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1、Women in the Workplace 2024 THE 10TH ANNIVERSARY REPORT2|WOMEN IN THE WORKPLACE:ABOUT THE STUDY/TABLE OF CONTENTSABOUT THE STUDYWomen in the Workplace is the largest study on the state of women in corporate America.1 For this 10th anniversary report,we analyzed data from the past decade to better un

2、derstand progress,decline,and stagnation in womens representation and experiences.Over the last 10 years,more than 1,000 companies have participated in the study and over 480,000 people were surveyed on their workplace experiences.In 2024,we collected information from 281 participating organizations

3、 employing over 10 million people,surveyed more than 15,000 employees,and conducted interviews with people of diverse identities,including women of color,LGBTQ+women,and women with disabilities.2 In 2015,LeanIn.Org and McKinsey&Company launched the annual study togive companies insights and tools to

4、 advance gender diversity in the workplace.Sign up to participate in the 2025 study at .Introduction3PART 1A 10-year look at womens representation4PART 2A 10-year look at company practices13PART 3A 10-year look at womens experiences30PART 4A data-driven approach to solutions453|WOMEN IN THE WORKPLAC

5、E:INTRODUCTIONAfter 10 years,the path forward for corporate America is clear:stay committed and keep going As we reflect on whats happened in corporate America over the last decade,three things are true.Companies took action,and this led to important progressmore women in leadership,better policies

6、for employees,and increased efforts to foster inclusion.Change is hard and messy,and were somewhere in the middle of the shifts needed to fix the pipeline and make the culture of work more equitable.If you look closely at the numbers,gains are more fragile and less extensive than they first appear,w

7、hich means companies need to push further.Taken altogether,the scorecard for corporate America is mixed,but with enough bright spots to believe many organizations have momentum.We would be cautiously optimistic about the future,if it werent for one glaring finding in this years study:company commitm

8、ent to diversity is declining.At a moment when companies should be doubling down on their efforts,there are early signs they are pulling back.As we look ahead to the next 10 years of women in the workplace,our ask of companies is simple:keep going.Over the last decade,women have remained ambitious a

9、nd committed to their jobs.Now,we need companies to stay ambitious and committed to the important work theyve started.We believe corporate America can do better,and we know women deserve better.PART 1PART 1A 10-YEAR LOOK AT WOMENS REPRESENTATIONThere has been real progressbut its surprisingly fragil

10、eOver the past decade,there have been important gains for women at every level of the corporate pipeline,particularly in senior leadership.3 This progress matters:research shows that companies with more women in leadership benefit from greater innovation,healthier cultures,and stronger performance.4

11、 And in addition to offering valuable skills and perspectives,women leaders inspire the next generation of women to make their mark.However,the pipeline is not as healthy as the numbers suggest.At the beginning,too few women and especially women of colorare advancing into management positions.Over t

12、he last several years,the primary driver of progress for women in senior leadership has been a reduction in line roles.And at the highest levelthe C-suitewhat drove gains in representation will be nearly impossible to replicate in the years to come.At the current rate of progress,it will take almost

13、 50 years to reach parity for all women in corporate Americaand that assumes companies can translate their somewhat precarious momentum into more substantial and sustainable gains.Women have made meaningful gains in representation over the past decade 5|WOMEN IN THE WORKPLACE:WOMENS REPRESENTATIONOv

14、er the past 10 years,womens representation has increased at every level.Most notably,women today make up 29 percent of C-suite positions,compared to just 17 percent in 2015.But progress has been much slower earlier in the pipeline,at the entry and manager levels.ENTRY LEVELMANAGERDIRECTORVPSVPC-SUIT

15、EWomenOverallWhite WomenWomen of ColorWomenOverallWhite WomenWomen of ColorWomenOverallWhite WomenWomen of ColorWomenOverallWhite WomenWomen of ColorWomenOverallWhite WomenWomen of ColorWomenOverallWhite WomenWomen of Color48%28%19%39%27%13%37%28%10%34%26%8%29%22%6%29%22%7%48%29%18%40%27%13%36%27%9%

16、33%26%7%27%21%7%28%22%6%48%29%19%40%27%14%36%26%10%32%24%8%28%23%6%26%21%5%48%30%17%41%28%12%35%27%9%30%24%7%27%22%5%24%20%4%47%29%18%38%26%12%33%25%9%29%24%6%28%23%5%21%19%3%48%30%18%38%27%12%34%26%9%30%24%7%26%21%5%21%18%4%48%31%17%38%27%12%34%26%8%29%24%6%23%19%4%22%19%4%47%31%17%37%26%11%33%26%8

17、%29%23%6%21%18%4%20%18%3%46%37%33%29%24%19%45%37%32%27%23%17%+3pp-3pp+2pp+2pp+1pp+2pp+5pp+2pp+2pp+7pp+3pp+2pp+6pp+4pp+2pp+12pp+4pp+4pp2020202220182015202120162017201920232024%point change6 Women of color remain vastly underrepresented in corporate America.Women of color have experienced larger relat

18、ive gains over the past several years.But given their significant underrepresentation to start,they still have a long way to go to reach parity with white women.Women of color hold just 7 percent of C-suite roles,compared to white womens 22 percent.Womens representation increased across the pipeline

19、 from 2015 to 2024Change in representation of women(20152024)and of white women and women of color(2017*2024)5 *2017 is the earliest year for which data were reported by raceBlack women experience the greatest drop in representation at the first promotion to manager.A closer look at the 2024 corpora

20、te pipelineAs in years past,women remain underrepresented across the pipeline.And this gender gap in representation persists regardless of race and ethnicity.Simply put,men always outnumber women.Employees by gender and race by level at the start of 20247Each square equals 1%of representation6|WOMEN

21、 IN THE WORKPLACE:WOMENS REPRESENTATIONC-SUITESVPVPDIRECTORMANAGERENTRY LEVELWHITE MENASIAN MENBLACK MENLATINOSWHITE WOMENASIAN WOMENBLACK WOMENLATINASWOMENMENWhite men are the only group vastly overrepresented at the top of corporate America:they make up a third of entry-level workers,but over half

22、 of C-suite executives.Despite virtually identical representation at the entry level,Asian mens representation in the C-suite is more than double that of Asian womens.The representation of women of color falls off relative to white employees and men of color at nearly every level,leaving them severe

23、ly underrepresented at the top.Black women experience the greatest drop in representation at the first promotion to manager.Relative to their population,Latinas are the most underrepresented group of women at the beginning of their careers.87|WOMEN IN THE WORKPLACE:WOMENS REPRESENTATIONIm definitely

24、 seeing women in higher positions.Thats gotten a lot better.But,when it comes to seeing other types of diversity in those positions,we still have a ways to go.”Black woman,manager,2024“Women continue to face barriers at the beginning of the pipeline8|WOMEN IN THE WORKPLACE:WOMENS REPRESENTATIONWomen

25、 remain less likely than men to be hired into entry-level roles,which leaves them underrepresented from the very beginning.Then,at the first critical step up to manager,women are far less likely to get promoted,and this is not improving.For every 100 men promoted to manager in 2018,79 women were pro

26、moted.And this year,just 81 women were.As a result of this“broken rung,”men significantly outnumber women at the manager level,which makes it nearly impossible for companies to support sustained progress at more senior levels.MENWOMEN OVERALLWHITE WOMENASIAN WOMENBLACK WOMENLATINASWomen are still un

27、derrepresented from the get-go 98189995465For every 100 men promoted to manager,fewer women are promoted to manager100Women hold 59%of bachelors degrees represent 51%of the population yet only make up 48%of entry-level employees2020202220182021201920232024In 2024,Latinas faced their worst broken run

28、g.And continue to lose the most ground at the first step up to managerRatio of promotions to manager for women and men,20182024,assuming equal numbers of each group10 Asian women have experienced the greatest improvements in the broken rung,but encounter significant hurdles later in the pipeline:alo

29、ngside Latinas,they have the lowest promotion rates from director to VP.11Following notable improvements in 2021 and 2022,Black womens promotion rates this year regressed to 2020 levels.129|WOMEN IN THE WORKPLACE:WOMENS REPRESENTATIONAt my previous job,I had all the credentials and had been at the c

30、ompany for years.I applied to become a manager and got passed over.The guy who got the job didnt have all the credentials,didnt have all the experience,and had never been a manager before.”White woman,manager,2022“Womens progress in senior leadership is more fragile than it appears10|WOMEN IN THE WO

31、RKPLACE:WOMENS REPRESENTATIONWomen made modest but meaningful gains at the VP and SVP levels from 2018 to 2024,mostly due to their growth in staff roles.But the main driver of the increase in womens representation at these levels was a reduction in the number of line roles,which disproportionately i

32、mpacted men given they hold more of these positions.13 In the C-suite,womens progress was even less sustainable.While the reduction of line roles was still a factor,the primary reason womens representation increased was that companies,on average,added a staff role and were more likely to hire a woma

33、n into this new position.14 Since companies cannot add new staff roles indefinitely,this is not a viable path to parity.For every 1 woman added to a staff role between 2018 and 2024,roughly six men in line positions were lost.MEN Womens gains at VP and SVP were driven by a decrease in line roles.Per

34、centage-point difference in representation for women and men at combined SVP and VP levels from 2018 to 2024 15IN LINEMEN IN STAFFWOMEN IN LINEWOMEN IN STAFF-7ppt2ppt0ppt5pptLine roles are positions with profit-and-loss responsibility and/or a focus on core operations.Staff roles are positions in fu

35、nctions that support the organization like human resources,legal,and IT.16 And in the C-suite,womens gains were driven by adding a staff role%share of C-suite made up of women in line and staff roles,2019202425%20202022202120192023202411%20%0%11%13%16%18%10%9%11%11%11%10%Women in staffWomen in lineT

36、he fastest-growing positions in the C-suite are all staff roles:from 2018 to 2023,the C-suite title that experienced the largest increase in number of hires was chief data officer,followed by chief legal officer and chief human resources officer.1711|WOMEN IN THE WORKPLACE:WOMENS REPRESENTATIONParit

37、y for women of colorDespite progress,parity for all women is almost 50 years awayAt the current pace of progress,it will take 22 years to reach parity for white womenand more than twice as long for women of color.Put another way,it will take 48 years for the representation of white women and women o

38、f color in senior leadership to reflect their share of the U.S.population.This is true parity for all women.To achieve this,companies will need to maintain their current rate of progress,which means addressing weak spots in their pipeline.For most companies,this means fixing the broken rung once and

39、 for all,investing more energy in developing women leaders,and holding themselves accountable for more substantive progress in the C-suite.Years to parity estimates were modeled using data from participating companies.Current C-suite and SVP representation was projected forward using simulations unt

40、il parity was reached.18 Parity for white womenToday22 years48 years12|WOMEN IN THE WORKPLACE:WOMENS REPRESENTATIONWhen I first joined the workforce,it was completely a boys club.On a floor of 60 people,there were only three women,and I was one of them.I felt completely out of touch and didnt feel l

41、ike I belonged,I didnt feel confident in my skin.But things have improved dramatically since then.”South Asian woman,manager,2024“PART 2 A 10-YEAR LOOK AT COMPANY PRACTICESDespite making important headway,companies still have critical work to doOver the last 10 years,companies have taken steps to su

42、pport the advancement of women and make the workplace more equitable.And employees recognize this:a majority think women have more opportunities to advance and point to companies increased efforts to make the workplace more inclusive.Companies have put more practices in place to de-bias hiring and p

43、erformance reviews,two of the biggest levers of employee advancement.They have prioritized equity and inclusion with managers and invested more heavily in training employees to recognize bias and practice allyship.Flexibilitya top priority for most employeeshas become the norm in many companies.And

44、perhaps most critically,far more companies now offer supports to parents,caregivers,and employees facing health issues.19However,there is clear evidence that companies need to push further.For example,fewer companies are investing in career development and sponsorship programs that address the uniqu

45、e challenges of women and women of color.And although well intended,company efforts to activate employeeswho have a critical role to play in changing the culture of workhave not translated into enough action.Companies are doing more to de-bias hiring and performance reviewsbut need to go further Com

46、panies have implemented more practices to make hiring and performance reviews fair.However,there is room for improvement.Only about 1 in 4 companies have adopted all of the core practices experts recommend,and companies with the full array of practices in place tend to make the greatest strides in a

47、dvancing women.20 Additionally,given persistent weak spots in the pipeline,companies would be well served to apply rigor to existing practices and try more innovative approaches.14|WOMEN IN THE WORKPLACE:COMPANY PRACTICESCompanies have more core practices in place to de-bias hiring%of companies taki

48、ng the following actions21 And performance reviewsDevelop clear evaluation criteria before candidates are consideredUse diverse slates of similarly qualified candidates for positionsOffer bias training for evaluatorsClear evaluation criteriaReminders to avoid bias%of companies taking the following a

49、ctions72%73%76%53%63%61%47%69%57%100%72%76%80%47%31%59%100%Only 27%of companies have all five of these core practices for de-biasing hiring and performance reviews in place.201820212024201820212024Fewer companies have adopted more innovative practices to root out bias.For example,only 1 in 3 have a

50、mechanism for surfacing biased evaluations or comments during performance reviews.And just 1 in 10 remove identifying candidate information from either rsums or work samples.2215|WOMEN IN THE WORKPLACE:COMPANY PRACTICESI think about keeping women and women of color satisfied and staying with the org

51、anization,and I think the biggest thing companies could do is to make sure they are not being reviewed more harshly than their peers.Often,we are held to higher standards than our peers,which impacts us for salaries or promotions.”Latina,senior manager,2024“Companies have scaled back programs design

52、ed to advance womenWomen face distinct barriers that programs to develop and advance women can help address.23 Yet theres been a decline in career development,mentorship,and sponsorship programs geared toward womenand relatively few companies track the outcomes of these programs.In addition,there ha

53、s been a sharp decline in recruiting and internship programs focused on women.And in all cases,companies are investing in fewer programs designed to advance women of color.Fewer companies offer career advancement programs with content tailored for women 24%of companies that offer and/or track outcom

54、es for programs with content for women and women of color 25A minority of companies track outcomes for program participantsBy genderBy race37%31%By genderBy race15%15%By genderBy race12%11%54%55%25%34%45%48%37%15%25%31%24%16%8%16%WOMENWOMEN OF COLORWOMENWOMEN OF COLORFormal mentorship programs focus

55、ed on:Formal sponsorship programs focused on:Career development programs focused on:100%100%100%WOMENWOMEN OF COLOR202220172024202416|WOMEN IN THE WORKPLACE:COMPANY PRACTICES60%0%60%0%60%0%Companies with internship programs20222024Focused on women24%11%Focused on women of color14%8%Companies with re

56、cruiting programs20222024Focused on women48%34%Focused on women of color30%18%Companies with ERGs20172024Focused on women81%86%20222024Focused on women of color49%45%And fewer companies have targeted internship and recruiting programs%of companies with targeted internship and/or recruiting programs2

57、0222024Internship programsFocused on women24%11%Focused on women of color14%8%Recruiting programsFocused on women48%34%Focused on women of color30%18%ERGs are commonplacebut not for all groups of women.Today,9 in 10 companies offer ERGs for women,but only half offer these groups for women of color.1

58、7|WOMEN IN THE WORKPLACE:COMPANY PRACTICESIve seen folks get promoted,and it was decided by who you know,who you hang with,and what you have in common.The fact still remains:like people like people.If you have similar characteristics to someone,unfortunately,it will lead to benefits that Im just not

59、 going to get.”Black woman,senior manager,2024“Equity and inclusionWomen today are more likely than men to encounter demeaning or dismissive comments at work that call their competence into question or undermine their leadership abilities.These daily slightsoften referred to as microaggressionsare r

60、ooted in bias and directed at a person because of their gender,race,or other aspects of their identity.Microaggressions remain just as common today as five years agoand are most acute for LGBTQ+women and women with disabilities.Companies are setting the right priorities,but they are not translating

61、into manager action18|WOMEN IN THE WORKPLACE:COMPANY PRACTICESCareer advancement has long been a core expectation of managers.And now,more companies are also asking managers to foster a culture of inclusion and employee well-being,which is critically important to the health of organizations.When man

62、agers invest in all of these areas,employees are less burned out,happier in their roles,and less likely to think about leaving their organization.26 The problem is that despite increased trainings for managers on these priorities,they are by and large not translating into better manager performance.

63、Career advancementCompanies have communicated priorities and are investing more in training for managers 27 100%Encourage a respectful and inclusive cultureShow interest in employees career advancementProvide the resources employees need to succeedCheck in on employee well-being95%of companies instr

64、ucting managers to.2018202020222024Evaluate employee performance based on results88%Ensure all employees have a clear path for advancement51%Create a respectful and inclusive environment69%82%91%Reduce bias in the workplace84%82%Effectively support employee well-being53%62%70%Equity and inclusionEmp

65、loyeewell-being85%82%91%Promote their contributions to others44%45%Provide the resources that they need to succeed47%46%Encourage respectful and inclusive behavior on their teamEN54%Check in on their general well-being66%Help them balance work and personal demands45%47%2024202420222020201820182024%o

66、f employees who say their managers.%of companies offering managers training toEN But managers are not consistently taking action29Career advancement100%Encourage a respectful and inclusive cultureShow interest in employees career advancementProvide the resources employees need to succeedCheck in on

67、employee well-being95%of companies instructing managers to.Evaluate employee performance based on resultsEnsure all employees have a clear path for advancementCreate a respectful and inclusive environmentReduce bias in the workplaceEffectively support employee well-beingEquity and inclusionEmployeew

68、ell-being85%82%91%Promote their contributions to othersProvide the resources that they need to succeedEncourage respectful and inclusive behavior on their teamCheck in on their general well-beingHelp them balance work and personal demands2024202420222020201820182024%of employees who say their manage

69、rs.%of companies offering managers training to 2888%51%91%82%69%84%82%70%62%53%45%44%46%47%54%66%47%45%A CLOSER LOOKA lack of time and recognition may explain why managers arent acting on company prioritiesCompanies are asking more of managers,and absent more time and resources,it may be hard for ma

70、nagers to deliver on these expanded expectations.In addition,many managers are only being evaluated and rewarded for progress on business goals,as opposed to people-management goals like career development and team morale.As a result,managers may be less focused on these areas.Companies are asking m

71、anagers to do more to support employees and inclusion%of managers who say how expectations of them have changed in the last five years302024Not sure5%1%Expected to do less16%Expected to do about the same78%Expected to do more1.Support employee well-being68%2.Handle issues arising from remote or hybr

72、id work60%3.Support employee career development59%4.Promote inclusion on their teams59%Top actions managers today are expected to do more of than in the pastOf managers who say more is expected of them,%who cite these areas3119|WOMEN IN THE WORKPLACE:COMPANY PRACTICES2022 20242024Take a public stand

73、 for racial equityMEN26%29%WOMEN32%32%Mentor or sponsor one or more women of colorMEN8%11%WOMEN12%14%Take steps to interrupt microaggressions against women of color when they see themENMEN32%29%WOMEN35%36%2020Less than half of employees take key allyship actions%of employees who say they 2024 Yet mo

74、st companies are not rewarding them for this%of companies that evaluate managers on how they 2022 2024Business goalsDeliver on business objectives93%92%Equity and inclusionPromote an inclusive environment54%Career developmentEffectively manage employee career development 43%37%Employee well-beingEns

75、ure high team morale and happiness39%36%20|WOMEN IN THE WORKPLACE:COMPANY PRACTICESOur company needs to be focused on more manager training.Having exposure to various managers and hearing from women at my company on how they feel about their managers,Im really disappointed in our people managers and

76、 their lack of ability to manage people effectively,meaningfully,and intentionally.”White woman,senior manager,2024“21|WOMEN IN THE WORKPLACE:COMPANY PRACTICESCompanies have increased inclusion efforts,but employee behavior remains largely the sameIn addition to setting inclusion as a top priority w

77、ith managers,companies are doing more to activate employees as agents of change:for example,nearly all companies now offer bias or allyship training.32 The problem is that increased training does not appear to be translating into increased awareness or action:employees are not markedly more likely t

78、o recognize bias against women or act as allies to women of color.More companies offer trainings to promote inclusion 33%of companies offering the following trainings34Bias training for employeesAllyship training for employees0%74%62%51%100%86%90%88%60%2022202120192024 But employees arent showing up

79、 differently%of women and men who have heard or seen bias or microaggressions and/or consider themselves allies35 2020 2024Consider themselves allies to women of color2020 202420192024201920242024Take a public stand for racial equityMEN26%29%WOMEN32%32%Mentor or sponsor one or more women of colorMEN

80、8%11%WOMEN12%14%Take steps to interrupt microaggressions against women of color when they see them36MEN32%29%WOMEN35%36%202011%11%33%28%MEN Recognize microaggressions against womenWOMEN61%60%65%68%MEN WOMENLess than half of employees take key allyship actions%of employees who say they 2024Your gende

81、r will make it harder for you to get a raise,promotion,or a chance to get aheadYour gender has played a role in missing out on a raise,promotion,or chance to get ahead22|WOMEN IN THE WORKPLACE:COMPANY PRACTICESThe biggest thing is creating allies and having programs that arent just for traditionally

82、 marginalized communities I dont think we can advance as easily if we dont have support from allies around us.”South Asian woman,manager,2024“201620242016202423|WOMEN IN THE WORKPLACE:COMPANY PRACTICESCompanies have stepped up their efforts to make the workplace more equitable and inclusive,but prog

83、ress is unevenDespite challenges activating managers and employees,its clear that companies efforts to advance women and improve the culture of work are leading to positive changes.A majority of employees believe that aspects of the workplace have changed for the better in the last decademost notabl

84、y,womens opportunities to advance and companies efforts to foster inclusion.However,there are clear signs that more needs to be done.Employees universally agree that there has been less progress in how organizations handle microaggressions.And men are far more optimistic about how womens opportuniti

85、es have improved in the past decade.A majority of employees see progress on inclusion efforts and womens opportunities,but not on addressing microaggressions%of employees who say how the following have changed in the last 10 years372024Gotten worseEmphasis on building respectful and inclusive workpl

86、acesHandling of microaggressions in the workplaceWomens opportunities for growth and development MENWOMENWOMEN OF COLORMENWOMENWOMEN OF COLORMENWOMENWOMEN OF COLORGotten betterStayed the sameNot sure72%16%6%6%73%19%5%3%69%22%6%3%39%27%26%7%39%19%34%8%36%36%11%17%71%10%18%28%60%7%5%6%8%56%29%1%Women

87、of color see less progress.They are the least likely to say that companies have increased womens opportunities or their focus on inclusion,and the most likely to say progress in these areas has stalled over the last 10 years.38 Senior-level men are the most optimistic about womens progress and the l

88、east aware of the ongoing barriers women face.Nine in 10 senior-level men think womens opportunities to advance have improved,and only 1 in 10 observe microaggressions against women in the workplace.50%71%65%38%64%45%MENWOMENWOMEN OF COLORToday,far more employees also say their company is taking the

89、 necessary steps to advance gender diversity%of employees who say their organization is doing what it takes to improve gender diversity20242022202438%28%27%7%37%20%35%9%34%36%11%19%2016Were in a moment for women,for people with traditionally marginalized identities,for so many different people where

90、 we have settled for small,incremental steps and called them progress instead of the large,overarching wholesale changes that we need to make.”24|WOMEN IN THE WORKPLACE:COMPANY PRACTICESWere in a moment for women,for people with traditionally marginalized identities,for so many different people wher

91、e we have settled for small incremental steps and called them progress instead of the large overarching wholesale changes that we need to make.”Black woman,senior manager,2022DESIGN TO UPDATE24|WOMEN IN THE WORKPLACE:COMPANY PRACTICESBlack woman,senior manager,2022“Companies now offer more significa

92、nt employee work-life benefitsToday,almost all companies provide critical support for employees who are parents,caregivers,or struggling with health challengesand these benefits are linked to higher rates of happiness and better employee retention.39 In addition,benefits like these are especially he

93、lpful to women,who are more likely to have caregiving responsibilities.4025|WOMEN IN THE WORKPLACE:COMPANY PRACTICESCompanies have significantly increased benefits for parents 41%of companies offering the following forms of leave42Extended maternity leave beyond whats required by law48%54%62%60%Exte

94、nded paternity leave beyond whats required by lawPaid maternity leave 70%86%78%92%Paid paternity leave100%20182015202120170%In 2024,96%of companies offered maternity leave and 93%offered paternity leave.Other supports for parents have improved.Half of companies now provide emergency backup childcare

95、 servicesup from 1 in 3 in 2016and 8 in 10 organizations now offer benefits for fertility treatments and adoption or surrogacy.43 And for employees navigating illness and loss%of companies offering the following forms of leave in 20242024Paid sick leave beyond whats required by lawPaid family leave

96、beyond whats required by lawPaid bereavement leave84%59%96%100%50%In 2024,half of companies offered support for caregivers of sick or elderly adultsand 1 in 3 offered compassionate leave,up from 1 in 4 the previous year.4426|WOMEN IN THE WORKPLACE:COMPANY PRACTICESCompanies have significantly expand

97、ed workplace flexibilityMostly in response to the pandemic,companies have dramatically increased their remote/hybrid work options.Almost 8 in 10 employees say flexibility has improved over the last decade,and employees consistently point to greater productivity and reduced burnout as primary benefit

98、s.45 And flexibility is especially important to women,who report having more focused time to get their work done when working remotely.46Companies offer more opportunities for remote/hybrid work.%of companies offering remote/hybrid work options4776%75%92%Remote/hybrid work options 100%0%96%201820152

99、021202479%12%6%79%12%7%Gotten betterMENWOMENStayed the sameGotten worseSubtitle goes here And most employees think flexibility has improved%of employees saying how opportunities to work flexibly have changed in the last 10 years482024Gotten betterStayed the sameGotten worseMENWOMEN5%5%11%10%82%83%Th

100、ere are signs that companies are beginning to scale back on flexibility.One in 3 employees saw a decline in flexibility in 2024;this may be due to companies updating their policies or because remote work feels less accessible compared to the peak of the pandemic.27|WOMEN IN THE WORKPLACE:COMPANY PRA

101、CTICESThe best thing companies can do for mothers is have a very clear maternity leave benefit and support flexibility.Its just not fair for women to feel like they need to make a trade-off between taking care of their kids and going to work.”Southeast Asian woman,manager,2024“A CLOSER LOOKDeclining

102、 commitment to diversity is deeply concerningWere at a critical moment when companies should be building on their positive momentum.Given the level of work and resolve it will take to do this effectively,companies declining commitments to gender and racial diversity are problematic.On top of this,ma

103、nagers and employees relatively lowand relatively stagnantcommitment to diversity points to the importance of company-wide education and engagement on these issues.Company commitment to diversity is declining49%of companies that say gender diversity and racial diversity are a high priority50Gender d

104、iversityRacial diversity88%87%78%77%69%201720192024YOUNGER WOMEN68%71%64%66%YOUNGER MEN48%38%52%40%Younger women are the most likely to say that gender and racial diversity are high priorities to them,while younger men are the least likelyand this gap is widening.%of women and men under 30 who say t

105、hat gender and/or racial diversity are a high priority to them512019 202420192024Gender diversityRacial diversityEmployee commitment has remained relatively low.%of women and men who say that gender diversity and racial diversity are a high priority5228|WOMEN IN THE WORKPLACE:COMPANY PRACTICESWOMENW

106、OMENMENMEN57%60%61%57%58%53%45%47%51%44%Gender diversityRacial diversity20172019202420192024 While manager commitment is largely stagnant%of women and men managers who say that gender diversity and racial diversity are a high priority53Gender and racial diversity are both a higher priority to women

107、than men,underscoring the importance of engaging men in efforts to promote diversity and inclusion.63%67%57%53%58%62%57%51%WOMENMENWOMENMENGender diversityRacial diversity2019202420192024Women under 30100%Men under 30Women under 30Men under 3068%48%71%38%2019Gender diversityRacial diversity202464%52

108、%66%40%100%100%Women under 30Men under 30Women under 30Men under 300%0%Women under 30100%Men under 30Women under 30Men under 3029|WOMEN IN THE WORKPLACE:COMPANY PRACTICESThe biggest barrier is will.I dont know that we have the will to make overarching changes to the way that we view the workplace be

109、cause the status quo is working for a bunch of people.Unfortunately,not many of those people are women or people with traditionally marginalized identities.”Black woman,manager,2024“PART 3 A 10-YEAR LOOK AT WOMENS EXPERIENCESWomens experiences at work have not improvedDespite an increase in womens r

110、epresentation and expanded company efforts,the workplace has not gotten better for women.Women continue to worry it will be harder for them to advance,and their day-to-day interactions look largely like they did in 2015.In fact,this stands out as the area of least progress across the 10 years of thi

111、s study.Today,women are just as likely as in the past to think their gender will limit their opportunities to advance,and women of color are more likely to think their race has made it harder.The next generation of women leaders are even less optimistic:in addition to feeling more disadvantaged by t

112、heir gender,younger women are most likely to experience ageism.Womens concerns stem from what theyre up against.Womenand particularly women of colorare not getting enough support from their managers.They are still far more likely than men to face bias that calls their abilities and leadership potent

113、ial into question.And women of color,LGBTQ+women,and women with disabilities stand out for experiencing more demeaning interactions at work.Moreover,sexual harassment is as prevalent in todays workplace as it was five years ago.In the face of all this,women remain highly ambitiousand as ambitious as

114、 men.Now companies need to invest more deeply in changing the culture of work,so women get the respect,support,and advocacy they need to go as far as they can.2018202420182024201820242016201620242024201720242017202431|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCESWomen continue to see their gender and ra

115、ce as barriers to advancementWomen today are no more optimistic than in the past about how their gender will impact their career advancement.And women of color are more likely today to say their race has played a role in missing out on opportunities.Despite these barriers,women remain highly ambitio

116、usand just as ambitious as men.54Women are about as likely to think their gender hurts them.%of women and men who say their gender has played or will play a role in missing out on opportunities55Their gender has played a role in missing out on a raise,promotion,or chance to get aheadTheir gender wil

117、l make it harder for them to get a raise,promotion,or chance to get ahead8%15%37%36%10%22%31%27%MEN OVERALLWOMEN OVERALLMen are twice as likely today to say that their gender has played or will play a role in them missing out on an opportunity to advance.Younger women are twice as likely as older wo

118、men to say their gender will make it harder for them to advance.Conversely,older men are twice as likely as younger men to express the same concern.%of women and men under 30 vs.those over 40 who say their gender will make it harder for them to advance56Under 30Over 40WOMEN42%21%MEN11%23%2024 And mo

119、re women of color say that their race has hurt them%of Black women,Latinas,and Asian women who say their race/ethnicity has played a role in missing out on opportunities57Their race or ethnicity has played a role in missing out on a raise,promotion,or chance to get ahead45%61%20%29%26%39%BLACK WOMEN

120、LATINASASIAN WOMENWomen remain highly ambitious in the face of obstacles.Seven in 10 want to be promoted to the next level this yearthe same as men.And younger women are especially ambitious:more than 8 in 10 are seeking a promotion.32|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCESIN THEIR WORDS:THE EXPE

121、RIENCES OF ASIAN WOMEN“I have to work harder and try harder to get the sameif not lessrecognition.And so it makes me not want to be as authentic and free with my opinions.I always have to think twice.It gets exhausting,always fighting.”Pacific Islander woman,senior manager,2021“Ive worked here for t

122、hree years and Ive had the same manager.Every year,when I take a day off for Eid,I have to explain to him again what Eid is,which does amaze me.Its like hes made the decision that this does not need to take up space in his brain.”South Asian woman,entry level,2024“If I had more allies,Id feel more o

123、f an emotional tie to my work.I think an ally is somebody who you can be a less guarded version of yourself around and feel safe to share your challenges with.”East Asian woman,entry level,2021“I realized I was living out a self-fulfilling prophecy.People expect South Asian women to be coy,not asser

124、tive,or just quieter in general I somehow gravitated toward that stereotype and felt like I had a split personality.I was very different at work versus in my real life.”South Asian woman,manager,2024 A CLOSER LOOKYounger women are the most susceptible to ageism33|WOMEN IN THE WORKPLACE:WOMENS EXPERI

125、ENCESConventional wisdom suggests that ageismor unfair treatment based on a persons agepredominantly impacts older workers.In reality,it is most pronounced for younger women.As one might expect,ageism also impacts older employees,but at fairly similar rates for women and men.12%22%WOMENMENYounger wo

126、men are the most likely to say their age has negatively impacted them at work%of women and men by age in 2024 who say that age has played a role in missing out on opportunitiesDespite these early-career challenges,young women are particularly ambitious.85%of women under 30 desire a promotion,the mos

127、t of any other generation of women.202450%0%Under 3030394049505960+35%49%22%37%15%24%25%29%37%38%WOMENMEN And are also almost twice as likely as younger men to field unwanted comments about their age%of women and men under 30 in 2023 who say their coworkers have called attention to their age unneces

128、sarily2023IN THEIR WORDS:THE EXPERIENCES OF YOUNGER WOMEN“At the beginning of this job,I would get called on to take notes during meetings when I was the only woman in the room,even though there were two other junior people on the team.That felt really uncomfortable,and as someone very junior,I didn

129、t know how to call people out on that.”East Asian woman,entry level,2024“I had a call today where I was offering a solution,and it wasnt until one of my male colleagues agreed with me that there was consensus around it.It feels like you need to sway certain people,and when youre the only one in the

130、room,it can be a little tricky.”White woman,entry level,2024“I am a young woman currently in a manager role.I think that speaks volumes to the way this industry has grown.But,things that have also gotten worse for women:I think reaching the C-suite is still really hard for women.”Latina,senior manag

131、er,2024 34|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCESplayedDESIGN TO UPDATE34|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCES“Ive felt like I cant voice myself because of my age.Its assumed that you wont have a good idea,or they wont take your idea seriously.Or youll say something,and next week,somebody sa

132、ys the same ideabut theyre much older and have been with the company much longer.”White woman,entry level,202435|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCESWomen of color receive less of the support they need from managers to be successful Managers play a central role in womens career advancement and

133、daily work experiences.Yet,less than half of women report getting help advancing or navigating work challenges from their manager.In particular,women of color get far less of this support than white womenand given that employees with consistent manager support are more likely to be promoted,it very

134、likely disadvantages them.58Women of color are less likely to get support from their managers%of women who say their managers have consistently taken the following actions in the past year60 Women of color stand to benefit the most from mentorship,sponsorship,and career development programs,yet tend

135、 to have the least access to them.Not surprisingly,women of color are more likely than white women to say that these resources would most help them advance their careers.5920182024201820242018202420182024Show interest in their career advancement50%WHITE WOMENBLACK WOMEN43%LATINAS45%ASIAN WOMEN43%46%

136、48%35%38%39%40%40%37%Promote their contributions to othersHelp them navigate organizational politicsHelp them balance work and personal demands39%37%25%23%30%29%32%28%48%50%39%43%44%50%46%43%IN THEIR WORDS:THE EXPERIENCES OF BLACK WOMEN“I naturally have a fairly deep speaking voice.I spent a lot of

137、my twenties pitching it up because I found that it became a distraction from what I was saying,because people were having these feelings about my tone of voice.”Black woman,senior manager,2024“Especially for Black women,you feel like you have to blend in.You cant say certain things or show any type

138、of feeling toward certain things.”Black woman,senior manager,2024“I thought workplace culture had improved for women of color,but it hasnt.People are just being more closeted about it.In the early 2000s,I was put in positions where I had to hear uncomfortable jokes or get passed over for roles.Fifte

139、en years later,I know how to navigate that a bit better,but it is still out there.”Black woman,manager,202436|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCES“Its a heavy burden.You have to be very aware of the different stereotypes.If youre too strong,youre an angry Black woman.If youre too soft,you cant

140、handle the role,or youre unqualified.”Black woman,manager,202437|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCESWomen are more likely to have their competence undermined at workWomen are far more likely than men to deal with comments and actions that undermine their skills and expertise,such as having the

141、ir judgment questioned.And this has not improved over time.These everyday forms of disrespect,often called microaggressions,make it harder for women to speak up,take risks,and surface concerns at work.61Women continue to experience more competence-based microaggressions than men%of women and men who

142、 have experienced the following microaggressions at work62 Having their judgment questioned in their area of expertiseBeing mistaken for someone at a much lower level than they areBeing interrupted or spoken over more than others29%26%38%38%MEN OVERALLWOMEN OVERALL48%50%WOMEN OF COLOR52%51%LGBTQ+WOM

143、EN36%35%WOMEN WITH DISABILITIES9%10%18%18%21%22%21%22%19%18%34%20%50%39%61%53%59%52%44%34%2024201920242019202420192024201920242019Men and women are less likely to be interrupted or spoken over than they were five years agoa sign that increased awareness around an issue can lead to cultural change.Ho

144、wever,women remain twice as likely as men to experience this.Many women experience bias because of both their gender and other aspects of their identity.This compounding discrimination is particularly harmful for LGBTQ+women and women with disabilities,who are the most likely of any group to have th

145、eir competence challenged at work.Performance bias prevents women from advancing,especially when theyre early in their careers.Microaggressions that undermine womens abilities are rooted in performance bias,or the unfair belief that men are naturally more competent and better leaders.As a result,res

146、earch shows that we tend to judge womens performance more harshly,and while we promote men based on their perceived potential,women are promoted based on what theyve already accomplished.This biased thinking is particularly harmful to women early in their careers,when shorter track records and fewer

147、 opportunities to demonstrate their skills make them more susceptible to snap judgments.63IN THEIR WORDS:THE EXPERIENCES OF WOMEN WITH DISABILITIES“Ive seen people with speech disabilities get overlooked for leadership.They might be really good at their job,but theres a feeling that they cant presen

148、t like a leader because of the way that they talk.”White woman,senior manager,2024 “Ive felt judged for working flexibly.Due to a medical condition,I have to take a break every so often and lie down,and it makes me anxious that people will wonder where I am.It doesnt mean Im less of an asset to the

149、company.”White woman,manager,2023“Disability is often left out of the picture when it comes to any type of workplace diversity and inclusion training.Its put on the back burner or left out of the conversation.”Black woman,entry level,202338|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCES“Im often the only

150、 person with disabilities in the room.People ignore me.I get overridden all the time.Then later,someone else will repeat my idea and it will get acted on.It makes me feel Im not valued as a person in any way,and I dont feel I can be my true self.”Native American and white woman,entry level,202139|WO

151、MEN IN THE WORKPLACE:WOMENS EXPERIENCESA CLOSER LOOKWomen continue to shoulder more houseworkWomen still do far more housework than men.Today,roughly 4 in 10 women with partners say they are responsible for most or all of the houseworkthe same as in 2016.In contrast,over the same period of time,far

152、more men report they share housework equally with their partner.These diverging perceptions are concerning,as they point to a growing gap in how women and men see their contributions at home.On top of this,younger women report doing the same amount of housework as older women,and this also signals a

153、 lack of progress.Women with partners are still more likely to do most of the housework%of distribution of household responsibilities reported by partnered women and menMEN WOMEN MEN WOMEN 35%8%61%58%7%32%They are responsible for most or all of the workThey share responsibilities equally with a part

154、ner or family memberSomeone else is responsible for most or all of the work%of distribution of household responsibilities reported by partnered women under 30 and partnered women 50 and overEN39%75%57%3%14%11%20242016Younger and older women report doing the same division of housework38%60%2%37%59%5%

155、YOUNGER WOMENOLDER WOMEN2024Across generations,over a third of women with partners do most or all of the housework%of partnered women under 30 and partnered women 50 and over who report taking on most or all of the household responsibilities64YOUNGER WOMEN38%OLDER WOMEN37%2024Regardless of seniority

156、 at work,women continue to do more at home.Senior-level women with partners are over 4x more likely than men in the same situation to do more housework:35%say that they take on most or all of the household responsibilities,compared to just 8%of men.40|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCESMany wo

157、men still deal with“othering”microaggressions Women today are just as likely to experience othering microaggressions as they were five years ago.In particular,women of color,LGBTQ+women,and women with disabilities continue to deal with more of these demeaning interactions,which can erode their sense

158、 of belonging and make it harder to bring their whole selves to work.Women with traditionally marginalized identities face more othering microaggressions%of women and men who have experienced the following microaggressions at work65 Feeling like they cant talk about themself or their life outside wo

159、rkHearing others express surprise at their language skills or other abilitiesFeeling judged because of their accent or way of speakingBeing confused with someone else of the same race/ethnicity7%10%10%13%MEN OVERALLWOMEN OVERALL10%12%WHITE WOMENBLACK WOMEN12%14%LATINAS9%9%ASIAN WOMEN8%12%8%7%14%11%1

160、1%8%26%23%18%15%16%16%8%10%7%2%15%6%14%2024201920242019202420192024201920242019202420192023202320232023LGBTQ+women and women with disabilities are the most likely to feel like they cant talk about their lives outside of work.LGBTQ+WOMEN21%24%WOMEN WITH DISABILITIES25%28%21%17%20%17%2024201920242019B

161、lack women are the most likely to have others express surprise at their language skills or abilities.Latinas are the most likely to feel judged because of their accent or how they speak.Asian and Black women are more likely to be confused with someone else of the same race/ethnicity.2%“IN THEIR WORD

162、S:THE EXPERIENCES OF LGBTQ+PEOPLE41|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCES“I present as very feminine,so people assume that Im straight and that Im cisgender.So when Im on-site,Im always mentally preparing myself for how much I want to disclose about my gender.”Non-binary person,entry level,2023“

163、Because Im so open and vocal about who I am,and not many other people are,I feel like the token gay.I hope thats shifting,but its hard.Being gay is sometimes like religionyou cant necessarily see it.Its something you have to acknowledge and say,and not everybodys willing to do that.”White woman,lesb

164、ian,senior manager,2024“This job was the first time that someone used they/them pronouns to refer to me in front of me,and it was really nice.”White and Asian non-binary person,entry level,2024“Its very easy to make surface changes like replacing your Zoom background,but those are just symbols.They

165、do not necessarily make it easier to talk about gender or sexuality at work.If we had role models in leadership,it might be easier to open up.”Latina,bisexual,manager,2024 2024201820242018202420182024201842|WOMEN IN THE WORKPLACE:WOMENS EXPERIENCESMicroaggressions have a“macro”impact on womens exper

166、iencesMicroaggressions take a heavy toll:women who experience them are more likely to feel burned out and consider leaving their company,and less likely to view their workplace as equitable.By leaving microaggressions unchecked,companies miss out on everything women have to offer and risk losing tal

167、ented employees.Microaggressions lead to negative outcomes for women Comparison of negative outcomes for women in 2024 who experience three or more microaggressions vs.those who do not experience any66 20244.5x more likelyto think their gender will make it harder to advance2.7x more likelyto conside

168、r leaving their company4.2x more likelyto almost always feel burned out22%Women who experience microaggressions are WOMEN WHO DO NOT EXPERIENCE MICROAGGRESSIONSWOMEN WHO EXPERIENCE MICROAGGRESSIONS60%6%25%11%50%A CLOSER LOOKWomen are just as likely to be Onlysand face the extra scrutiny that comes w

169、ith itBeing an“Only”frequently one of the only people of their race or gender in the room at workcontinues to be a common experience for women.Women are just as likely to be an Only as they were in 2018:1 in 5 today say they are Onlys for their gender and 2 in 5 women of color are Onlys for their ra

170、ce.As in the past,women who are Onlys encounter more microaggressions,which profoundly detract from their workplace experiences.And on top of this,Onlys are more likely to feel they are under additional scrutiny at work.Women today are as likely to be Onlys for their gender 67%of women who are frequ

171、ently one of the only people of their gender in the room.And many remain as likely to be Onlys for their race%of women who are frequently one of the only people of their race in the room25%And women who are Onlys continue to feel 7024%22%Left outUnder pressure to perform37%44%24%30%33%Closely watche

172、dOn guard2024201819%17%Women who are Onlys for their gender are 3.4x more likely to experience microaggressions than women who are not6853%51%41%32%41%39%BLACK WOMENLATINASASIAN WOMEN202420182024201820242018Women who are Onlys for their race are 1.7x more likely to experience microaggressions than w

173、omen who are not69Of women who are Onlys,%who say they typically feel the following at workIN THEIR WORDS:THE EXPERIENCES OF LATINAS“There are lots of moments where men tell me how to do my job,even though I would never dare tell them how to conduct their work.There could be race and gender at play

174、there.I never know for sure.”Latina,senior manager,2024“Its disheartening to be part of an organization for 34 years,and I still dont see a person like me in senior leadership.Until I see somebody like me in the C-suite,Im never going to really feel like I belong.”Latina,manager,2023“Its a challenge

175、 to bring my full self to work.Ive heard from coworkers,Youve got to be a little careful,watch how you present yourself.But Im going to present myself differently because I am different.Im lesbian and Im Hispanic,so my perspectives on life are completely different.”Latina,entry level,201943|WOMEN IN

176、 THE WORKPLACE:WOMENS EXPERIENCES“Being an Only definitely impacts me.Im not one to really hold back or be quiet,but it does make me hesitate to speak up.”Latina,senior manager,2024 A CLOSER LOOKSexual harassment is as prevalent today as it was six years ago44|WOMEN IN THE WORKPLACE:WOMENS EXPERIENC

177、ESSexual harassment remains common in the workplace,and women are still more likely than men to be on the receiving end of it.Roughly 4 in 10 women have experienced some form of sexual harassment during their careers,from hearing sexist jokes to having obscene or sexually explicit comments directed

178、at them.Notably,younger women,who have much shorter tenures,are just as likely as older women to have experienced some form of sexual harassment over the course of their careera sign that it is not becoming any less common.In addition,women are significantly less confident than men in their companys

179、 handling of sexual harassment claims,and senior-level men are the most confident:8 in 10 think a claim would be fairly investigated and addressed.Women are still more likely to experience sexual harassment than men.%of women and men who have experienced one or more forms of sexual harassment in the

180、ir career71 Women under 30Women over 50Younger women are as likely as older women to have experienced sexual harassment during their careers 2019202420192024Any sexual harassment action39%34%33%34%Men in 2018Men in 202420182024WOMEN MEN WOMEN MEN 23%35%22%37%Y2024OUNGER WOMEN34%OLDER WOMEN35%Younger

181、 women are as likely as older women to have experienced sexual harassment during the course of their career%of women under 30 and women 50 and over who have experienced one or more forms of sexual harassment in their career Women are several times more likely than men to experience acts of sexual co

182、ercion.In 2024,14%of women experienced a form of sexual coercion,such as being pressured to engage in an unwanted sexual relationship or touched in a sexual way without consent,compared to just 2%of men.And remain less confident that reporting it would be effective%of women and men who expect that r

183、eporting sexual harassment at work would be effective7220242018202452%53%70%65%MEN WOMEN 2018PART 4A DATA-DRIVEN APPROACH TO SOLUTIONSThe next phase of work will require a bigger playbookOver the last decade,companies have invested more energy in womens advancement,but the fragility of progress in t

184、he pipeline points to the need to do more.And despite companies efforts to activate managers and employees,the culture of work appears to be stuck.If one thing is clear,its that deep,systemic changewhich requires reshaping peoples mindsets and behaviorsis hard and doesnt follow a linear path.The nex

185、t phase of change will require even more tenacity,creativity,and optimismand that starts with rekindling the commitment to diversity and fairness that got us to this point.For senior leaders,it means continuing to champion this important work and challenging yourself and your organization to do bett

186、er.For most companies,this will require putting more of the right practices in place.Our best practices checklistwhich was built by looking at the uptake of key policies and programs and their link to better outcomes for women and women of colorcan help you identify gaps in your current offerings an

187、d opportunities to push further.In addition,it will be important to apply rigor to the quality and consistency of practices.Research shows there are four building blocks to getting this right:1)making sure employees understand why a new practice is important;2)teaching employees the skills they need

188、 to do their part;3)putting mechanisms in place to support the practice;and 4)ensuring leaders role model the right behaviors.Many organizations do some of these things when theyre introducing a new practice,but surprisingly few do all of them.And finally,there are practical steps you can take to dr

189、ive further progress in areas that we know are particularly important for advancing women and fostering inclusion:De-bias the hiring and promotions processesInspire and equip employees to curb bias and practice allyshipUnlock the power of managers to influence careers and team cultureOur research-ba

190、sed tips and strategies offer a road map for going deeper in these areasand we hope inspiration for breaking new ground.“Organizational change is a marathon,not a sprint,and making meaningful strides for women requires both hope and resilience.When leaders create a compelling vision of whats possibl

191、e,workplaces are better equipped to drive and sustain progress.”Prof.Adam Grant,organizational psychologist and author of Think Again THE FUNDAMENTALSConfirming the right fundamentals are in placeCompany and HR leaders should evaluate their current efforts to advance women and improve equity and inc

192、lusion against our checklist of recommended practices.73 As a general rule,companies should have all Common Practices in place.Theres a reason theyre so widely adopted and prevalent in top-performing companies:they work.We also recommend organizations integrate Emerging Practices into their playbook

193、.While the relatively low adoption of these practices makes it harder to quantify their overall impact,subject-matter experts point to their effectiveness.COMMON PRACTICE:Adopted by 70%or more of companies EMERGING PRACTICE:Adopted by 30%or less of companies TOP-PERFORMING PRACTICE:A practice that i

194、s statistically more prevalent in organizations with higher representations of women and women of colorCOMMON PRACTICE70%EMERGING PRACTICE70%EMERGING PRACTICE30%TOP-PERFORMING PRACTICE EFFORTS TO ENSURE HIRING AND PERFORMANCE REVIEWS ARE FAIRBias training offered to evaluators Clear evaluation crite

195、ria establishedDiverse slates required for hiringAnonymizing rsums and work samples in hiringBias reminders sent to evaluatorsMechanisms in place for surfacing bias in processesTRAININGS TO FOSTER EQUITY AND INCLUSIONBias training offered to all employeesAllyship training offered to all employeesEMP

196、LOYEE BENEFITSPaid sick and family leavePaid parental leavePaid bereavement leaveIVF/fertility treatment,adoption,or surrogacy supportMenopause support FLEXIBILITYFlexible working hoursRemote/hybrid work optionsGEMENT47|WOMEN IN THE WORKPLACE:SOLUTIONS3 BEST PRACTICES FOR DELIVERING YOUR EQUITY AND

197、INCLUSION MESSAGE BEYOND THE BASICSGetting de-biasing hiring and performance reviews rightMost companies have taken steps to make hiring and performance reviews fairer.This is important progress,given these are two of the biggest levers companies can pull to advance women,and particularly women of c

198、olor.However,the quality,depth,and consistency of these practices can make a huge difference in outcomes.“Bias erodes the link between what employees do and the ratings they receive.If companies dont take active steps to strengthen this connection,such as standardizing how employees are rated,theyre

199、 opening the door to inequity.”Dr.Alison Wynn,senior research scholar,Stanford VMware Womens Leadership Innovation LabRESEARCH-BASED TIPS FOR MAKING HIRING AND PERFORMANCE REVIEWS FAIREREffectively evaluating candidates1Establish evaluation criteria up front Evaluators should meet in advance to alig

200、n on which criteria matter most and how to measure them.Aligning on metrics up front,before any candidates are under consideration,can help prevent bias from creeping into the process.742Design evaluation tools to gather objective,measurable inputsIn designing evaluation tools,be mindful of the use

201、of open-ended questions,such as“Describe this persons strengths,”which can open the door to bias.Look for opportunities to add rigor to themfor example,by asking for specific examples of how an employee did or didnt meet expectations and any measurable outcomes.Research shows these tactics can minim

202、ize biased assessments.753Apply rigor to diverse slates for hiringCompanies should formally articulate their definition of a diverse slate,how this is measured,and at what stages in the process a diverse slate is required.76 Then,to authentically put this approach into practice,companies should hold

203、 hiring managers accountable for building slates of comparably experienced and qualified candidates.123Minimizing and surfacing bias1Anonymize personal informationRemoving names from rsums and work samples can significantly reduce bias in hiringresearch shows that names that hint at a candidates gen

204、der or race can trigger harmful stereotypes.772Send bias reminders to all evaluators Biases are hard to spot and may not be top of mind for evaluators,so reminders can make a big impact.78 Refreshers should include common examples of how bias shows up in hiring and promotions.In addition,its always

205、helpful to remind evaluators to stick to the established criteria for a role and avoid vague input.793Appoint a bias monitorOf all the mechanisms to surface bias,research shows that a bias monitor is one of the most effective.This persons role is to redirect conversations about candidates back to th

206、e job criteria and call out potential bias.Alternatively,it can be just as effective to have the whole group agree to monitor one another.80 PRO TIP:Instruct employees to watch for subjective comments,such as“She doesnt seem like a leader”or“Shes not a good cultural fit,”which tend to be rooted in p

207、ersonal preferences or unconscious bias.8148|WOMEN IN THE WORKPLACE:SOLUTIONSBEYOND THE BASICSActivating employees to change the culture of work Changing employee behavior is hard.Despite existing efforts,employees still struggle to identify workplace bias and are no more likely to practice allyship

208、.Broad change requires changing employees hearts and minds,and giving them the wherewithal to show up differently in their day-to-day actions.6 STRATEGIES FOR TELLING A MORE EXPANSIVE STORY1Give employees the“why”When employees see that change is urgently needednot just broadly,but at their own orga

209、nizationstheyre more likely to act.82 Companies can convey this by highlighting the downsides of inaction,such as lost talent or reduced innovation.83 They should also use internal data to help employees understand the reality of womens experiences at their own firmfor example,by sharing womens prom

210、otion rates or employee experience metrics pointing to areas for improvement.“If we raise the water level,all boats rise and its good for everybody.”Christy Pambianchi,executive vice president and chief people officer,Intel2 2Speak to what employees stand to gain personallyIts important to share spe

211、cific examples of how diversity and inclusion efforts benefit everyoneand make this a staple of regular company communications.84 For example,explain that everyone has a better chance of advancing when there are practices in place to make promotions fair.85 Or,point out how womens advancement effort

212、s have led to cultural improvements that support all employees.3Link efforts to advance women to your companys core valuesConnecting diversity efforts to shared values is one of the most effective ways to rally employees.86 If your company values innovation,share research findings that diverse teams

213、 are often more innovative.Or,if you are customer focused,talk about how having more women in leadership can help enhance products geared to women.HOW MASTERCARD TIES GENDER EFFORTS TO SHARED VALUESAt Mastercard,senior leaders made the case that internal efforts to advance women can lead to new solu

214、tions and productsincluding efforts to support women business owners.As Chief People Officer Michael Fraccaro explains,“We know when we invest in our people and global communities,everyone prospers.Our work to connect women entrepreneurs to the tools they need to grow their businesses is just one ex

215、ample.”4Make an emotional connection with employeesReal-life storytelling is a powerful way to shift employees perspectives and inspire change.For example,stories from employees with disabilities whove struggled to participate in work activities can bring the importance of practicing inclusion to li

216、fe,while stories from women whove thrived in fields dominated by men can underscore the importance of manager support.To avoid putting the onus on employees to share their experiences,companies should consider investing in guest speakers and storytellers.87“Stories can make a huge impact on employee

217、shearing how its changed someones life to have an inclusive workplace,or a microaggression-free workplace,or a workplace where they feel supported to show up as a caregiver.”Ruchika T.Malhotra,inclusion strategist and author of Inclusion on Purpose5Be transparent about how challenging change can beW

218、hen companies openly acknowledge that large-scale change is hard,it creates more realistic expectations,which can help minimize the morale issues that lead to lost momentum.88 Being realistic about challenges also underscores the level of commitment needed over the long term to achieve success,so th

219、at employees are better prepared for the hard work ahead.89 6Celebrate winsResearch shows that large-scale change is more likely to succeed when organizations celebrate small wins.90 Companies should look out for incremental steps that count as wins,such as selecting new allyship training based on e

220、mployee input or making the switch to a more quantitative performance review process.91 They should also encourage employees to celebrate one anothers accomplishments,which can be energizing and create a virtuous cycle of positive actions.92HOW T-MOBILE FOSTERS EMPATHYT-Mobile hosts“immersive experi

221、ences”to help employees gain deeper insights into experiences beyond their own.As Deeanne King,the companys executive vice president and chief people officer,explains,“We took employees to the National Museum of African American History and Culture.It was emotional and helped both Black and non-Blac

222、k employees see through a different lens.”T-Mobile has also facilitated activities and events involving veterans,LGBTQ+employees,Asian employees,and other groups and allies.49|WOMEN IN THE WORKPLACE:SOLUTIONSBEYOND THE BASICSDelivering your inclusion message so it breaks throughCrafting the right me

223、ssage is essential,but its only part of the equation.Decades of research show that how companies deliver the message is equally critical for its success.3 BEST PRACTICES FOR DELIVERING YOUR EQUITY AND INCLUSION MESSAGE 1Both leaders and managers should deliver the messageBacking from senior leaders

224、is crucial to ensure meaningful change.In fact,HR leaders say that“communication and commitment from senior leaders”is the top driver of successful diversity efforts.93 Its equally important that managers play a role:when employees only hear from leadership,it can feel disempoweringas though the eff

225、ort is beyond their control.In contrast,hearing from managers allows employees more room to offer input and be heard.94 Research shows that employees value receiving important updates from their own manager,who they know and trust.95 2Communicate frequently and through a variety of channelsWhen empl

226、oyees receive regular updates about a change,theyre more likely to feel positively about it.96 In fact,research suggests that the more information workers receive about major changes,the better they feel.And when companies use a variety of form factorsfrom regular emails to a series of town halls wi

227、th leadersit helps messages break through and resonate with more employees.97 3Create a feedback loop with employeesDecades of research show that employees are more willing to accept and participate in change when theyve had a chance to influence whats happening.98 Before and after new programs and

228、policies are rolled out,organizations should offer varied opportunities for employees to shareincluding surveys,roundtable discussions,and an open-door policy with HR.And crucially,employees need to see that their feedback leads to real action.A CLOSER LOOKHow to evaluate the quality of your employe

229、e training A majority of companies now offer bias and allyship trainingsin fact,9 in 10 now offer one or both of them.However,not all trainings are effective.In fact,research shows that if they dont follow research-backed methods to engage employees,they can even be counterproductive.99The markers o

230、f effective bias and allyship trainingsEffective trainings Consist mostly of live sessionsin-person or online and are part of a larger program that includes ongoing touchpoints and refreshers.Research shows that repeated,active engagement with a topic leads to greater learning.100AVOID:Trainings tha

231、t are videos,self-guided trainings,or short,one-off sessions,as these tend to have little impactor even no impact at all.105Provide authentic ways for employees to interact and brainstorm how to take action:when employees are involved in solving the problem,they tend to be more committed to the solu

232、tion.101AVOID:Trainings that do not encourage employee participationor where participation is an afterthought,like a quiz or very short conversation at the end.Include engaging facts,data,and storytelling to raise employee awareness about the biases and inequalities women still face.102Focus on conc

233、rete steps employees can take.When trainings emphasize what employees can say or do,employees are more likely to feel empowered to act.103Treat participants like theyre well intentioned and want to make a difference so they dont feel accused or blamed.When employees feel defensive,they are less like

234、ly to learn and grow.104AVOID:Trainings that spend a majority of time teaching employees about the biases they themselves hold.A CLOSER LOOKHow to more fully engage menMen have a vital role to play in advancing women and fostering inclusion.Not only do they make up at least half the workforce,men al

235、so hold a majority of leadership roles.This makes their active participation and support essential for driving real progress.50|WOMEN IN THE WORKPLACE:SOLUTIONSMen in leadership can fill the sponsorship gap.Senior-level men are uniquely positioned to be effective sponsorsbut they need to be mobilize

236、d.This really matters:sponsorship can accelerate careers,yet less than 1 in 4 companies has a formal program,leaving most women reliant on informal sponsorship.106 And this often results in women missing out due to“affinity bias,”which leads senior-level men to sponsor others like themselves.To addr

237、ess this,companies should educate men that sponsors and sponsees dont need to share the same identity,and guide them on how to support women effectivelyfor example,by learning about the unique challenges women face at work.1073 STRATEGIES FOR ENGAGING MEN1Be explicit that womens advancement also ben

238、efits menGiven that many diversity efforts focus on how women benefit,its not surprising that men may not always see what they stand to gain.To combat this,companies should find opportunities to convey how these efforts link to issues that matter to men.For example,work-life conflict has traditional

239、ly been discussed as a womens issue,when its also an issue that deeply affects men.When companies point to the benefits for men of programs supporting work-life balance,it signals that mens well-being is prioritized along with womens.108 In addition,companies should look for ways to put this sentime

240、nt into actionfor example,by offering equal parental leave to men and normalizing its use.2Make sure senior-level men are in the know and on boardActivating senior-level men is mission critical,as they are uniquely positioned to advance gender equality.Senior-level men stand out as notably optimisti

241、c about the state of women,so its vital they grasp the data showing that progress remains slow and incomplete.Moreover,it helps when senior-level men understand the pivotal role they play in advancing women.On top of the strong link between senior-leader support and the success of organizational cha

242、nge,research shows that early career men are more likely to act on inclusion if they see and hear senior-level men doing the same.109 3Offer allyship groupsCompanies should consider sponsoring allyship groups in the same way they sponsor ERGs.110 These groups provide camaraderie and a structured way

243、 for men and other allies to participate.Moreover,employer-sponsored groups make it clear that allyship is aligned with company prioritiesand this explicitness can help motivate men.“Research shows that even when parental leave is available,men are less likely to take it.So we need to normalize men

244、being caregivers.Senior-level men can play a role by sharing things like,Im taking the afternoon to see my grandchilds baseball game or Im taking time to help my elderly mom.”Ruchika T.Malhotra,inclusion strategist and author of Inclusion on Purpose“Male allyship groups are on the rise.Men can look

245、at the whole constellation of ERGs and think,Well,where does the average white guy fit into that?Allyship groups are a way to include men in a way that feels comfortable.”David Smith,co-author of Good Guys 51|WOMEN IN THE WORKPLACE:SOLUTIONSBEYOND THE BASICSUnlocking the power of managers Managers h

246、old a unique and powerful position within their organizations,given their impact on employee experience.When managers fail to take action,research shows its often for three reasons that are outside their control:Their priorities and performance metrics are misalignedThey lack the time and resources

247、to be successfulLeadership has not included them in the conversation Armed with this knowledge,there are steps companies can take to unlock the full potential of managers.1113 RESEARCH-BASED TIPS FOR ACTIVATING MANAGERS1Align managers priorities and rewardsLack of clarity around whats expected of th

248、em is a key source of stress for managers.To alleviate this,companies should make sure priorities,trainings,and performance expectations are well aligned.112 For instance,if supporting employee advancement is a key focus,that should be clearly communicated and emphasized in both training programs an

249、d performance reviews.2Ensure managers have the time and resources they needGiven the broad range of goals theyre expected to meet,managers are often spread too thin42 percent of managers often or always feel burned out,compared to 33 percent of non-managers.113 To address this,companies should look

250、 for opportunities to reduce managers individual workloads so they have more time to support their teams.It can also help to put tools in place to make it easier for managers to be effective,such as standardized questions to gauge their team members well-being and sample scripts for important career

251、 conversations.These steps pay off:when managers spend more time developing their teams,results improve.3Invite managers into a dialogueA large body of research shows that when managers have meaningful input into their mandateand how to accomplish itorganizational change is far more likely to succee

252、d.114 To do this effectively,companies should consistently solicit managers feedback on new policies and practices and how to improve them.This helps managers feel seen and heard,and provides leadership with insights into on-the-ground challenges.HOW PFIZER REDEFINED MANAGER EVALUATIONSPfizer has ch

253、anged how managers are evaluated to reward how they lead.In addition to rating their business outcomes,performance ratings now focus on how managers achieve those results by measuring their positive impact on their teams.For example,Pfizer now assesses how well managers implement company values,such

254、 as excellence and equity,based on direct feedback from their teams.“What middle managers do is actually much more complex than what either executives or frontline workers do:they manage both up and down,and serve as translators in both directions.”Emily Field,co-author of Power to the Middle52|WOME

255、N IN THE WORKPLACE:ACKNOWLEDGMENTSUsed for menUsed for womenUsed for dataunrelated to identitiesUsed for companiesUsed for menUsed for womenUsed for companiesUsed for accentAcknowledgmentsMcKinsey&Company and LeanIn.Org would like to thank the 281 companies and more than 15,000 employees who partici

256、pated in this years study.By sharing their information and insights,theyve given us new visibility into the state of women in the workplace and the steps companies can take to achieve parity for all women.We appreciate the continued help of Defined Contribution Institutional Investment Association(D

257、CIIA),the Equity Collaborative,Expanding Equity,PayTech Women,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 for this study and Getty Images for providing the photog

258、raphy from the Lean In Collection used in this report and website.ADDITIONAL RESOURCES FOR COMPANIESLean In runs programs to support women leaders and improve the culture of workand theyre available at no cost,because we believe every company should have the tools to build an equitable workplace.Lea

259、n In Circles combines a world-class leadership curriculum with the power of women coming together to learn new skills and support one another.50 Ways to Fight Bias takes the guesswork out of identifying and challenging the biases women face with specific,research-based recommendations for what to sa

260、y and do.Allyship at Work focuses on practical steps managers and employees can take to show up as allies and create an inclusive workplace culture.Find out why thousands of organizations including GSK,SurveyMonkey,and Walmart are using our programs and how you can bring them to your company at lean

261、in.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 of client service to institutions working to modernize their talent and business processes,as well as cultures to support t

262、hese 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 enrolled 82,000 leaders.This programwhich is offered at no cost and includes customized content relevant to Black,Hispanic and

263、Latino,and Asian leadersfocuses on early professionals,midcareer managers,and senior executives.Our DEI Maturity Assessment has provided 250+clients with a comprehensive framework to assess and drive their DEI strategy.Inclusion assessment has been used by 100+clients to assess employee perspectives

264、 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 behaviors.Visit https:/ to explore McKinseys client service,research,and insights on DEI.53|WOMEN IN THE WORKPLACE:REPORT A

265、UTHORSReport authorsRACHEL THOMAS is cofounder and CEO of LeanIn.Org.Under her leadership,Lean In has become a go-to resource for original research and educational programs to advance women and foster equity and inclusion in the workplace.Rachel cofounded the Women in the Workplace study,and she reg

266、ularly speaks and writes on issues at the intersection of women and work.CAROLINE FAIRCHILD is editor in chief and VP of research and education at LeanIn.Org.Before Lean In,Caroline worked in journalism,most recently at LinkedIn News,where she led coverage of women in the workplace,and Fortune,where

267、 she founded The Broadsheet,a popular newsletter on women leaders.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 researcher,and book author focused on gender and health equity.MARY

268、NOBLE-TOLLA,Ph.D.,is a senior manager of research and content at LeanIn.Org.She designs trainings and public awareness materials to shift peoples thinking in support of fairness and equality.Before LeanIn.Org,Mary worked in journalism and wrote on politics and social justice.She also taught English

269、and politics at Oxford and Princeton.GINA CARDAZONE,Ph.D.,is the research principal at LeanIn.Org.She is a community and cultural psychologist specializing in mixed-methods research.Prior to Lean In,she was a research consultant working with NGOs,universities,and government agencies.HAYLEY BROWN is

270、a senior manager of quantitative research at LeanIn.Org.She previously worked in nonprofits and academia as an applied quantitative researcher,evaluator,and DEI consultant,focusing on traditionally marginalized populations in the STEM workforce.MARIANNE COOPER,Ph.D.,is a sociologist at the VMware Wo

271、mens Leadership Innovation Lab at Stanford University,where she conducts research on gender,womens leadership,and the future of work.She has written on these topics for The Atlantic,The New York Times,and Harvard Business Review.Additional writers and analysts:Thamara Jean,Lizbeth Kim,Ph.D.,Nancy Mo

272、reno,and Jemma York.ALEXIS KRIVKOVICH is the global co-lead of McKinseys People and Organizational Performance Practice 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 co

273、founded the Women in the Workplace study,is passionate about supporting executive teams to execute 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 Technol

274、ogy Council and co-head of Global Alliances.Lareina focuses on software,AI,and frontier technologies,helping clients to incorporate new technologies into their growth strategies.She cofounded the Women in the Workplace study,served as McKinseys first chief diversity and inclusion officer,and is a le

275、ading expert on advancing diversity in business.EMILY 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 impor

276、tance of managers in Harvard Business Review and is the author of Power to the Middle:Why Managers Hold the Keys to the Future of Work(Boston:Harvard Business Review Press,July 2023).Emily is passionate about helping women achieve their first promotion to manager in service of repairing the broken r

277、ung.MEGAN MCCONNELL is a partner in McKinseys Washington,D.C.,office in the People and Organizational Performance practice.She advises executives and government leaders across sectors on complex issues involving human capital,organizational change,and operational performance.She is passionate about

278、helping organizations create world-class talent systems,seize scarce talent pools,meet their diversity and inclusion aspirations,and support workers adapting to rapid technological change.HANNAH SMITH is an engagement manager in McKinseys Southern California office in the People and Organizational P

279、erformance practice.She focuses on helping clients undergoing large-scale transformations,particularly related to organizational design,culture,and workforce development.54|WOMEN IN THE WORKPLACE:CONTRIBUTORSThank you to 10 years of contributorsOver the past 10 years,many individuals have played a r

280、ole in Women in the Workplace.For our 10th anniversary report,we want to extend our gratitude to the following people.Their passion,hard work,and creativity brought this study to life,alongside countless others.We hopeand believethat companies have used this report to make their organization more in

281、clusive and that women have felt seen and validated in the data.We thank everyone who has helped to make that happen.Greg AllenSofia Alvarado Ashley AnglinRowan BeneckeBecca BernsteinAli BohrerQuentin BoltonJenna BottHayley BrownCourtnay BuaasAmber BurtonKelen CaldwellSara CallanderGina CardazoneMar

282、ia Laura Saenz CaviedesLizzy ChanMaura CheeksJanet ChenPing ChinDeb ChongCarolyn ChuRachel CookMarianne CooperChristianne CorbettBrittany CornejoEduardo Coronado-SrokaSarah CouryKatie CoxMeghna DasguptaKatie DiClementeBriana EdwardsKweilin EllingrudBlair EpsteinAllison EshoCaroline FairchildDestin F

283、ernandesSarah Ferreiro HandMaggie FerrillKeela FettEmily FieldPriya Fielding-SinghAshley FinchDaniel FletcherMadelyn FloresRobyn FreemanErin Friedlander BlankDom FurlongNawel GabougeWorth GentryAlison GerardArchana GilraviBeatriz GoSammy GoldsteinMar GrechSanchika GuptaClaudia HanleyChloe HartAnne M

284、arie HawleyBrigit HelgenMargot HeronLea HerzbergAlexandra Aguirre HiraokaAlexis HowardJess HuangIsabelle HughesSophia HuntRyan HutsonThamara JeanShweta JoshiSara KaplanNil KarahasanogluAnanya KaranamLauren KeaneLizbeth KimAllison KoblickEllen KonarMekala KrishnanAlexis KrivkovichSandra KgeleAnkur Ku

285、marJulia KungEric KutcherJocelene Kwan Kitty KwanLauren LamorenaSophia LaRocheMelinda LeeMichelle LeeSidney LeeSteven LeeMichael LinaresWei Wei LiuMadison LongRobin LoreJill LyonAnthea LyuEmma Macan RobertsSonia MahajanTess MandoliMegan McConnellBrandon McCormickShaina MillemanJordan Miller-SurrattK

286、atie MiseranyAva MohseninNancy MorenoAline NachlasMarie-Claude NadeauHilary NguyenMary Noble-TollaNarmeen NoorullahShelley Ong TeshimaLaura PadulaMorgan PaullNikki PawseyBevan PearsonDavid PinskiPearl PlotkinJonathan PosnerSara PrinceChristine QuintanaSara RadjenovicIshanaa RambachanChrissy Ramkarra

287、nStephanie RankCharlie RixeyKelsey RobinsonNicole RobinsonAlex RohrbachMegan RooneyNick RosenerDevon RuleRaena SaddlerRoz SamimiSara SamirSheryl SandbergSophie SandersJenna ScalmaniniSamuel SchwagerBryan SchwimmerDivyanka SharmaLeslie ShinnChanel ShumRebecca SillimanSaloni SinghviMartin SlosarikHann

288、ah SmithStephanie Solove ChouArchana SomasegarEmma SpitzerIrina StarikovaMackenzie StaskoTaylor SteinbeckAva StillsJulia SunMargaret SwankLynn TakeshitaAlice TangErica TashmaRachel ThomasKirsten TidswellKendall TitusTijana TrkuljaEmma TsurkovNikki TuckerKate UrbanRachel ValentinoNeha VermaMeghan Oli

289、via WarnerMonne WilliamsEmma Justine Williams-BaronRobert WoodingtonAshley WrightKatie WulbertLily XuYaz YazarLareina YeeAndrew YooJemma YorkKinsey YostDella ZanoschiStephanie ZibellCORPORATE PIPELINE BY INDUSTRYIndustries have different talent pipelines55|WOMEN IN THE WORKPLACE:CORPORATE PIPELINE B

290、Y 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 and Industrial Manufacturing),while others fail to advance women into middle man

291、agement(Energy,Utilities,and Basic Materials)or senior leadership(Oil and Gas).industry pipeline vizesENTRY LEVELMANAGERSR.MANAGERVPSVPC-SUITEBANKING AND CONSUMER FINANCE56%45%38%36%34%30%CONSUMER PACKAGED GOODS64%56%51%51%37%43%ENERGY,UTILITIES,AND BASIC MATERIALS33%23%25%23%17%27%ENGINEERING AND I

292、NDUSTRIAL MANUFACTURING33%25%26%24%25%26%FOOD AND BEVERAGE DISTRIBUTION34%42%36%33%16%19%FOOD AND BEVERAGE MANUFACTURING38%38%39%39%27%27%HEALTHCARE SYSTEMS AND SERVICES76%70%62%51%45%35%INSURANCE64%55%46%41%31%32%IT SERVICES AND TELECOM38%29%29%27%30%24%MEDIA AND ENTERTAINMENT55%44%46%49%44%39%OIL

293、AND GAS37%26%30%29%21%23%PHARMACEUTICALS AND MEDICAL PRODUCTS 52%48%44%41%35%28%PROFESSIONAL AND INFORMATION SERVICES55%45%39%31%33%29%PUBLIC AND SOCIAL SECTOR50%43%40%36%40%46%RESTAURANTS58%49%43%42%36%29%RETAIL54%44%42%38%36%35%TECHNOLOGY:HARDWARE29%26%24%20%21%23%TECHNOLOGY:SOFTWARE45%39%39%36%31

294、%34%TRANSPORTATION,LOGISTICS,AND INFRASTRUCTURE55%38%35%27%27%18%ENTRY LEVELMANAGERSR.MANAGERVPSVPC-SUITEWEALTH AND ASSET MANAGEMENT AND INSTITUTIONAL INVESTORS49%43%40%33%22%24%56|WOMEN IN THE WORKPLACE:METHODOLOGYMethodologyDATA SOURCES This report is primarily focused on data from the 2024 Women

295、in the Workplace study and also draws extensively from published and unpublished data from the 20152023 Women in the Workplace reports.Historical data trends were analyzed across talent pipeline data,Employee Experience surveys,and HR programs and policies,and analyzed in conjunction with 2024 findi

296、ngs.RESEARCH PARTICIPATION FOR 2024 STUDYThis report is based on research from 281 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&Company in 2012.Participating companies fro

297、m the private,public,and social sectors submitted talent pipeline and/or policies and programs data.In addition,more than 15,000 employees from 27 companies were surveyed on their workplace experiences and we interviewed 27 women and non-binary individuals,including people of different races and eth

298、nicities,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 comparisons.The number of companies from each industry is as follows:Banking and Consumer Finance26C

299、onsumer Packaged Goods4Energy,Utilities,and Basic Materials12Engineering and Industrial Manufacturing31Food and Beverage Distribution5Food and Beverage Manufacturing12Healthcare Systems and Services26Insurance10IT Services and Telecom6Media and Entertainment6Oil and Gas10Pharmaceutical and Medical P

300、roducts14Professional and Information Services11Public and Social Sector6Restaurants12Retail10Technology:Hardware13Technology:Software18Transportation,Logistics,and Infrastructure9Wealth and Asset Management and Institutional Investors40Companies opted into the study in response to invitations from

301、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 March and May 2024.Talent pipeline data reflect representation of women and men as of

302、December 31,2023,as well as personnel changes(e.g.,due to promotion,hiring,and attrition)during 2023.Therefore,all talent pipeline data do not represent any changes that occurred during 2024.Human resource leaders and professionals provided information on policies,programs,and priorities on behalf o

303、f their company between March and May 2024.Additionally,employees were surveyed on their workplace experiences between March and May 2024.These data sets represent point-in-time snapshots and reflect companies responses and employees experiences at the time that the survey was taken.PIPELINE DATA AN

304、D ANALYTICSOverall MetricsAll pipeline metrics(e.g.,representation,promotion rates,hiring shares,attrition rates)were calculated for each participating company.Company results were then averaged for each industry and each industrys data were weighted by the composition of the Fortune 500 in 2023.Thi

305、s 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 500 used for our weighting was:Energy and Basic Materials18.6%Engineering and Automotive and Industrial M

306、anufacturing10.0%Finance18.8%Food and Restaurants6.6%Healthcare8.2%Media and Entertainment1.6%Professional and Information Services3.6%Retail17.8%Tech11.4%Transportation,Logistics,and Infrastructure3.4%Definition of Job LevelsCompanies categorized their employees into six levels based on the followi

307、ng standard definitions,considering reporting structure and salaries.The levels and definitions provided were:L1Executives:CEO and direct reports to the CEO,responsible for company operations and profitability(board members are not included in our primary analyses unless they are also employees)L2Se

308、nior vice presidents and other similar roles:senior leaders of the organization with significant business unit or functional oversightL3Vice presidents and other similar roles:leaders within the organization,responsible for activities/initiatives within a subunit of a business unit or function,or wh

309、o report directly to senior vice presidentsL4Senior managers:seasoned managers and contributors,with responsibility for multiple teams and discrete functions or operating units57|WOMEN IN THE WORKPLACE:METHODOLOGYMethodologyL5Managers:junior managers and contributors,responsible for small teams and/

310、or functional units or operationsL6Entry level:employees responsible for carrying out discrete tasks and participating on teams,typically in an office or corporate settingL7Frontline:Field employees like cashiers or customer service representatives,responsible for carrying out customer-facing jobs,t

311、ypically in a retail or branch locationTALENT PIPELINEMetrics and AnalyticsTalent 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 engineering).In addition,companies reported t

312、he 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 attrition rates were calculated for w

313、omen 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 calculated by dividing the number of ea

314、ch 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.YEARS TO PARITY ESTIMATE AND ANALYTICSGeneral ContextYears to parity estimates we

315、re modeled by industry,including all companies that participated between 2022 and 2024,for roles ranging from C-suite to SVP(L1L2).The analysis was done independently for each level L1L2.The model uses initial representation and projects representation changes over time for a given demographic(i.e.,

316、men,women overall,women of color,and white women).Parity thresholds were set for each respective group and an estimate was determined based on when a group meets their respective threshold.Additional details on projection methodology and assumptions detailed below:Projected Representation ChangeProj

317、ected representation changes were analyzed across men,women overall,women of color,and white women for roles at the C-suite and SVP(L1 and L2)levels.Levels were grouped to ensure sufficient sample size and incorporate nuance seen at the senior leadership levels across industries.Representation chang

318、e was defined as the net change as a result of hiring,promotions,and attrition within a given year,where projected values were determined by applying geometric Brownian motion to capture the stochastic nature of population change.The model incorporated into a Monte Carlo simulation to further consid

319、er the range of possibilities when estimating the years to parity for each group and ensure resulting estimates account for variability and uncertainty year-over-year.Assumptions and Further ConsiderationsParity threshold selection:Parity thresholds were set respectively for each grouping after cons

320、idering current 2024 representation of the workforce and estimated growth figures.Thresholds must be reached in the model for a group to be considered at parity.Thresholds determined based on workforce representation trends in U.S.Census(1820%population of women of color),current representation of w

321、omen at entry levels in talent pipeline(20%for women of color;28%for white women),and assumption that pipeline and growing population of diverse women will attribute to greater representation of women at senior levels in future years.Only women and men were included in projection analyses due to the

322、 extremely small sample of employees outside the gender binary.Parity thresholds were set per demographic at:Women of color:25%of total populationWhite women:25%of total populationAdditional modeling choices:Additional factors taken into consideration when choosing model parameters and handling edge

323、 cases:Monte Carlo iterations:Simulation ran 1,000 iterations for each industry to evaluate a wide range of possible estimates and averaged to determine years to parity estimates for a given industry.Iterations were chosen to create a large sample of possible estimate and ensure accurate estimate.Pr

324、ojection time bounds:The model measures projected representation change over 100 years to provide a runway to reach convergence into an estimate.Time bound chosen after running sensitivity tests and determining minimal upside in expanding the limits beyond 100 years.Estimates not reached within the

325、model:In the rare event that an estimate is not reached over 100 years across the 1,000 iterations,an assumed value of 100 years is used for that industry/level combination.Only two out of 198 industry/level combinations were not able to reach an estimated time to parity given the model parameters a

326、bove and used the assumed value of 100 years.Industry weighting when reaching an aggregate estimate:When computing aggregate estimates for each group and level,the industries are averaged using the Fortune 500 weights described above.EMPLOYEE EXPERIENCE SURVEY AND ANALYTICSSurvey Participation More

327、than 15,000 employees from 27 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,and sponsorship)as well as demographi

328、c questions(e.g.,gender,gender of primary manager,race/ethnicity,age,disability,sexual orientation,role,family status,household characteristics,and responsibilities).Statistical Reporting of Survey DataSurvey results were reported as an unweighted polled average of responses across companies.Many of

329、 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 highlight differences between gende

330、rs 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 between two groups unless otherwise

331、indicated.In addition to establishing a minimum five percentage point difference when comparing data from different years,we also examined the trajectory and variability of data when there were more than two years of data available.We acknowledge that differences in participating companies each year

332、 mean that year-to-year comparisons may be due to sample characteristics or random variation.Wherever possible,data were triangulated from multiple sources to confirm trends and strengthen our findings.58|WOMEN IN THE WORKPLACE:METHODOLOGYMethodologyHR PROGRAMS AND POLICIESHuman resource professiona

333、ls from 291 organizations provided information on gender diversity policies and programs on behalf of their organization.Not all participating companies submitted talent pipeline data.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.HR AND DEI BEST PRACTICESDEI best practices are bas