evaluate employees for contributing to a positive cultureEvaluate employees for fostering DEIEmployee benefits and support Childcare reimbursementsSupports for employees caring for sick o

159、r elderly adults43%29%84%67%100%50%ALL OTHER COMPANIESTOP PERFORMING COMPANIES75%50%78%60%87%68%72%57%99%85%91%78%81%67%65%51%AcknowledgmentsMcKinsey&Company and LeanIn.Org would like to thank the 276 companies and more than 27,000 employees who participated in this years study.By sharing their info

160、rmation and insights,theyve given us new visibility into the state of women in the workplace and the steps companies can take to achieve gender equality.We appreciate the continued help of Defined Contribution Institutional Investment Association(DCIIA),The Equity Collaborative,Expanding Equity,Inte

161、rnational Dairy Foods Association(IDFA),Massachusetts High Technology Council(MHTC),PayTech Women,The Press Forward,and Womens Foodservice Forum(WFF)in convening participants in their respective industries.We would like to thank Qualtrics and IntelliSurvey for their help in conducting the surveys fo

162、r this study and Getty Images for providing the photography from the Lean In Collection used in this report and website.ADDITIONAL RESOURCES FOR COMPANIESLean In runs programs to support women and improve the culture of workand theyre available at no cost,because every company should have the tools

163、to build an equitable workplace.Our 50 Ways to Fight Bias training takes the guesswork out of identifying and challenging bias with specific research-backed recommendations for what to say and do.Allyship at Work focuses on practical steps managers and employees can take to practice allyship.And our

164、 Lean In Circles program brings women together for peer mentorship and skill building,and pairs well with our new Women at Work Collectiona leadership curriculum designed specifically for women and customizable for women of color,LGBTQ+women,and women with disabilities.Find out why thousands of orga

165、nizations like Adidas,Sony Music Group,and Walmart are using our programs and how you can bring them to your company at leanin.org/partner.McKinsey&Company has made a commitment to researching and building diverse leadership,as well as inclusive and equitable work environments.We have a track record

166、 of client service to institutions working to modernize their talent and business processes as well as cultures to support these aims.McKinsey offers award-winning programs to equip leaders with the network,capabilities,and mindsets needed to achieve their goals.Our Connected Leaders Academy has enr

167、olled 67,000 leaders.This programoffered at no cost and which includes customized content relevant to Black,Hispanic and Latino,and Asian leadersfocuses on early professionals,midcareer managers,and senior executives.Our DEI Maturity Assessment has provided 250+clients with a comprehensive framework

168、 to assess and drive their DEI strategy.Inclusion assessment has been used by 100+clients to assess employee perspectives on how effectively leaders,peers,and systems support inclusion in the workplace.We also offer an Inclusion Incubator program aimed at fostering meaningful inclusive leadership be

169、haviors.Visit https:/ to explore McKinseys client service,research,and insights on DEI.42|WOMEN IN THE WORKPLACE:ACKNOWLEDGMENTSReport authorsRACHEL THOMAS is cofounder and CEO of LeanIn.Org and cofounded the Women in the Workplace study in 2015.Under her leadership,Lean In has become a go-to resour

170、ce for original research and educational programs to advance women and foster diversity,equity,and inclusion in the workplace.Rachel regularly speaks and writes on issues at the intersection of women and work.CAROLINE FAIRCHILD is editor in chief and VP of education at LeanIn.Org.Before Lean In,Caro

171、line worked in journalism,most recently at LinkedIn News,where she led coverage of women in the workplace,and Fortune,where she founded The Broadsheet,a popular newsletter on women leaders.GINA CARDAZONE,Ph.D.,is the research principal at LeanIn.Org.She is a community and cultural psychologist speci

172、alizing in mixed-methods research.Prior to Lean In,she was a research consultant working with NGOs,universities,and government agencies.MARIANNE COOPER,Ph.D.,is a sociologist at the VMware Womens Leadership Innovation Lab at Stanford University,where she conducts research on gender,womens leadership

173、,and diversity and inclusion.She has written on these topics for The Atlantic,The New York Times,and Harvard Business Review.PRIYA FIELDING-SINGH,Ph.D.,is a senior manager of research and education at LeanIn.Org.She previously worked in academia as an applied social scientist,mixed-methods researche

174、r,and book author focused on gender and health equity.MARY NOBLE-TOLLA,Ph.D.,is a senior manager of research and content at LeanIn.Org.Mary worked in journalism and wrote on politics and social justice.She also taught English and politics at Oxford and Princeton.AMBER BURTON is a manager of research

175、 and education at LeanIn.Org.Prior to Lean In,she worked in journalism covering HR,DEI,and the future of work for Fortune magazine,Protocol,and The Wall Street Journal.Additional writers and analysts:Briana EdwardsThamara JeanLizbeth Kim,Ph.D.Jemma YorkALEXIS KRIVKOVICH is the managing partner for M

176、cKinseys Bay Area office and oversees FinTech efforts in North America.She serves financial services and technology companies as they seek to align their organizations for growth and productivity.Alexis cofounded the Women in the Workplace research,is passionate about supporting executive teams to e

177、xecute on their diversity strategies,and invests deeply in sponsoring younger women to build thriving careers.LAREINA YEE is a senior partner in McKinseys Bay Area office.She is the chair of McKinseys Global Technology Council and focuses on helping clients grow and sustain results.Lareina cofounded

178、 the Women in the Workplace research,served as McKinseys first chief diversity and inclusion officer,and is a leading expert on advancing diversity in business,championing best practices that companies can use to change results.She previously authored Race in the Workplace and Diversity Matters.EMIL

179、Y FIELD is a partner in McKinseys Seattle office in the People and Organizational Performance practice.She advises organizations globally across industries to deliver on their performance goals and people aspirations.She has written about the importance of managers in Harvard Business Review and is

180、the author of Power to the Middle:Why Managers Hold the Keys to the Future of Work(Boston:Harvard Business Review Press,July 2023).NICOLE ROBINSON,Ph.D.,is an associate partner in McKinseys Bay Area office and a leader of diversity,equity,and inclusion work across the firm.She is dedicated to helpin

181、g clients through transformational change that meaningfully improves equity within organizations.For more than fifteen years,Nicole has researched and published articles on the impact of gender issues on cultures,language,and careers.SANDRA KUEGELE is an engagement manager in McKinseys Washington,D.

182、C.,office.She helps clients across sectors to ignite strategic and organizational change with a focus on education,culture,leadership,and workforce development.In previous academic work,she researched bias in decision-making and tools for emotional well-being of frontline workers in education.43|WOM

183、EN IN THE WORKPLACE:REPORT AUTHORS44|WOMEN IN THE WORKPLACE:CORPORATE PIPELINE BY INDUSTRYAlthough women are broadly underrepresented in corporate America,the talent pipeline varies by industry.Some industries struggle to attract entry-level women(e.g.,Technology:Hardware;IT and Telecom;Engineering

184、and Industrial Manufacturing),while others fail to advance women into middle management(Energy,Utilities,and Basic Materials)or senior leadership(Oil and Gas).Industries have different talent pipelinesCORPORATE PIPELINE BY INDUSTRYASSET MANAGEMENT AND INSTITUTIONAL INVESTORSBANKING AND CONSUMER FINA

185、NCECONSUMER PACKAGED GOODSENERGY,UTILITIES,AND BASIC MATERIALSENGINEERING AND INDUSTRIAL MANUFACTURINGIT SERVICES AND TELECOMINSURANCEHEALTHCARE SYSTEMS AND SERVICESFOOD AND BEVERAGE DISTRIBUTIONENTRY LEVELMANAGERSR.MANAGERVPSVPC-SUITE45%41%41%28%22%22%53%44%38%32%30%34%53%49%44%44%31%35%36%24%24%25

186、%21%30%33%26%25%23%24%22%54%44%42%35%16%15%49%39%37%33%28%23%76%70%61%50%46%32%42%35%29%28%30%28%63%55%41%37%31%30%FOOD AND BEVERAGE MANUFACTURINGMEDIA AND ENTERTAINMENTOIL AND GASPHARMACEUTICALS AND MEDICAL PRODUCTSPROFESSIONAL AND INFORMATION SERVICESPUBLIC AND SOCIAL SECTORRETAILTECHNOLOGY:HARDWA

187、RERESTAURANTSTECHNOLOGY:SOFTWARETRANSPORTATION,LOGISTICS,AND INFRASTRUCTUREENTRY LEVELMANAGERSR.MANAGERVPSVPC-SUITE50%44%43%45%34%39%39%25%23%23%13%15%55%51%44%39%33%38%52%43%33%33%24%26%49%46%43%41%36%32%58%48%43%41%40%32%58%50%43%39%37%36%32%27%23%22%17%24%43%38%37%36%30%30%48%37%33%35%28%25%45|WO

188、MEN IN THE WORKPLACE:CORPORATE PIPELINE BY INDUSTRYMethodologyRESEARCH PARTICIPATIONThis report is based on research from 276 companies across the United States and Canada,building on similar research conducted annually by McKinsey&Company and LeanIn.Org since 2015,as well as research from McKinsey&

189、Company in 2012.A total of 276 participating companies from the private,public,and social sectors submitted talent pipeline data,and 274 of them also submitted HR policies and programs data.In addition,more than 27,000 employees from 33 companies were surveyed on their workplace experiences.We also

190、interviewed 39 women and nonbinary individuals,including people of different races and ethnicities,LGBTQ+individuals,and people with disabilities at all levels in their organizations,working remotely,hybrid,or on-site.We grouped companies by industry to create benchmarks that provide peer comparison

191、s.The number of companies from each industry is as follows:Asset Management and Institutional Investors28Banking and Consumer Finance22Consumer Packaged Goods9Energy,Utilities,and Basic Materials17Engineering and Industrial Manufacturing25Food and Beverage Distribution7Food and Beverage Manufacturin

192、g7Healthcare Systems and Services23Insurance12IT Services and Telecom6Media and Entertainment5Oil and Gas9Pharmaceutical and Medical Products18Professional and Information Services8Public and Social Sector7Restaurants12Retail10Tech:Hardware13Tech:Software20Transportation,Logistics,and Infrastructure

193、15Other3Companies opted in to the study in response to invitations from McKinsey&Company and LeanIn.Org or by indicating interest through our public website.Participation in the Employee Experience Survey was encouraged,but optional.All talent pipeline data collection occurred between May and July 2

194、023.Talent pipeline data reflect representation of men and women as of December 31,2022,as well as personnel changes(e.g.,due to promotion,hiring,attrition)during 2022.Therefore,all talent pipeline data do not represent any changes that occurred during 2023.In July 2023,52 companies also submitted o

195、ptional“H1”data on their talent pipeline representation and personnel changes for the first half of 2023.Human resource leaders and professionals provided information on policies,programs,and priorities on behalf of their company between June and September 2023.Additionally,employees were surveyed o

196、n their workplace experiences between June and August 2023.These datasets represent point-in-time snapshots and reflect companies responses and employees experiences at the time the survey was taken.Where appropriate,some statements describing womens experiences in the workplace were taken from past

197、 survey data that have been published in prior Women in the Workplace reports.PIPELINE DATA AND ANALYTICS Overall Metrics All pipeline metrics(e.g.,representation,promotion rates,hiring shares,attrition rates)were initially calculated for each participating company.Company results were then averaged

198、 for each industry and each industrys data were weighted by the composition of the Fortune 500 in 2022.This enabled us to avoid overemphasizing or underemphasizing particular industries and better estimate trends over time based on each years sample of companies.The industry breakdown of the Fortune

199、 500 used for our weighting was:Energy and Basic Materials19%Engineering and Automotive and Industrial Manufacturing10%Finance19%Food and Restaurants7%Healthcare8%Media and Entertainment2%Professional and Information Services4%Retail18%Tech11%Transportation,Logistics,and Infrastructure3%Definition o

200、f Job Levels Companies categorized their employees into six levels based on the following standard definitions,taking into account reporting structure and salaries.The levels and definitions provided were:L1Executives:CEO and direct reports to CEO,responsible for company operations and profitability

201、(board members are not included in our primary analyses unless they are also employees)L2Senior vice presidents and other similar roles:senior leaders of the organization with significant business unit or functional oversight L3Vice presidents and other similar roles:leaders within the organization,

202、responsible for activities/initiatives within a subunit of a business unit or function,or who report directly to senior vice presidents L4Directors:seasoned managers and contributors,with responsibility for multiple teams and discrete functions or operating units L5Managers:junior managers and contr

203、ibutors,responsible for small teams and/or functional units or operations L6Entry level:employees responsible for carrying out discrete tasks and participating on teams,typically in an office or corporate setting(field employees like cashiers or customer service representatives are not included in o

204、ur primary talent pipeline analyses)46|WOMEN IN THE WORKPLACE:METHODOLOGYTALENT PIPELINEMetrics and Analytics Talent pipeline data included the representation of men and women(overall,in line versus staff roles,by race/ethnicity,and optionally for functional roles like marketing,sales,and engineerin

205、g).In addition,companies reported the number of men and women who were hired,promoted,and who left the company(overall,by race/ethnicity,and optionally for functional roles like marketing,sales,and engineering roles,as well as optionally for voluntarily versus involuntarily leaving).Promotion and at

206、trition rates were calculated for women and men,overall and by race/ethnicity,at each level.Promotion rates were calculated by dividing the number of promotions of that gender into a level by the number of employees of that gender in the level below at the start of the year.Attrition rates were calc

207、ulated by dividing the number of each gender who left the company at a given level by the number of employees of that gender in that level at the start of the year.Submitted data were checked for consistency and inconsistent data were excluded as needed.EMPLOYEE EXPERIENCE SURVEY AND ANALYTICS Surve

208、y Participation More than 27,000 employees from 33 organizations elected to participate in the Employee Experience Survey.The survey questions covered multiple themes(e.g.,overall satisfaction,flexibility and remote/hybrid workplaces,advancement,employee well-being,equity,mentorship,sponsorship)as w

209、ell as demographic questions(e.g.,gender,gender of primary manager,race/ethnicity,age,disability,sexual orientation,role,family status,household characteristics,and responsibilities).Bivariate and Multivariate Statistical Reporting Survey results were reported as an unweighted polled average of resp

210、onses across companies.Many of the questions offered a five-point labeled response scale(e.g.,“Strongly disagree”to“Strongly agree”).Unless otherwise specified,analyses aggregated the top two and bottom two boxes of the response scale(e.g.,combining“Somewhat agree”and“Strongly agree”).Where we highl

211、ight differences between genders or other groups,we highlight only those differences that are substantial and reliable.To that end,all differences noted in this report are statistically significant to a 95 percent confidence level and/or reflect a difference of at least five percentage points betwee

212、n two groups unless otherwise indicated.Definition of Remote Work Status Composite Variable Participants were asked how often they currently work on-site and were given interval-level responses as options.During the data analysis,the five options were transformed into the following variables:Remote:

213、Never,or less than one day a week on-siteHybrid:1 day,2 days,3 days,or 4 days a week on-site On-site:5 days a week on-siteHR PROGRAMS AND POLICIESHuman resource professionals from two hundred seventy-four organizations provided information on gender diversity policies and programs on behalf of their

214、 organization.We report the percentage of organizations that have a program,policy,priority,or position out of the total number of companies that submitted HR program/policy data.QUALITATIVE INTERVIEWSWe conducted individual interviews with 38 women,men,and nonbinary employees across multiple indust

215、ries.Interviewees were volunteers selected to reflect a range of levels,departments,and demographic groups.Our interviews focused on workplace experiences to gain a deeper understanding of the quantitative findings from the employee survey.Individual names,company names,and any other identifying inf

216、ormation were kept strictly confidential,and individuals are anonymized in this report.Within the quotes,some identifying details may have been altered and/or withheld to protect the speakers anonymity.Quotes have been edited for clarity.HR AND DEI BEST PRACTICESDEI best practices are based on a top

217、 performer analysis conducted with pipeline data and HR survey data.This is supplemented by external research,past Women in the Workplace studies,and responses from subject matter experts about what has been most effective in improving representation and advancement of women.We used talent pipeline

218、data from 271 companies that participated in both the Talent Pipeline and HR Surveys in 2023 to identify organizations that outperform representation of women and women of color metrics.We compared their total women and women of color representation for L1 to L6 to their industrys average for these

219、values.We then ranked the companies by the extent to which they outperformed this years industry benchmarks for total women and women of color representation from L1 to L6 in the pipeline to identify the top quartile of companies.The key HR practices and policies that drive progress were based on th

220、e top performer analysis and were defined as practices where there was a statistically significant difference in the percentage of top performing organizations(n=69)and nontop performing organizations(n=202)that have adopted that practice.In cases where recommendations included multiple individual p

221、ractices(e.g.,sponsorship and/or mentorship programs for women and women of color),the recommendation was classified as a significant practice if there was at least one statistically significant difference between top performers and all other companies in the analyses for any of the listed practices

222、.To further inform solutions,we conducted additional deep-dive analyses for theme-related top performer groups,including assessing what practices are adopted significantly more by organizations that have managed to promote women to the manager level at more similar rates to men and by organizations

223、that had lower voluntary attrition than their industry average.Methodology47|WOMEN IN THE WORKPLACE:METHODOLOGYEndnotes1 This report contains stock photographs for illustrative purposes only.Images do not reflect the identities of the women quoted.Within the quotes,some identifying details may have

224、been altered and/or withheld to protect the speakers anonymity.2 In this study,“women”includes cisgender and transgender women.Due to small sample sizes for transgender women,data are reported for“women overall”or“LGBTQ+women”in aggregate.Women of color include Black,Latina,Asian,Native American/Ame

225、rican Indian/Indigenous or Alaskan Native,Native Hawaiian,Pacific Islander,Middle Eastern,or mixed-race women.Due to small sample sizes for other racial and ethnic groups,reported findings on individual racial/ethnic groups are restricted to Black women,Latinas,and Asian women.3 Except where otherwi

226、se noted,“senior leadership”refers to individuals at the vice president level or above(L1 to L3 in Methodology).4 Except where otherwise noted,the“middle of the pipeline”refers to individuals at the manager and director level(L5 and L4 in Methodology).5 Except where otherwise noted,“flexible work”or

227、“flexibility”refers to remote or hybrid work,as well as flexible work options such as the ability to set your own hours.6 Total percent of women and men per level in the race and gender pipeline may not sum to overall corporate pipeline totals,as the race pipeline does not include employees with unr

228、eported race data.Some percentages may sum to 99 percent or 101 percent due to rounding.7 Pipeline data in this report are based on data from the end of 2022 and do not reflect changes through 2023.8 LeanIn.Org and McKinsey&Company,Women in the Workplace 2022(October 2022),https:/ These trends conti

229、nued throughout the first half of 2023,based on our analysis of pipeline data from a subset of 52 company participants.10 Except where otherwise noted,“young women”and“young men”refer to employees 30 and under.11 Full questions:2023 How interested are you in the following?Being promoted to the next

230、level Selected“Very interested”or“Somewhat interested”;2019 Do you want to be promoted to the next level?Selected“Yes,I would like to be promoted”.12 Full questions:I am taking steps to prioritize my personal life more than I did before the pandemic Respondents selected from“Strongly agree,”“Somewha

231、t agree,”“Neither agree nor disagree,”“Somewhat disagree,”Strongly disagree”;My career is important to me Respondents selected from“Strongly agree,”“Somewhat agree,”“Neither agree nor disagree,”“Somewhat disagree,”Strongly disagree”;How interested are you in the following?Getting promoted to the nex

232、t level:Respondents selected from“Very interested,”Somewhat interested,”“Neither interested nor uninterested,”“Somewhat uninterested”“Very uninterested”.13 In this study,numbers for the“broken rung”assume an equal number of men,women,and women of color at entry level(L6 in Methodology).14 Entry-leve

233、l workers are defined as individual contributors responsible for carrying out discrete tasks and participating on teams,typically in an office or corporate setting(e.g.,business analyst,software engineer,paralegal,operations support).Here,“early career individual”refers to entry-level employees.15 U

234、npublished data,LeanIn.Org and McKinsey&Company,Women in the Workplace 2022 and Women in the Workplace 2021;published data from Women in the Workplace 20182020,https:/ LeanIn.Org,50 Ways to Fight Bias,https:/leanin.org/50-ways-to-fight-gender-bias;Joan C.Williams and Rachel Dempsey,What Works for Wo

235、men at Work(New York:NYU Press,2014);Laurie Rudman,Corrine A.Moss-Racusin,et al.,“Reactions to Vanguards:Advances in Backlash Theory,”Advances in Experimental Social Psychology 45(2012).17 Ibid.18 Monnica T.Williams,“Microaggressions:Clarification,Evidence,and Impact,”Perspectives on Psychological S

236、cience 15,no.1(2019),https:/ “Asian women”refers to women of South Asian,East Asian,and Southeast Asian origin or descent.Unless otherwise stated,“Asian women”does not include individuals of Pacific Islander,Native Hawaiian,West Asian,or Middle Eastern origin or descent.48|WOMEN IN THE WORKPLACE:END

237、NOTESEndnotes20 “Psychological safety”is the belief among employees that its safe to take interpersonal risks.It means employees believe they wont be punished or humiliated if they propose new ideas,raise concerns and issues,or admit mistakes.Amy Edmondson,“Psychological Safety and Learning Behavior

238、 in Work Teams,”Administrative Science Quarterly 44,no.2(June 1999):35083,https:/ In addition to“self-shielding,”social scientists describing similar dynamics have used terms such as“impression management,”“self-monitoring,”“stigma management,”“vigilance,”“emotional tax,”and“performative contortions

239、.”22 In this study,“women who experience microaggressions and self-shield”are being compared to women who do not experience either.23 Chester M.Pierce et al.,“An experiment in racism:TV commercials,”Education and Urban Society 10,no.1(1977).24 In this study,respondents who experience microaggression

240、s refers to those who selected anything other than“None of the above”from the following list.Full question:During the normal course of business,have you experienced any of the following?Select all that apply|Q27.1 Having others take or get credit for your ideas;Having your judgment questioned in you

241、r area of expertise;Being mistaken for someone at a lower level;Being interrupted or spoken over more than others;People commenting on your appearance in a way that made you uncomfortable;People commenting on your emotional state(e.g.,youre too angry,feisty,emotional);Feeling judged because of your

242、accent or way of speaking;People expressing doubt or disbelief at your accomplishments;Being confused with someone else of the same race/ethnicity;Other people calling attention to your age unnecessarily;None of the above.25 LeanIn.Org and McKinsey&Company,Women in the Workplace 2022,https:/ LeanIn.

243、Org and McKinsey&Company,Women in the Workplace 2021,https:/ In this study,self-shielding means respondent selected any response from the following list.Full question:Which of the following have you experienced at work?Select all that apply|Respondents selected one or more of the following:You felt

244、pressure to change your appearance to look more professional;You toned down what you said because you didnt want to be seen as unlikable(e.g.,chose your words carefully);You hid important aspects of your identity to fit in at work(e.g.,being LGBTQ+,having a disability);You felt like you had to“code-

245、switch”to blend in with others at work(e.g.,changing mannerisms,tone of voice,or speaking style);You chose not to speak up or share an opinion so you didnt seem difficult or aggressive;You felt like you had to perform perfectly to avoid scrutiny or judgment.28 LeanIn.Org and McKinsey&Company,Women i

246、n the Workplace 2022,https:/ Ibid.30 Ibid.31 Comparison of responses from women who experience microaggressions(see note 24)and engaged in self-shielding(see note 27)vs.women who do not experience microaggressions and do not engage in self-shielding.32 Wouldnt recommend their company:Selected“Strong

247、ly disagree”or“Somewhat disagree”in response to question“How much do you agree with the following statements?I would recommend this company as a great place to work.”33 Feel they dont have an equal opportunity to advance:Selected“Strongly disagree”or“Somewhat disagree”in response to the question“How

248、 much do you agree with the following statements?Compared to my peers at this organization,I have an equal opportunity to advance.”34 Due to small sample sizes,all women identifying as lesbian,bisexual,pansexual,otherwise nonheterosexual,and/or transgender were analyzed and reported in a single cate

249、gory as LGBTQ+women.This means that,throughout this report,the composite“LGBTQ+”most closely describes the experiences of larger groups in the sample.35 Richard Fry,Carolina Arago,Kiley Hurst,and Kim Parker,“In a Growing Share of U.S.Marriages,Husbands and Wives Earn About the Same,”Pew Research Cen

250、ter(2023),https:/www.pewresearch.org/social-trends/2023/04/13/in-a-growing-share-of-u-s-marriages-husbands-and-wives-earn-about-the-same/#:text=Among%20parents%20in%20marriages%20where,per%20week%20on%20paid%20work;Organization for Economic Cooperation and Development,“Employment:Time spent in paid

251、and unpaid work,by sex,”2023,https:/stats.oecd.org/index.aspx?queryid=54757#.36 In this study,“mothers of young children”refers to women with at least one child under the age of four years old.49|WOMEN IN THE WORKPLACE:ENDNOTESEndnotes37 2023 Full question:When you work flexibly(e.g.,work from home,

252、work nonstandard hours),how do you feel?Select all that apply.Respondents selected from:“Supported,”“Judged,”“Set up to succeed,”“Worried that it will hurt my career,”“Like Im a burden to my team,”“Like its no big deal,”“I dont work flexibly,”“There are no opportunities to work flexibly at my compan

253、y,”“Other.”2021 Full question:When you request or take advantage of opportunities to work flexibly(e.g.,take time off,work from home,work non-standard hours),how do you feel?Select all that apply.Respondents selected from:“Supported,”“Judged,”“Set up to succeed,”“Worried that it will hurt my career,

254、”“Like Im a burden to my team,”“Like its no big deal,”“I dont request or take advantage of opportunities to work flexibly,”“There are no opportunities to work flexibly at my company,”“Other.”38 Jan-Emmanuel De Neve,Micah Kaats,and George Ward,Workplace Wellbeing and Firm Performance,University of Ox

255、ford Wellbeing Research Centre Working Paper 2304(2023),https:/wellbeing.hmc.ox.ac.uk/papers/wp-2304-workplace-wellbeing-and-firm-performance;Sabine Sonnentag,“Wellbeing and Burnout in the Workplace:Organizational Causes and Consequences,”in James D.Wright,ed.,International Encyclopedia of the Socia

256、l&Behavioral Sciences(New York:Elsevier,2015),https:/ LeanIn.Org and McKinsey&Company,Women in the Workplace 2022.40 “Gen Z”is defined as being born in 1997 or later.41 “Full questions:All respondents were asked:Are the following statements more true when you are working remotely,working on-site,or

257、about the same in both settings?Youre“in the know”about decisions that impact you and your work|You get the mentorship and sponsorship you need I You feel more connected to your organizations mission and your work Respondents selected from“More true REMOTE,”“More true“ON-SITE,”“Equally true in BOTH,

258、”“Not true in EITHER,”“Dont know”;Respondents working on-site five days a week were asked:“Which of the following are the biggest benefits of on-site work for you?Select all that apply”Respondent selected option“You receive useful feedback more often”.42 Some percentages may sum to 99 percent or 101

259、 percent due to rounding.43 Chart excludes Media and Entertainment,Professional and Information Services,and Law Firms due to small sample sizes.44 Unpublished data,LeanIn.Org and McKinsey&Company,Women in the Workplace 2022,https:/ Slack,“Trust,tools and teamwork:what workers want,”October 3,2018,h

260、ttps:/ LeanIn.Org and McKinsey&Company,Women in the Workplace 2022;LeanIn.Org and McKinsey&Company,Women in the Workplace 2021(September 2021),https:/ Some percentages may sum to 99 percent or 101 percent due to rounding.48 Monnica T.Williams,“Racial Microaggressions:Critical Questions,State of the

261、Science,and New Directions,”Perspectives on Psychological Science 16,no.5(2021),https:/ Monnica T.Williams,“Microaggressions:Clarification,Evidence,and Impact,”Perspectives on Psychological Sciences 15,no.1(2019),https:/ LeanIn.Org,50 Ways to Fight Bias,https:/leanin.org/50-ways-to-fight-gender-bias

262、;Jennifer Kim and Alyson Meister,“How to Intervene When You Witness a Microaggression,”Harvard Business Review,September 30,2022,https:/hbr.org/2022/09/how-to-intervene-when-you-witness-a-microaggression.51 Joan C.Williams,Mary Blair-Loy,and Jennifer Berdahl,“Special Issue:The Flexibility Stigma,”Jo

263、urnal of Social Issues 69,no.2(June 2013):209405,https:/ Full question:What is your organization doing to ensure that employees have equal opportunities for career development and progression regardless of their working model(e.g.,on-site,remote/hybrid,flexible hours)?Select all that apply:“Explicit

264、ly communicated that employees should not be penalized for working remotely and/or at flexible time,”“Redesigned performance evaluations to emphasize results,not where and when employees work,”“Track outcomes for employees with different working models(e.g.,promotions,attrition,satisfaction),”“Train

265、ed/training managers so theyre better equipped to manage employees working remotely and/or at flexible times,”“Provide more formal networking opportunities for employees,”Provide more informal networking opportunities for employees,”“Put formal mechanisms in place so all employees get the same oppor

266、tunities for mentorship,”“Put formal mechanisms in place so all employees get the same opportunities for sponsorship,”“None of the above.”Provided networking opportunities is an aggregate of informal and formal networking opportunities.50|WOMEN IN THE WORKPLACE:ENDNOTESEndnotes53 Shelley J.Correll,“

267、Reducing Gender Biases in Modern Workplaces:A Small Wins Approach to Organizational Change,”Gender&Society 31,no.6(December 2017).54 Joan C.Williams,Bias Interrupted:Creating Inclusion for Real and for Good(Boston:Harvard Business Review Press,2021);Shelley J.Correll,“Reducing Gender Biases in Modern Workplaces.”55 LeanIn.Org and McKinsey&Company,Women in the Workplace 2022.51|WOMEN IN THE WORKPLACE:ENDNOTES