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1、Women inthe Workplace2022About the studyWomen in the Workplace is the largest study on the state of women in corporate America.1 In 2015,LeanIn.Org and McKinsey&Company launched the study to give companies insights and tools to advance gender diversity in the workplace.Between 2015 and 2022,over 810
2、 companies participated in the study,and more than 400,000 people were surveyed on their workplace experiences.This year,we collected information from 333 participating organizations employing more than 12 million people,surveyed more than 40,000 employees,and conducted interviews with women of dive
3、rse identities,including women of color,LGBTQ+women,and women with disabilities.2 Our 2022 report focuses on how the pandemic has changed what women want from their companies,including the growing importance of opportunity,flexibility,employee well-being,and diversity,equity,and inclusion.Sign up to
4、 participate in the 2023 study at .2|WOMEN IN THE WORKPLACE:ABOUT THE STUDY0608091005The state of the pipelineWomen leaders are leaving their companies at higher ratesThe“broken rung”is still holding women backWomen are still dramatically underrepresented in leadershipTable of ContentsIntroduction 3
5、|WOMEN IN THE WORKPLACE:TABLE OF CONTENTSA CLOSER LOOKWomen remain deeply underrepresented in technical roles11Why women leaders are switching jobsWomen leaders want to advance,but they face stronger headwindsWomen leaders are overworked and under-recognizedWomen leaders are seeking a different cult
6、ure of workCompanies are also at risk of losing young women7 18192223A CLOSER LOOKBlack women leaders face even greater barriers to advancementWomen leaders are also overworked at homeAn intersectional look at womens experiencesSome women face more bias and receive less support at workIn
7、their wordsAcknowledgmentsReport authorsCorporate pipeline by industryMethodologyEndnotesEmployees who can choose their work arrangement are less likely to leaveThe importance of flexible and remote workWomen experience fewer microaggressions when they work remotelyNavigating the shift to remote and
8、 hybrid workA majority of women prefer remote and hybrid workA CLOSER LOOKRemote work options are especially critical for women with disabilitiesCASE STUDY:How Blue Shield of California made a successful shift to hybrid workThe importance of managersCompany expectations are rising,but most managers
9、arent prepared to meet themMost companies are not doing enough to train and recognize managersWhen managers show up consistently,women and companies benefitRecommendations for companiesAn overview of the policies and programs driving progressCASE STUDY:How Intuit increased the number of women in tec
10、h rolesCASE STUDY:How Citi exceeded its representation goalsConclusionHow companies can avoid checking the boxA CLOSER LOOK51525355584|WOMEN IN THE WORKPLACE:TABLE OF CONTENTSThe importance of flexible and remote workA majority of women prefer remote and hybrid workomen experience fewer microaggress
11、ions when they work remotelyely to leave27282933643504547INTRODUCTIONWere in the midst of a“Great Breakup”There are always winners and losers in the war for talent,and the stakes are higher than ever for companies that want to achieve gender equality.Women are demanding more from work,and
12、 theyre leaving their companies in unprecedented numbers to get it.Women leaders are switching jobs at the highest rate weve ever seenand at a higher rate than men in leadership.3 This could have serious implications for companies.Women are already significantly underrepresented in leadership.For ye
13、ars,fewer women have risen through the ranks because of the“broken rung”at the first step up to manager.4 Now,companies are struggling to hold on to the relatively few women leaders they have.And all of these dynamics are even more pronounced for women of color.The reasons women leaders are stepping
14、 away from their companies are telling.Women leaders are just as ambitious as men,but at many companies they face headwinds that make it harder to advance.5 Theyre more likely to experience belittling microaggressions,such as having their judgment questioned or being mistaken for someone more junior
15、.Theyre doing more to support employee well-being and foster inclusion,but this critical work is spreading them thin and going mostly unrewarded.And finally,its increasingly important to women leaders that they work for companies that prioritize flexibility,employee well-being,and diversity,equity,a
16、nd inclusion.If companies dont take action,they wont just lose their women leaders;they risk losing the next generation of women leaders,too.Young women are even more ambitious,and they place a higher premium on working in an equitable,supportive,and inclusive workplace.6 Theyre watching senior wome
17、n leave for better opportunities,and theyre prepared to do the same.5|WOMEN IN THE WORKPLACE:INTRODUCTIONPART 1The state of the pipelineTwo pipeline challenges put gender equality out of reach for most companiesDespite modest gains in representation over the last eight years,womenand especially wome
18、n of colorare still dramatically underrepresented in corporate America.And this is especially true in senior leadership:only 1 in 4 C-suite leaders is a woman,and only 1 in 20 is a woman of color.Moreover,most companies are grappling with two pipeline problems that make achieving gender equality in
19、their organization all but impossible:The“broken rung”remains broken.For the eighth consecutive year,a“broken rung”at the first step up to manager is holding women back.For every 100 men who are promoted from entry level to manager,only 87 women are promoted,and only 82 women of color are promoted.A
20、s a result,men significantly outnumber women at the manager level,and women can never catch up.There are simply too few women to promote into senior leadership positions.7More women leaders are leaving their companies.Now companies have a new pipeline problem.Women leaders are leaving their companie
21、s at the highest rate in years,and the gap between women and men leaders leaving is the largest weve ever seen.To put the scale of the problem in perspective:for every woman at the director level who gets promoted to the next level,two women directors are choosing to leave their company.Many women a
22、re switching jobs for better opportunities,but some are considering downshifting and leaving the workforce.In the past year,29%of womenand 22%of menhave thought about reducing their hours,taking a less demanding job,or leaving the workforce altogether,although far fewer have actually taken these act
23、ions.7|WOMEN IN THE WORKPLACE:PIPELINEDespite modest progress,women are still dramatically underrepresented in leadershipENTRY LEVELMANAGERSR.MANAGER/DIRECTORVPSVPC-SUITETOTAL WOMEN IN 202248%40%36%32%28%26%TOTAL WOMEN IN 201747%37%33%29%21%20%POINT CHANGE FROM 2017+1pp+3pp+3pp+3pp+7pp+6ppWOMEN OF C
24、OLORWHITE WOMENMEN OF COLORWHITE MEN%of employees by level at the start of 2022REPRESENTATION IN THE CORPORATE PIPELINE BY GENDER AND RACE8MENWOMEN33%41%47%54%58%61%19%19%16%14%13%13%29%27%26%24%23%21%19%14%10%8%6%5%“When I joined this company,I noticed there were a lot of women and people of color
25、in leadership.That let me know it was possible for me to advance.When you come into a company and there are leaders who look like you,it just feels different.”BLACK WOMAN,MANAGER8|WOMEN IN THE WORKPLACE:PIPELINEThe“broken rung”is still holding women backThe biggest obstacle women face on the path to
26、 senior leadership is at the first step up to manager.For every 100 men promoted from entry level to manager,only 87 women are promoted,and only 82 women of color are promoted.9 As a result,men significantly outnumber women at the manager level,and women can never catch up.There are simply too few w
27、omen to promote into senior leadership positions.Some groups of women are even less likely to be promoted to manager.For every 100 men promoted from entry level to manager,only 75 Latinas are promotedand this number is even lower for Native Hawaiian,Pacific Islander,and Indigenous women.WOMEN LOSE T
28、HE MOST GROUND AT THE FIRST STEP UP TO MANAGERFor every 100 men who are promoted 87 women are promoted and82 women of color are promoted9Emma good to export as SVG9|WOMEN IN THE WORKPLACE:PIPELINE“Women leaders are leaving their companies at higher rates12%2002020218%0%WOMEN LEADERS ARE L
29、EAVING THEIR COMPANIES AT THE HIGHEST RATE IN YEARS10%of voluntary attrition for women vs.men leaders from 2017 to 202111Last year,women leaders left their companies at the highest rate in yearsand the gap between women and men leaving was the largest its been.WOMEN MEN4%For the first time in my car
30、eer,were seeing people leaving and going to companies with a more generous work from home policy.So I dug into the data,and I realized something about every single person leaving.They were all women.”BLACK WOMAN,VICE PRESIDENT10|WOMEN IN THE WORKPLACE:PIPELINEA CLOSER LOOKWomen remain deeply underre
31、presented in technical rolesWomen are far less likely than men to work in engineering and technical fields,and womens relative representation in these jobs is lower than it was in 2018.12 As a result,women in technical roles are twice as likely as women overall to say they are frequently the only wo
32、man in the room at work.The fact that they are so often“Only”women may partly explain why women in tech face higher rates of bias:they are more likely than women in non-technical roles to have their judgment questioned in their area of expertise and to say their gender has played a role in their bei
33、ng passed over for a chance to get ahead.These trends have troubling implications for gender equality.Engineering and technical roles are among corporate Americas fastest-growing and highest-paid job categories.13 If women in these roles have negative day-to-day experiences and dont see an equal pat
34、h to advancement,it could lead to larger gaps in both representation and earnings between women and men overall.“The engineering field is almost all men,and it has been for a long time.When I was at university,there were just five women in a room of sixty men.And when I started working,it was like t
35、hat too.So itsa very challenging environment.”LATINA,MANAGER,IMMIGRANT32%of women in technical and engineering roles are often the only woman in the room at work.WOMENS RELATIVE REPRESENTATION IN TECHNICAL ROLES DECLINED BETWEEN 2018 AND 2022%of women and men who self-report that they are in an engi
36、neering or technical department1.9x difference34%40%18%16%201820222.5x differenceMENWOMENEmma good to export as SVG11|WOMEN IN THE WORKPLACE:PIPELINEPART 2Why women leaders are switching jobsWomen leaders are leaving their companies for three key reasons13|WOMEN IN THE WORKPLACE:WOMEN LEADERSWomen l
37、eaders are demanding more from their companies,and theyre increasingly willing to switch jobs to get it.Three primary factors are driving their decisions to leave:Women leaders want to advance,but they face stronger headwinds than men.Women leaders are as likely as men at their level to want to be p
38、romoted and aspire to senior-level roles.In many companies,however,they experience microaggressions that undermine their authority and signal that it will be harder for them to advance.For example,they are far more likely than men leaders to have colleagues question their judgment or imply that they
39、 arent qualified for their jobs.Women leaders are also more likely to report that personal characteristics,such as their gender or being a parent,have played a role in them being denied or passed over for a raise,promotion,or chance to get ahead.Women leaders are 2x as likely as men leaders to be mi
40、staken for someone more junior.37%of women leaders have had a coworker get credit for their idea,compared to 27%of men leaders.“Ive asked many times what I can do to get promoted,and I dont get a good answer.Im thinking of leaving.And it will be my companys loss since they didnt offer me the opportu
41、nity to advance.I hit a ceiling that didnt need to be there.”SOUTH ASIAN WOMAN,SENIOR MANAGER,IMMIGRANTWomen leaders are overworked and under-recognized.Compared to men at their level,women leaders do more to support employee well-being and foster diversity,equity,and inclusionwork that dramatically
42、 improves retention and employee satisfaction,but is not formally rewarded in most companies.14 Spending time and energy on work that isnt recognized could make it harder for women leaders to advance.It also means that women leaders are stretched thinner than men in leadership;not surprisingly,women
43、 leaders are far more likely than men at their level to be burned out.Women leaders are 2x as likely as men leaders to spend substantial time on DEI work.1540%of women leaders say their DEI work isnt acknowledged at all in performance reviews.16“43%of women leaders are burned out,compared to only 31
44、%of men at their level.Burnout from management responsibilities and unsustainable workload has made me more ambitious,but not in the same way.Im more ambitious about going after something different.Im more ambitious about making a career change or going after something where I feel more fulfilled.”W
45、HITE WOMAN,SENIOR MANAGER14|WOMEN IN THE WORKPLACE:WOMEN LEADERSWomen leaders want a better work culture.Women leaders are significantly more likely than men leaders to leave their jobs because they want more flexibility or because they want to work for a company that is more committed to employee w
46、ell-being and diversity,equity,and inclusion.17 And over the last two years,these factors have only become more meaningful to women leaders.18If companies dont take action in response to these trends,theyre at risk of losing more women leaders.That could have serious implications.Compared to men at
47、the same level,women leaders are investing more time and energy in effective people management,allyship,and DEI.19 They are leading the transition to a more supportive,inclusive workplace,which is what the next generation of employeesand especially younger womenwant and expect.“49%of women leaders s
48、ay flexibility is one of the top three things they consider when deciding whether to join or stay with a company,compared to 34%of men leaders.Women leaders are more than 1.5x as likely as men at their level to have left a previous job because they wanted to work for a company that was more committe
49、d to DEI.I think people have come through the pandemic feeling a bit more empowered.Weve realized that being in a toxic environment where youre not happy is just not worth it.”BLACK WOMAN,VICE PRESIDENT15|WOMEN IN THE WORKPLACE:WOMEN LEADERSCompanies are also at risk of losing young womenThe factors
50、 that drive women leaders to leave their companies are even more important to young women.Young women care deeply about opportunity to advancemore than two-thirds of women under 30 want to be senior leaders,and well over half say advancement has become more important to them in the past two years.20
51、 Young women are also more likely than women leaders to say theyre increasingly prioritizing flexibility and company commitment to well-being and DEI.Companies that dont take action may struggle to recruit and retain the next generation of women leadersand for companies that already have a“broken ru
52、ng”in their leadership pipeline,this has especially worrisome implications.Young women play a critical role in building diverse and inclusive teams.They are more likely than older women to be women of color and identify as LGBTQ+.21 They are also more likely than both older employees and men in thei
53、r age group to actively practice allyship at work.Two-thirds of women under 30 say they would be more interested in advancing if they saw senior leaders with the work-life balance they want.16|WOMEN IN THE WORKPLACE:WOMEN LEADERSTHE FACTORS DRIVING WOMEN LEADERS TO SWITCH JOBS ARE MORE IMPORTANT TO
54、YOUNG WOMENReasons women leaders are switching jobs22these factors are increasingly important to womenespecially young women23WOMEN UNDER 30MEN LEADERSWOMEN LEADERS44%48%13%20%11%18%18%22%10%17%31%58%66%76%31%41%42%56%55%68%WOMEN LEADERSCommitment to employee well-being is more importantManager supp
55、ort is more importantCommitment to DEI is more importantFlexibility is more important Advancing is more important%who say the following have become more important to them in the past two yearsOpportunity to advanceFlexibilityCompany commitment to DEIUnsupportive managerUnmanageable workload%of women
56、 and men leaders who cite these reasons for switching jobs in the past two years“A CLOSER LOOKBlack women leaders are more ambitious but face greater barriers to advancementBlack women leaders are more ambitious than other women at their level:59 percent of Black women leaders want to be top executi
57、ves,compared to 49 percent of women leaders overall.But they are also more likely than women leaders of other races and ethnicities to receive signals that it will be harder for them to advance.Compared to other women at their level,Black women leaders are more likely to have colleagues question the
58、ir competence and to be subjected to demeaning behaviorand 1 in 3 Black women leaders says theyve been denied or passed over for opportunities because of personal characteristics,including their race and gender.24When I was promoted to a senior role,I heard comments like,You must have gotten that ro
59、le because youre Black.A few people actually said this to my face.”BLACK WOMAN,MANAGER,BISEXUAL12%6%20%39%26%Having your judgment questionedBeing mistaken for someone at a lower levelHaving someone say or imply that youre not qualified28%55%13%38%BLACK WOMEN LEADERS ARE MORE LIKELY TO BE UNDERMINED
60、AT WORK%of leaders who have experienced these microaggressions in the last yearALL MEN LEADERSALL WOMEN LEADERSBLACK WOMEN LEADERS17|WOMEN IN THE WORKPLACE:WOMEN LEADERSEmma good to export as SVGA CLOSER LOOKWomen leaders are also overworked at home“Women at all levels are far more likely than men t
61、o be responsible for most or all of their familys housework and caregiving.But the imbalance is especially stark between men and women in leadership roles.Among entry-level employees,women are about twice as likely as men to be doing all of this work;among employees in leadership,the gap nearly doub
62、les.I know that most men in the C-suite have a stay-at-home spouse.My CEO,hes a nice guy.But he doesnt have kids at home.Hes not thinking about the logistical challenges of having to look after your family.”WHITE WOMAN,SENIOR MANAGER,PHYSICAL DISABILITIESAS MEN ADVANCE,THEY DO LESS HOUSEHOLD LABOR.W
63、OMEN DONT HAVE THAT LUXURY25%of men and women at different levels who are responsible for most or all of their familys housework and/or childcareEntry Level30%58%21%58%13%52%Entry LevelFirst-level managerFirst-level managerSenior manager and upSenior manager and up18|WOMEN IN THE WORKPLACE:WOMEN LEA
64、DERSEmma good to export as SVGEmma noting here you need to pull the vector version of these people since there is a.PNG version placed on this pagePART 3An intersectional look at womens experiencesSome women face more bias and receive less support at work20|WOMEN IN THE WORKPLACE:INTERSECTIONAL LOOK
65、Many women experience bias not only because of their gender,but also because of their race,sexual orientation,a disability,or other aspects of their identityand the compounded discrimination can be much greater than the sum of its parts.As a result,these groups of women often experience more microag
66、gressions and face more barriers to advancement.Its critical that companies and coworkers are aware of these dynamics so they can more effectively promote equity and inclusion for all women.“As I was progressing through my career,people kept telling me I needed to have executive presence.And what th
67、ey really meant was I needed to look the part.I needed to have the right clothing,I needed to look feminine enough.That was always a challenge for me,because I didnt follow the typical feminine dress code.”WHITE WOMAN,SENIOR MANAGER,LESBIANAlthough no study can fully capture the experiences of women
68、 with traditionally marginalized identities,this years findings point to these distinct experiences:Women of color are more ambitious despite getting Women with disabilities often have their competence less support.Forty-one percent of women of color challenged and undermined.They are significantly
69、want to be top executives,compared to 27 percent of more likely than other groups of women to have their white women.judgment questioned in their area of expertise and to have colleagues get credit for their ideas.Latinas and Black women are less likely than women of other races and ethnicities to s
70、ay their manager LGBTQ+women and women with disabilities are shows interest in their career development.They also more likely to experience demeaning and“othering”tend to feel less psychological safety26for example,microaggressions.28 Compared to women overall,they less than half of Latinas and Blac
71、k women say people are more likely to have colleagues comment on their on their team arent penalized for mistakes.appearance or tell them that they“look mad”or“should smile more.”Asian women and Black women are less likely to have strong allies on their teams.27 They are also less Latinas and Asian
72、women are more likely than likely than white women to say senior colleagues have women of other races and ethnicities to have taken important sponsorship actions on their behalf,colleagues comment on their culture or nationalitysuch as publicly praising their skills or advocating for for example,by
73、asking where theyre“really from.”a compensation increase for them.These are only some of the many groups of women who often have worse experiences at work due to intersecting and compounding biases.We surveyed women with a wide range of other traditionally marginalized identitiesincluding Indigenous
74、 women,Middle Eastern women,mixed-race women,and transgender women,to name just a fewas well as women with multiple intersecting identities.However,due to small sample sizes,we are only able to report on findings for the following groups:Asian women,Black women,Latinas,all women of color,all LGBTQ+w
75、omen,and all women with disabilities.21|WOMEN IN THE WORKPLACE:INTERSECTIONAL LOOKWomen with traditionally marginalized identities often have a worse experience at work29ALL MENALL WOMENLGBTQ+WOMEN30WOMEN WITH DISABILITIESWHITE WOMENASIAN WOMENLATINASBLACK WOMENMANAGER SUPPORT3142%44%53%41%Manager s
76、hows interest in their career 46%45%39%38%60%64%70%64%Manager checks in on their well-being66%60%60%60%53%53%61%53%Manager promotes inclusion on their team55%52%48%47%SPONSORSHIP AND ALLYSHIP3263%65%73%62%Has strong allies on team67%59%63%59%53%54%59%52%Senior coworker publicly praised their skills5
77、6%51%48%49%31%31%33%29%Senior coworker advocated for a raise for them33%24%27%23%MICROAGGRESSIONS33Challenges to competence21%27%33%36%Others get credit for their ideas27%25%24%26%24%31%39%47%Their judgment is questioned31%24%28%36%10%16%21%23%Theyve been mistaken for someone more junior16%15%16%19%
78、Demeaning and“othering”5%7%9%8%Others make assumptions about their culture or nationality2%17%16%13%4%7%14%13%Others comment on their appearance7%5%7%9%10%14%23%25%Theyve been criticized for their demeanor15%9%14%18%PSYCHOLOGICAL SAFETY3457%56%61%56%Dont worry theyll be penalized for mistakes61%51%4
79、4%45%62%54%59%52%Feel comfortable disagreeing with coworkers57%51%45%44%52%48%54%49%Rarely feel excluded52%44%39%37%BETTER EXPERIENCEWORSE EXPERIENCE 22|WOMEN IN THE WORKPLACE:INTERSECTIONAL LOOKEmma good to export as SVG“IN THEIR WORDSSomeone I work with went behind my back and told my VP that I wa
80、s having personal conversations in Spanish on the clock.They said I wasnt working.That simply wasnt true.I was speaking Spanish on the job because I manage an entire region that is Spanish-speaking.I was so demoralized.I thought,Why even go to work if Im going to be bullied and harassed about the la
81、nguage Im speaking?”LATINA,MANAGER,PHYSICAL DISABILITYThere have been times when Ive been excluded from a work-related conversation just because its easier for other people not to have to gender me correctly.Thats happened a couple times.There have been discussions within my sphere of responsibility
82、 and I know the answer,but my colleagues go around me.”WHITE NONBINARY INDIVIDUAL,MANAGERA coworker asked me,Where are you from?And I replied with the name of the U.S.town where I grew up.And then they asked,Where are you really from?These are the conversations they teach you in diversity training n
83、ot to have,but here I am having this conversation.”SOUTHEAST ASIAN WOMAN,SENIOR MANAGER,IMMIGRANTBeing the only Black person in my workplace made me think,What am I getting myself into?I feel that I can never mess up.Theres that voice in my head saying,You know youre the first.If you mess up,what is
84、 that going to do to the next Black person?Are they going to be judged differently?”BLACK WOMAN,MANAGER,BISEXUAL23|WOMEN IN THE WORKPLACE:INTERSECTIONAL LOOKPART 4The importance of flexible and remote work“Remote and hybrid work are game-changing for womenTwo years after the pandemic forced corporat
85、e America into a massive experiment with flexible work,enthusiasm for flexibility in all its forms is higher than ever.A vast majority of employees want to work for companies that offer remote or hybrid work options.Only 7 percent of companies plan to pull back on remote and hybrid work in the next
86、year,and 32 percent say these options are likely to expand.Although remote and hybrid wont work for all companies or all roles,its clear that these new modes of working are here to stay.As companies continue to navigate this transition,there are three key things they should keep in mind:Choice is cr
87、itical.Employees who can choose to work in the arrangement they preferwhether remote or on-siteare less burned out,happier in their jobs,and much less likely to consider leaving their companies.This points to the importance of giving employees agency and choice when possible;a one-size-fits-all appr
88、oach to flexible work wont work for all employees.I think working remotely has made it easier to deal with bias and disrespect.After a meeting,I can go sit outside for a few minutes and take deep breaths.I can turn off my camera and cry.Working remotely has really improved my mental health.”WHITE WO
89、MAN,MANAGER,LESBIAN,REMOTE WORKER25|WOMEN IN THE WORKPLACE:FLEXIBILITYWomen who work in a different arrangement from their teammates may get less support.Women who work remotely significantly more often than their colleaguesor on-site significantly more than their colleaguesare less likely to report
90、 that their manager supports their well-being and shows interest in their career.The option to work remotely is especially important to women.Only 1 in 10 women wants to work35 mostly on-site,and many women point to remote and hybrid work options as one of their top reasons for joining or staying wi
91、th an organization.36 These preferences are about more than flexibility.When women work remotely at least some of the time,they experience fewer microaggressions and higher levels of psychological safety.37 The decrease in microaggressions is especially pronounced for women of color,LGBTQ+women,and
92、women with disabilitiesgroups who typically face more demeaning and othering behavior.Although remote and hybrid work are delivering real benefits,they may also be creating new challenges.Most employees prefer working remotely at least some of the time.And most HR leaders say that offering flexible
93、work options has helped diversify their talent pipelines and retain more employees from underrepresented groups.However,there are potential downsides to these new ways of working.A majority of companies are concerned that employees who work remotely feel less connected to their teams and say that re
94、mote and hybrid work are placing additional demands on managers.Its also possible that employees who primarily work from homewho are more likely to be womenwill get fewer opportunities for recognition and advancement.3871%of HR leaders say remote work has helped their organization hire and retain mo
95、re employees from diverse backgrounds.Remote and hybrid work can offer a reprieve from bias,but its not a substitute for systemic change.On one hand,its positive that women are experiencing fewer microaggressions when they work remotely.On the other hand,its deeply problematic.Regardless of where th
96、ey work,all women deserve to feel valued and included.Companies cannot rely on remote and hybrid work as a solution;they need to invest in creating a truly inclusive culture.26|WOMEN IN THE WORKPLACE:FLEXIBILITYA majority of women prefer remote and hybrid workWOMEN ARE FAR LESS LIKELY THAN MEN TO WA
97、NT TO WORK MOSTLY ON-SITE39%of men and women who would prefer to work mostly remotely,mostly on-site,or split time61%25%10%50%27%18%Work mostly remotelySplit time evenly between remote and on-siteWork mostly on-siteWOMENMEN“If there were another job offering me similar pay,but completely remote,I wo
98、uld consider it.My company had us return to the office two days a week.But in my role,I mainly just need to work quietly alone.When I go back to the office,I dont feel as efficient.There are so many interruptions.I know the social aspect is important,but getting work done is also important.”EAST ASI
99、AN WOMAN,MANAGER,HYBRID WORKERWOMENMEN27|WOMEN IN THE WORKPLACE:FLEXIBILITYEmma good to export as SVGEmployees who can choose their work arrangements are less likely to leave“Its important to me that my company treats people well and gives us flexibility.Those things were improving in the past,but t
100、he pandemic forced them to change faster.And now its become a requirement to attract talent.You cant be the company that forces people to work the way you want them to work.”WHITE WOMAN,MANAGER,LESBIAN,MOSTLY REMOTEWHEN WOMEN CAN WORK WHERE THEY WANT TO,THEY ARE HAPPIER AND LESS LIKELY TO LEAVE40%of
101、 women who report the following when their work arrangement does and doesnt align with their preference(i.e.,mostly remote or mostly on-site)Women work where they want toWomen dont work where they want to100%50%100%50%Im happy with my jobI have equal opportunity to advanceIm unlikely to leave in the
102、 next yearIm rarely burned out67%64%30%61%47%41%21%81%0%0%28|WOMEN IN THE WORKPLACE:FLEXIBILITY“Women experience fewer microaggressions when they work remotely at least some of the timeSome microaggressions just 100 percent dont happen when Im remote.A lot of people have said I should be worried abo
103、ut not having face time,but theres another perspective,which is that people of color dont want to be in a work environment where they dont feel like they can be themselves.”BLACK WOMAN,VICE PRESIDENT,HYBRID WORKERALL WOMENLGBTQ+WOMENWOMEN WITH DISABILITIESWOMEN OF COLOR29%24%19%37%27%36%30%23%43%38%
104、31%39%Work mostly on-siteWork hybridWork mostly remoteWHEN WOMEN WORK REMOTELY,THEY EXPERIENCE FEWER“OTHERING”MICROAGGRESSIONS%of women who experience demeaning and disrespectful microaggressions when they work mostly remote,hybrid,and mostly on-siteExperience fewer microaggressionsExperience more m
105、icroaggressions29|WOMEN IN THE WORKPLACE:FLEXIBILITYEmma good to export as SVG41A CLOSER LOOKRemote work options are especially critical for women with disabilitiesThe shift toward remote and hybrid work has been particularly beneficial for women with disabilities.Working at home can help women with
106、 disabilities be healthier and more productive,since its easier to manage mobility issues,chronic pain,and mental health conditions when you have more control over your work environment.Women with disabilities also feel more respected and supported when they have the option to work remotely.They are
107、 less likely to experience certain microaggressions,such as hearing negative comments about their appearance or having colleagues openly question their qualifications.They are also more likely to say their manager trusts them to get their work done and that they feel comfortable talking openly with
108、colleagues about their challenges.I dont think I could work full-time if I was required to be in the office.I think it is literally that life-changing to be remote for me.”WHITE WOMAN,ENTRY LEVEL,PHYSICAL DISABILITIES%of women with disabilities who say their manager consistently trusts them to get t
109、heir work done without micromanagingWOMEN WITH DISABILITIES WHO WORK MOSTLY REMOTELY FEEL LESS MICROMANAGEDMostly remote69%82%Mostly on-site“30|WOMEN IN THE WORKPLACE:FLEXIBILITYEmma good to export as SVGDisabilities may or may not be readily apparent in day-to-day interactions and can include a wid
110、e range of conditions such as physical disabilities,mental illness,neurodivergence,developmental disorders,and chronic health conditions that interfere with daily life.Five steps companies can take to navigate the shift to remote and hybrid workFor companies that are transitioning to remote and hybr
111、id work,its critical to ensure that these new modes of working work for everyone.This will require a mindset shift.Its not enough to tweak old policies and practices;companies need to fundamentally rethink how work is done.To start,companies would be well served to focus their efforts in five genera
112、l areas:Clearly communicate plans 1and guidelines for flexible workAs remote and hybrid work policies continue to evolve,companies should take extra care to ensure that employees know what to expect and understand the rationale behind decisions.Its important to share guidelines about who can work re
113、motely and why,so people dont feel theyre being treated unfairly.Its also important that companies provide clear guidelines to help employees navigate the day-to-day complexities of remote and hybrid work;for example,establishing specific windows during which meetings can be scheduled and employees
114、in different time zones are expected to be available.“Ive found that remote work is really,really role based.Sometimes we do need to be in a team working environment for a project.But other than that,if someone can work better and feel more comfortable by working remotely,then why not?”EAST ASIAN WO
115、MAN,MANAGER,HYBRID WORKER31|WOMEN IN THE WORKPLACE:FLEXIBILITYGather regular feedback from employees2Its hard to navigate any major transition without understanding employees priorities and experiences.But only about half of companies have surveyed employees on their preferences for remote and hybri
116、d work over the past yearwhich means they may not fully understand how policies are impacting different groups or how changes have been received.And as companies roll out new remote and hybrid work norms,they will want to keep a regular pulse on whats working for employees and what needs to be impro
117、ved.Invest in fostering 3employee connectednessThis means being intentional about working normsfor example,having everyone join meetings via videoconference so its easier for employees to participate when they are working remotely.It also means finding new ways to foster camaraderie and connection.M
118、aking creative use of technology to facilitate watercooler-style interactions and team celebrations in a virtual work environment is a good start.Companies could also benefit from dedicating resources to team bonding events and,whether theyre virtual or in person,taking special care to make sure tha
119、t all employees feel included and that events are accessible to everyone.Be purposeful about in-person work4Employee expectations for in-person work are changingin particular,many employees dont want to come into the office to do work they can just as easily do at home.In light of this,many companie
120、s are starting to refocus in-person work on activities that take advantage of being together,such as high-level planning,learning and development training,and bursts of heavy collaboration.“I have one report who has a toddler.She also has essential on-site tasks.So we aligned on the activities that
121、she absolutely has to do on-site,and she only has to be there for those.For a few months when the daycares were closed,we assigned somebody else to do her on-site tasks temporarily,so she could stay at home with her kids.It didnt affect her performance whatsoever,or her aspirations in the company.It
122、 didnt change my perception of her.”LATINA,MANAGER,HYBRID WORKER,IMMIGRANT32|WOMEN IN THE WORKPLACE:FLEXIBILITYMake sure the playing field is level5Its important that remote and hybrid employees get the same support and opportunities as on-site employees.People managers play a central role here,and
123、many could benefit from additional training on how to foster remote and hybrid employees career development and minimize flexibility stigma.Equal access to mentorship and sponsorship are also key,yet less than half of companies offer virtual mentorship and sponsorship programs.Finally,companies can
124、put safeguards in place to make sure employees who take advantage of remote and hybrid work options arent disadvantaged in performance reviews.This means communicating to managers that employees should be evaluated based on measurable resultsnot when or where they workand closely tracking performanc
125、e ratings and promotions for remote,hybrid,and on-site employees.If they see discrepancies,companies should revisit their manager training,career development,and evaluation practices to make sure remote and hybrid employees are not being unfairly penalized.Flexibility stigma is the unfair judgment t
126、hat employees often face when they work flexible hours or work from home.Research shows that employees who work flexibly face more doubts about their productivity and commitment,even when they produce the same results as their colleagues.4233|WOMEN IN THE WORKPLACE:FLEXIBILITYCompanies can take bold
127、er steps to support remote and hybrid work19%19%Surveying employees on their Gathering employee input51%“My company could do a better job of training leaders on how to manage remotely.We never had a course on how to manage remote teams.I think its something all of our managers need,not just me.”WHIT
128、E WOMAN,SENIOR MANAGER,HYBRID WORKER,PHYSICAL DISABILITIES34|WOMEN IN THE WORKPLACE:FLEXIBILITYEmma good to export as SVGWHAT COMPANIES ARE DOING TO SUPPORT HYBRID AND REMOTE WORK%of companies that are putting the following practices in placepreferences for remote workMaking sure remote and on-site
129、employees get the same company updatesProviding budgets for inclusive team bonding activitiesOffering virtual mentorship and sponsorship programsTraining managers on supporting remote and hybrid employeesTraining managers to ensure equal opportunity for remote and hybrid employeesTraining managers t
130、o avoid common biases experienced by remote and hybrid employeesTracking outcomes(e.g.,promotion and attrition rates)for remote and hybrid employeesFostering employee connectednessEnsuring equal opportunityTracking outcomes100%50%84%45%36%62%34%32%17%0%CASE STUDYHow Blue Shield of California made a
131、successful shift to hybrid workWhat Blue Shield of California didOver the past two years,Blue Shield of California has made an intentional transition to hybrid work,with a particular focus on balancing employee preferences with delivering on business goals.Their approach included four key steps:1.Al
132、low remote work wherever possible.During the early stages of the pandemic,Blue Shield of California realized that many of their roles could be remote.Most employees now have the choice to work remotely at least some of the time,with only essential workers such as clinical staff fully on-site.2.Train
133、ed managers.More than 90 percent of Blue Shield of Californias managers completed training on how to manage hybrid teams.The training included live online workshops and toolkits on topics like supporting employee well-being and ensuring that both remote and on-site team members are included and trea
134、ted fairly.Following the training,95 percent of participants said they felt ready to lead in a hybrid work environment.3.Make in-person work purposeful.Blue Shield of California aligned on four types of work that are best done in person:governance and planning,collaboration,connection,and learning a
135、nd development.4.Fostered healthy workloads.Blue Shield of California asked managers to work with their employees one-on-one to create schedules that balance work and life.To protect employees personal time,the company also has a policy of no meetings before 9 a.m.,between 12 and 1 p.m.,and after 5
136、p.m.What impact did Blue Shield of Californias programs have?In recent employee surveys,90 percent of employees said the company is a great place to work,and 95 percent of women said they felt fairly treated.In addition,Blue Shield of California appeared on Fortunes 100 Best Companies to Work For li
137、st in 2022,a first in the companys history.35|WOMEN IN THE WORKPLACE:FLEXIBILITYPART 5The importance of managersManagers are key to retaining womenbut they need more support to get this rightManagers play an essential role in shaping womensand all employeeswork experiences.43 When managers invest in
138、 people management and DEI,women are happier and less burned out.Theyre also less likely to think about leaving their jobs and more likely to recommend their company as a good place to workwhich translates to higher retention and better recruiting.The problem is theres a growing gap between whats ex
139、pected of managers and how theyre being trained and rewarded.Most companies say managers have been expected to do more over the last two years to support employees well-being and advancement and promote inclusion on their teams.At the same time,the shift to remote and hybrid work has made managers j
140、obs more challenging.Yet relatively few companies are adequately training managers to meet these new demands,and even fewer recognize people management and DEI efforts in managers performance reviews.Companies are effectively treating this work as a nice-to-haveas opposed to a core part of a manager
141、s joband this disconnect is apparent in the way managers are showing up.Only about half of women say their manager regularly encourages respectful behavior on their team,and less than half say their manager shows interest in their career and helps them manage their workload.37|WOMEN IN THE WORKPLACE
142、:MANAGERSHaving a manager who cares about their well-being really matters to womenits one of the top three factors they consider when deciding whether to join or stay with a company.Better performance evaluations can especially benefit women managers.Women managers tend to invest more in people mana
143、gement and DEI.For example,employees with women managers are more likely to say their manager checks in on their well-being,helps them manage their workload,and promotes inclusive behavior on their team.When this work is included in performance reviews,women managers are more likely to be recognized
144、 for their effortswhich could lead to higher performance ratings,faster advancement,and higher pay.Company expectations are rising,but most managers arent prepared to meet them38|WOMEN IN THE WORKPLACE:MANAGERSEmma good to export as SVGEmma noting here you need to pull the vector version of these do
145、nuts since there is a.PNG version shown on this pageHelp employees develop their careersSupport employee well-beingPromote inclusion on their teams60%78%80%of HR leaders who say managers are expected to do more than they were two years ago to:COMPANIES ARE EXPECTING MANAGERS TO DO MORE TO SUPPORT EM
146、PLOYEES AND FOSTER INCLUSIONManager supports advancement100%50%43%0%BUT EMPLOYEES SAY MANAGERS ARENT SHOWING UP CONSISTENTLY%of employees who say managers have consistently taken the following actions in the past yearShows interest in your careerMakes sure you get credit for your workGives you helpf
147、ul feedback50%60%53%62%38%Encourages respectful and inclusive behavior on your teamChecks in on your personal well-beingWorks with you to make sure your workload is manageableManager fosters inclusivity and well-beingHow companies can equip,incentivize,and reward good managersTo begin to close the g
148、ap between whats expected of managers and how they show up,companies could benefit from focusing on two key objectives:Set managers up for success1Although a majority of companies provide general training for managers,far fewer address specifics that are critical to managing teams today,such as how
149、to minimize burnout and ensure promotions are equitable.Research shows that when training focuses on concrete topics like these,it leads to better results.44 Companies could also benefit from stepping back to make sure people managers have the time and resources they need to do their jobs well.Manag
150、ers have seen their scope of work expand dramatically over the past two years,and,understandably,many are struggling with the added responsibilities.39|WOMEN IN THE WORKPLACE:MANAGERS40%of people managers are burned out,compared to only 31%of individual contributors.Hold managers accountable 2and re
151、ward those who excelWhile virtually all companies build business goals into managers performance reviews,very few do the same for metrics related to people management and DEI.This is an incomplete view of performance,but its relatively easy to fix.Its increasingly common for employees to review thei
152、r managers performance,and prompts to gather more expansive input can be added to employee evaluation forms.45 Many companies track attrition rates,promotion rates,and other career outcomes and conduct surveys to measure employee satisfaction and well-being;insights from these processes can be built
153、 into managers performance evaluations.In addition,companies can take steps to more clearly signal their expectations and reward results,such as sharing well-being and diversity metrics with all employees and publicly acknowledging managers who stand out for their efforts to support employees and fo
154、ster inclusion on their teams.Managers may need more training on how to ensure workloads are manageable.More than 70%of companies instruct managers to help employees manage their workloads,but only 38%of employees say their manager does this consistently.This really matters:more than half of women s
155、ay ensuring a manageable workload is one of the most important things their company can do to signal commitment to employee well-being,and women leaders are especially likely to say this.40|WOMEN IN THE WORKPLACE:MANAGERSMost companies are not doing enough to train and recognize managers100%50%Train
156、ing to promote inclusion%of companies that report the following are included in manager performance evaluationsHow to foster a sense of inclusion and belonging on their teamHow to facilitate team conversations about diversity issuesHow to minimize and interrupt biased behavior and microaggressions o
157、n their teamTraining to support career developmentHow to proactively support employees career developmentHow to make sure promotions on their team are fair and equitableTraining to support employee well-beingHow to effectively check in on their employees personal well-beingHow to minimize burnout on
158、 their teamManaging employee career developmentMeeting business goalsProgress on DEITeam moraleTeam retention82%62%47%76%49%62%48%93%43%39%34%25%CRUCIAL ASPECTS OF TEAM MANAGEMENT ARE OFTEN MISSING IN MANAGER TRAININGS%of companies that report the following topics are covered in their manager traini
159、ngAND ARE EVEN LESS LIKELY TO SHOW UP IN MANAGERS PERFORMANCE EVALUATIONS0%41|WOMEN IN THE WORKPLACE:MANAGERSEmma good to export as SVGWhen managers show up consistently,women and companies benefit4642|WOMEN IN THE WORKPLACE:MANAGERSEmma good to export as SVGand are happier,less burned out,and less
160、likely to leave50Happy with jobWould recommend company Unlikely to leave in the next year85%87%77%35%60%49%76%30%90%31%73%22%71%24%66%18%78%23%92%92%38%75%37%19%59%55%When managers take all the right actions,women have a better experience at workWHEN MANAGERS DONT TAKE ANY KEY ACTIONSWHEN MANAGERS T
161、AKE ALL KEY ACTIONSOutcomes when managers consistently take all or none of the following actions:give helpful feedback,help manage workload,show interest in career,check in on well-being,ensure credit for work,encourage inclusivity and respect on teamHave equal opportunity compared to peersDont feel
162、 held back by personal characteristicsEveryones work is valuedPeople rarely exclude each otherHave the information and resources to get work doneHave a chance to work on things that feel meaningful Can be honest with colleagues about work challengesPeople arent penalized for making mistakesRarely fe
163、el burned out Think DEI is a high priority at their companyGreater psychological safety48More opportunity to advance47Better work culture49PART 6Recommendations for companiesA road map to gender equalityTo make meaningful and sustainable progress toward gender equality,companies should focus on two
164、broad goals:getting more women into leadership and retaining the women leaders they already have.This will require pushing beyond common practices.Companies that have better representation of women,especially women of color,are going further.Theyre doubling down on setting goals,tracking outcomes,an
165、d holding leaders accountablethe building blocks of driving organizational change.Theyre offering more specific and actionable training so managers are better equipped to support their teams and employees know how to practice allyship.Theyre creating dedicated programs to make sure women get the men
166、torship and sponsorship they deserve.And theyre offering a constellation of benefits to improve womens day-to-day work experiences:flexibility,emergency childcare benefits,and mental health supports.Companies that want to see better results would benefit from following their lead and breaking new gr
167、ound.44|WOMEN IN THE WORKPLACE:RECOMMENDATIONSMost companies also need to take specific,highly targeted steps to fix their“broken rung.”This starts with identifying where the largest gap in promotions is for women in their pipelinefor a majority of companies,this will be at the first step up to mana
168、ger,but it could be at higher levels,too.Then companies need to make sure women and men are put up for promotions at similar rates,monitor outcomes to make sure theyre equitable,and root out biased aspects of their evaluation process.An overview of the policies and programs that drive progressBased
169、on an analysis of HR and DEI best practices,we have identified three distinct categories of policies and programs for advancing and retaining women:51Table stakes have been adopted by more than 75 percent of companiesand while important,theyre not driving enough progress on their own.Leading practic
170、es are less common than table stakesand more prevalent in companies that have a higher representation of women and women of color.Emerging practices are relatively rareadopted by less than 30 percent of all companiesbut show promising early results.To accelerate progress on gender equality,companies
171、 should consider adopting more leading and emerging practicesand continue to look for opportunities to break new ground.TABLESTAKESLEADING PRACTICEEMERGING PRACTICETRACK METRICS AND SET GOALSTrack representation and attrition by gender and raceXSet goals for representation in management and senior l
172、eadership by gender and raceXSet goals for representation in management and senior leadership by the intersection of gender and race(e.g.,women of color)XBegin tracking differences in outcomes between remote,hybrid,and on-site employees Track participation and outcomes for employee training and prog
173、rams XSurvey employees about remote work and flexible scheduling preferences XUse results of employee surveys to inform programs and policiesXHOLD LEADERS ACCOUNTABLE FOR PROGRESSSenior leadership reviews diversity metrics at least quarterlyXShare diversity metrics publicly XProvide financial incent
174、ives to senior leaders for making progress on diversity metrics XDE-BIAS HIRING AND PROMOTION DECISIONSTrack differences in hiring and promotion rates XSet clear and specific evaluation criteria for hiring and performance reviews XShare bias reminders before hiring and/or performance review processe
175、s beginXHave a bias monitor sit in on candidate reviews for hiring and promotion decisions XX45|WOMEN IN THE WORKPLACE:RECOMMENDATIONSEmma good to export as SVGTABLESTAKESLEADING PRACTICEEMERGING PRACTICETRAIN MANAGERS ON TOPICS RELATED TO PEOPLE MANAGEMENT AND DEI,INCLUDING:Proactively supporting e
176、mployee career development XFostering a sense of inclusion and belongingXManaging remote or hybrid employees(e.g.,setting effective boundaries)XFacilitating team conversations about diversity issuesXCombating bias in promotions and/or everyday interactions XMinimizing burnout and/or effectively chec
177、king in on employee well-being XTRAIN EMPLOYEES TO COMBAT BIAS AND PROMOTE INCLUSION Provide unconscious bias trainingXProvide allyship trainingXOFFER CAREER DEVELOPMENT PROGRAMS FOR WOMEN AND WOMEN OF COLORWomens employee resource groups(ERGs)XFormal sponsorship and/or mentorship programs specifica
178、lly for women and/or women of color XPROVIDE GENEROUS HEALTHCARE AND CAREGIVING BENEFITSPaid sick leave,family leave,and bereavement leaveXHealthcare coverage that includes coverage for mental healthXEmergency backup childcare for parents XSubsidies for childcare XAbility for parents and caregivers
179、to take extended time off and return XSupport for caregivers of sick or elderly adults XPersonal leave for mental health careX46|WOMEN IN THE WORKPLACE:RECOMMENDATIONSEmma good to export as SVGA CLOSER LOOKWhen implementing new policies and programs,companies need to make sure they dont simply“check
180、 the box”Programs need to be high qualityresearch shows that in some areas,low-quality programs can be more harmful than doing nothing at all.52 Similarly,a one-and-done approach wont work.New policies and programs need to be rolled out broadly and reinforced over timefor example,employees may need
181、regular refreshers on bias training if companies want to achieve long-term cultural change.Companies also need to track participation.If relatively few employees are taking advantage of a new policy,or the right people arent in the room for an important training,initiatives are not delivering the in
182、tended results.And finally,companies should evaluate the impact of programs to assess whether benefits are equitable and identify areas where certain groups may need more targeted support.47|WOMEN IN THE WORKPLACE:RECOMMENDATIONSCASE STUDYHow Intuit increased the number of women in tech rolesWhat In
183、tuit didBetween 2018 and 2020,Intuit launched two major initiatives designed to grow the representation of women in technical rolesone that helps prospective employees upskill,the other that eases the on-ramp for employees whove taken career breaks:The Apprenticeship Pathway Program is a seven-month
184、 software development program for prospective employees who dont have a computer science degree and have never worked as a technologist.The program is open to people of all genders,but Intuit makes a specific effort to recruit and enroll women and people of color.Apprentices take programming courses
185、,work directly on company projects,and receive mentorship from Intuit developers.More than 80 percent of apprentices are ultimately hired into full-time roles.The“Intuit Again”return to work program is aimed at tech workers whove taken career breaks,most of whom are women.Participants join an Intuit
186、 team for 16 weeks,where they receive training to learn new programming languages and work with a dedicated mentor.To date,nearly 70 percent of Intuit Again participants have been hired full-time by Intuit.ResultsAt Intuit,33 percent of tech roles are now held by women,up from 27 percent in 2019.Thi
187、s is a significant increase and puts Intuit well above the average of 29 percent for the technology industry overall.48|WOMEN IN THE WORKPLACE:RECOMMENDATIONSCASE STUDYHow Citi exceeded its representation goalsIn 2018,Citi set a representation goal of 40 percent women at the assistant vice president
188、 to managing director levels by 2021an important target,since women are underrepresented at these levels in banking and consumer finance.What Citi didProactive recruiting.In 2021,Citi launched a Diversity Sourcing team in the U.S.to identifydiverse talent,including women in mid-level and senior-leve
189、l roles.Citi has also invested in mentorship programs and internships targeting women college graduates to ensure a strong pipeline of women into management roles.Inclusive hiring practices.Citi has taken steps to make hiring more inclusive at the assistant vice president and managing director level
190、s,such as using diverse slates and offering inclusivity training for all hiring managers.The training includes guidance for writing inclusive job descriptions,creating diverse slates and interview panels,and for recruiting diverse slates through active outreach.Developing talented women.Citi has exp
191、anded their“Womens Career Empowerment Program”for early and mid-career women so that it now reaches 14,000 employees worldwide.Women participate in four training sessions over four months,covering strategic communication,decision-making,and networking.The womens managers also receive training on how
192、 to support the womens career growth.ResultsCiti surpassed their own goal:Globally,women now make up 40.6 percent of assistant vice presidents through managing directors at Citi,up from 37 percent in 2018above average representation at this level for their industry.Citi has also committed to increas
193、ing women at those levels to 43.5 percent by 2025.49|WOMEN IN THE WORKPLACE:RECOMMENDATIONS50|WOMEN IN THE WORKPLACE:CONCLUSIONCONCLUSIONCompanies need to hold on to the leaders shaping the future of workThe Covid-19 crisis and racial reckoning of 2020 pushed corporate America to reimagine the way w
194、e work.Two and a half years in,employees dont want to return to the workplace of the past.They want to move forward.This is especially true for women.Women are ambitious and hardworking.Theyre more inclusive and empathetic leaders.And they want to work for companies that are prioritizing the cultura
195、l changes that are improving work:flexibility,employee well-being,and diversity,equity and inclusion.Companies that rise to the moment will attract and retain women leadersand this will lead to a better workplace for everyone.Theyll win the war for talent today and into the future.AcknowledgmentsMcK
196、insey&Company and LeanIn.Org would like to thank the 333 companies and more than 40,000 employees who participated 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 gender
197、equality.We appreciate the continued help of Canadian Manufacturers and Exporters(CME-MEC),Defined Contribution Institutional Investment Association(DCIIA),The Equity Collaborative,Expanding Equity,Institutional Limited Partners Association(ILPA),International Dairy Foods Association(IDFA),ISSA Hygi
198、eia Network,Massachusetts High Technology Council(MHTC),The Press Forward,The SEMI Foundation,Womens Foodservice Forum(WFF),and Womens Network in Electronic Transactions(WNET),in convening participants in their respective industries.We would like to thank IntelliSurvey for their help in conducting t
199、he surveys for this study and Getty Images for providing the photography from the Lean In Collection used in this report and website.ADDITIONAL RESOURCES FOR COMPANIESThis years report clearly shows that women want more opportunity to advance and a better work culture.Lean Ins company programs can h
200、elpand theyre available at no cost,because every company should have the tools to build an equitable workplace.50 Ways to Fight Bias teaches employees how to recognize and challenge the biases women experience at work.Allyship at Work empowers employees at all levels to take meaningful action as all
201、ies and foster inclusion.And Lean In Circles bring women together for peer mentorship,camaraderie,and skill building.Find out why organizations like Adidas,Walmart,and WeWork are using our programs and how you can bring them to your company at leanin.org/partner.McKinsey&Company has made a commitmen
202、t 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 these aims.McKinsey offers award-winning programs to
203、equip leaders with the network,capabilities,and mindsets needed to achieve their goals.Our Connected Leaders Academy has enrolled 40,000 leaders.We will soon launch an early career program and expand our capability-building offering designed to support all leaders in creating inclusive organizations
204、.Visit to explore McKinseys client service,research,and insights on DEI.51|WOMEN IN THE WORKPLACE:ACKNOWLEDGMENTSReport authorsRACHEL THOMAS is CEO of LeanIn.Org,the nonprofit she cofounded to help women achieve their ambitions.Under her leadership,Lean In has become a go-to resource for original re
205、search and training programs to fight bias and foster allyship in the workplace,and the Lean In community has grown to include thousands of peer-support Circles in 188 countries.Rachel regularly speaks and writes on issues related to womens advancement and diversity,equity,and inclusion.MARIANNE COO
206、PER,Ph.D.,is a sociologist at the VMware Womens Leadership Innovation Lab at Stanford University,where she conducts research on gender,DEI,and the future of work.She was the lead researcher for Sheryl Sandbergs best-selling book Lean In.Shes written for The Atlantic,The New York Times,and Harvard Bu
207、siness Review,and is one of LinkedIns 2022 Top Voices in Gender Equity.KATE MCSHANE URBAN is a senior writer and research manager at LeanIn.Org.She earned her masters degree in earth systems from Stanford University,where she focused on translating science and environmental research for a general au
208、dience.She is passionate about using the combined power of data,empathy,and communication to build a more equal and resilient world.GINA CARDAZONE,Ph.D.,is the research principal at LeanIn.Org,where she uses her expertise as a community and cultural psychologist to lead original mixed methods resear
209、ch.She believes data storytelling is a powerful tool for systems change.Gina has also taught psychology,worked in hybrid online/offline community building,and consulted for nonprofits and government agencies.MARY NOBLE-TOLLA,Ph.D.,is senior manager of research and content at LeanIn.Org,where she cre
210、ates trainings and public awareness materials that help shift peoples thinking in support of fairness and equality.Before LeanIn.Org,Mary worked in journalism and published on politics and social justice.She also taught English and politics to undergrads at Oxford and Princeton.SONIA MAHAJAN is proj
211、ect management and research lead at LeanIn.Org,where she uses data to examine the barriers women face at work.She earned her bachelors degree in political science from Columbia University.Previously,she contributed to research and other projects at various public interest organizations.BRIANA EDWARD
212、S is LeanIn.Orgs research fellow,a role in which she contributes to research on the state of women at work.She earned her bachelors degree in media analytics from Elon University.LAREINA YEE is a senior partner in McKinseys Bay Area office.She is the chair of McKinseys Global Technology Council and
213、focuses on helping clients grow and sustain results.Lareina served as McKinseys first chief diversity and inclusion officer and is a leading expert on advancing diversity in business,championing best practices that companies can use to change results.She recently authored Race in the Workplace and p
214、reviously Diversity Matters.ALEXIS KRIVKOVICH is the managing partner for McKinseys Bay Area office and oversees FinTech efforts in North America.She serves financial services and technology companies as they seek to align their organizations for growth and productivity.Alexis is passionate about su
215、pporting executive teams to execute on their diversity strategies and invests deeply in sponsoring younger women to build thriving careers.ISHANAA RAMBACHAN is a partner in McKinseys Bay Area office.She helps major financial institutions across sectors improve their performance,manage risk,and enhan
216、ce organizational effectiveness.Her passion for building womens leadership capabilities predates her time at McKinsey;previously,Ishanaa was a Rhodes Scholar,where her research focused on womens development.WEI WEI LIU is a partner in McKinseys Bay Area office.She is a leader in the Growth Marketing
217、 and Sales practice and helps consumer and retail clients drive omnichannel growth through personalization and data-driven marketing.Wei Wei is passionate about building diversity and inclusion in the workplace and is an involved sponsor and mentor across many communities at McKinsey.MONNE WILLIAMS
218、is a partner in McKinseys Atlanta office.She helps companies transform by applying culture,change management,executive team development,and capability building levers to expand and sustain their performance gains.Monne is a leader in the McKinsey Institute for Black Economic Mobility,and recently au
219、thored Race in the Workplace.NICOLE ROBINSON,Ph.D.,is an associate partner in McKinseys San Francisco office and a leader of diversity,equity and inclusion work within the firms Banking practice.She serves financial institutions on resilience through organizational and risk transformations.HILARY NG
220、UYEN is an engagement manager in McKinseys Chicago office.She focuses on helping clients in large-scale transformations,particularly on topics related to leadership development,top team effectiveness,and organizational design.52|WOMEN IN THE WORKPLACE:REPORT AUTHORS53|WOMEN IN THE WORKPLACE:CORPORAT
221、E PIPELINE BY INDUSTRYCORPORATE PIPELINE BY INDUSTRYIndustries have different talent pipelinesAlthough 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;Engineer
222、ing and Industrial Manufacturing),while others fail to advance women into middle management(Energy,Utilities,and Basic Materials)or senior leadership(Oil and Gas).ASSET MANAGEMENT AND INSTITUTIONAL INVESTORSBANKING AND CONSUMER FINANCECONSUMER PACKAGED GOODSENERGY,UTILITIES,AND BASIC MATERIALSENGINE
223、ERING AND INDUSTRIAL MANUFACTURINGIT SERVICES AND TELECOMINSURANCEHEALTHCARE SYSTEMS AND SERVICESFOOD AND BEVERAGE DISTRIBUTIONENTRY LEVELMANAGERSR.MANAGERVPSVPC-SUITE47%42%38%32%26%20%55%47%40%35%30%31%53%46%43%42%22%36%36%25%27%26%25%26%33%25%25%23%21%23%45%34%35%25%18%28%50%41%37%34%31%21%75%70%6
224、1%45%44%32%37%27%24%19%26%24%62%53%40%40%35%31%FOOD AND BEVERAGE MANUFACTURINGMEDIA AND ENTERTAINMENTOIL AND GASPHARMACEUTICALS AND MEDICAL PRODUCTSPROFESSIONAL AND INFORMATION SERVICESPUBLIC AND SOCIAL SECTORRETAILTECHNOLOGY:HARDWARERESTAURANTSTECHNOLOGY:SOFTWARETRANSPORTATION,LOGISTICS,AND INFRAST
225、RUCTUREENTRY LEVELMANAGERSR.MANAGERVPSVPC-SUITE47%43%41%41%37%34%36%23%25%25%25%13%56%49%45%39%34%28%47%43%34%27%28%26%51%44%46%49%53%33%62%48%40%35%26%28%62%57%47%39%38%31%32%23%20%18%20%26%41%38%33%30%28%27%43%33%29%19%21%17%54|WOMEN IN THE WORKPLACE:CORPORATE PIPELINE BY INDUSTRYEmma good to expo
226、rt as SVGMethodologyRESEARCH PARTICIPATIONThis report is based on research from 333 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 fr
227、om the private,public,and social sectors submitted talent pipeline and/or policies and programs data.53 In addition,more than 40,000 employees from 55 companies were surveyed on their workplace experiences and we interviewed 34 women and non-binary individuals,including people of different races and
228、 ethnicities,LGBTQ+individuals,and people with disabilities at all levels in their organizations working remotely,hybrid,or on-site.We grouped companies by industry to create benchmarks that provide peer comparisons.54 The number of companies from each industry is as follows:55Asset Management and I
229、nstitutional Investors37Banking and Consumer Finance31 Consumer Packaged Goods5 Energy,Utilities,and Basic Materials14 Engineering and Industrial Manufacturing26 Food and Beverage Distribution9 Food and Beverage Manufacturing15Healthcare Systems and Services19 Insurance9IT Services and Telecom10 Med
230、ia and Entertainment10 Oil and Gas11Pharmaceutical and Medical Products15 Professional and Information Services11 Public and Social Sector16Restaurants9Retail14 Tech:Hardware18Tech:Software37 Transportation,Logistics,and Infrastructure11 Companies opted in to the study in response to invitations fro
231、m 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 August 2022.Talent pipeline data reflect representation of men and women a
232、s of December 31,2021,as well as personnel changes(e.g.,due to promotion,hiring,attrition)during 2021.Therefore,all talent pipeline data do not represent any changes that occurred during 2022.Human resource leaders and professionals provided information on policies,programs,and priorities on behalf
233、of their company between June and September 2022.Additionally,employees were surveyed on their workplace experiences between June and August 2022.These data sets represent point-in-time snapshots and reflect companies responses and employees experiences at the time that the survey was taken.Where ap
234、propriate,some statements describing womens experiences in the workplace were taken from past survey data that have been published in prior Women in the Workplace reports.PIPELINE DATA AND ANALYTICS Overall Metrics All pipeline metrics(e.g.,representation,promotion rates,hiring shares,attrition rate
235、s)were initially 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 2021.This enabled us to avoid overemphasizing or underemphasizing particular industries and better estimate t
236、rends over time based on each years sample of companies.The industry breakdown of the Fortune 500 used for our weighting was:56Energy and Basic Materials15%Engineering and Automotive and Industrial Manufacturing11%Finance19%Food and Restaurants8%Healthcare9%Media and Entertainment3%Professional and
237、Information Services3%Retail17%Tech12%Transportation,Logistics,and Infrastructure4%Definition of Job Levels Companies categorized their employees into six levels based on the following standard definitions,taking into account reporting structure and salaries.The levels and definitions provided were:
238、L1Executives:CEO and direct reports to CEO,responsible for company operations and profitability(board members are not included in our primary analyses unless they are also employees)L2Senior vice presidents and other similar roles:senior leaders of the organization with significant business unit or
239、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 who report directly to senior vice presidentsL4Senior managers:seasoned managers and contributors,with responsibilit
240、y for multiple teams and discrete functions or operating unitsL5Managers:junior managers and contributors,responsible for small teams and/or functional units or operationsL6Entry level:employees responsible for carrying out discrete tasks and participating on teams,typically in an office or corporat
241、e setting(field employees like cashiers or customer service representatives are not included in our primary talent pipeline analyses)55|WOMEN IN THE WORKPLACE:METHODOLOGYMethodologyMetrics and Analytics Talent pipeline data included the representation of men and women(overall,in line versus staff ro
242、les,by race/ethnicity,and optionally for engineering and product management roles).57 In addition,companies reported the number of men and women who were hired,promoted,and who left the company(overall,by race/ethnicity,and optionally for engineering and product management roles as well as for volun
243、tarily versus involuntarily leaving).Promotion and attrition rates were calculated for women and men,overall and by race/ethnicity,at each level.Promotion rates were calculated by dividing the number of promotions of that gender into a level by the number of employees of that gender in the level bel
244、ow at the start of the year.Attrition rates were calculated by dividing the number of each gender who left the company at a given level by the number of employees of that gender in that level at the start of the year.Submitted data were checked for consistency and inconsistent data were excluded as
245、needed.EMPLOYEE EXPERIENCE SURVEY AND ANALYTICS Survey Participation More than 40,000 employees from 55 companies elected to participate in the Employee Experience Survey.The survey questions covered multiple themes(e.g.,overall satisfaction,flexibility and remote/hybrid workplaces,advancement,emplo
246、yee well-being,equity and allyship,and household characteristics and responsibilities)as well as demographic questions(e.g.,gender,gender of primary manager,race/ethnicity,age,sexual orientation,role,and family status).Bivariate and Multivariate Statistical Reporting Survey results were reported as
247、an unweighted polled average of responses across companies.Many of the questions offered a five-point labeled response scale(e.g.,“Strongly disagree”to“Strongly agree”).Unless otherwise specified,analyses aggregated the top two and bottotwo boxes of the response scale(e.g.,“Somewhat agree”and“Strong
248、ly agree”).Where we highlight differences between genders or other groups,we highlight only those differences that are substantial and reliable.To that end,all differences noted in this report are statistically significant to a 95 percent confidence level using a two-tailed test and/or reflect a dif
249、ference of at least five percentage points between two groups unless otherwise indicated.m Definition of Remote Work Status Composite Variable P Participants were askarticipants were asked how often they currently work remotely ed how often they currently work remotely and were given five interval-l
250、evel responses as options.During the and were given five interval-level responses as options.During the data analysis,the five options were transformed into the following data analysis,the five options were transformed into the following composite variables:composite variables:Mostly remote:91%to 10
251、0%(always or almost always)Hybrid:20%to 50%(i.e.,one or two days a week),51%to 90%(i.e.,three or four days a week)Mostly on-site:0%(not working remotely at all),less than 20%(i.e.,less than one day a week)Definition of Aligned Work Arrangements P Participants were also surveyed on their ideal workin
252、g arrangement articipants were also surveyed on their ideal working arrangement and were given five responses as options:work mostly remotelyand were given five responses as options:work mostly remotely,work mostly on-sitework mostly on-site,split time evenly between working remotely,split time even
253、ly between working remotely and working on-siteand working on-site,not sure,not sure,and other,and other.In combination with their.In combination with their answers on how they are currently working(see remote work status answers on how they are currently working(see remote work status definitions),
254、during data analysis the following composite variables definitions),during data analysis the following composite variables were created to reflect their“alignment”with their work were created to reflect their“alignment”with their work arrangement:arrangement:Aligned(also referred to as“work where th
255、ey want to”):currently works mostly remote and wants to work mostly remote OR currently works mostly on-site and wants to work mostly on-siteMis-aligned(also referred to as“dont work where they want to”):currently works mostly remote and wants to work mostly on-site OR currently works mostly on-site
256、 and wants to work mostly remoteHR PROGRAMS AND POLICIESHR PROGRAMS AND POLICIESHuman resource professionals from 317 companies provided information on gender diversity policies and programs on behalf of their company.We report the percentage of companies that have a program,policy,priority,or posit
257、ion out of the total number of companies that submitted HR program/policy data.In addition,senior HR leaders(Chief Human Resources Officer or equivalent,Head of Diversity,Equity,and Inclusion or equivalent)from participating companies provided information on diversity,equity,and inclusion programs a
258、nd practices they deemed to be most effective at their companies in achieving better outcomes.As part of this survey,HR leaders also provided qualitative comments in a free text form.QUALITATIVE INTERVIEWSWe conducted individual interviews with 34 women and non-binary employees from nine companies a
259、cross six industries,including Banking and Consumer Finance,Engineering and Industrial Manufacturing,and Retail.Interviewees were volunteers selected to reflect a range of levels,departments,and demographic groups.Our interviews focused on workplace experiences in order to gain a deeper understandin
260、g of the quantitative findings from the employee survey.Individual names,company names,and any other identifying information were kept strictly confidential and individuals are anonymized in this report.Within the quotes,some identifying details may have been altered and/or withheld to protect the s
261、peakers anonymity.Quotes have been edited for clarity.56|WOMEN IN THE WORKPLACE:METHODOLOGYMethodologyHR AND DEI BEST PRACTICESDEI best practices are based on top performer analysis conducted with pipeline data and HR survey data,supplemented by external research,past Women in the Workplace studies,
262、and responses from senior leaders about what has been most effective in improving representation and advancement of women.We used talent pipeline data from 97 companies that participated in 2019 and 2022 to identify top performers in the representation of women and women of color.We compared their t
263、otal women and women of color representation for L2 to L6 from 2021(data from Women in the Workplace 2022)to their past performance in 2018(data from Women in the Workplace 2019)and to their industrys average for these values.L1 was excluded from analysis due to the high variability of this level.We
264、 then ranked the companies by the extent to which they improved over time and outperformed this years industry benchmarks for total women and women of color representation from L2 to L6 in the pipeline to identify the top and bottom quartiles of companies.Leading practices were based on the top perf
265、ormer analysis and defined as practices where there was a statistically significant difference in the percentage of top performing companies(n=24)and all other companies in that analysis(n=73)that have adopted that practice.In cases where recommendations included multiple individual practices(e.g.,s
266、ponsorship and mentorship programs for women and/or women of color),the recommendation was classified as a leading practice if there was at least one statistically significant difference between top performers and all other companies in the analyses for any of the listed practices.In addition to lea
267、ding practices,we used two other ways of classifying recommended practices:Table stakes(sometimes referred to as“common practices”)practices that we recommend and that are very common(at least 75 percent of the 317 companies who completed the HR survey did this).Emerging practicespractices that we r
268、ecommend that are not yet common(fewer than 30 percent of all companies who completed the HR survey did this)and where the top performer analysis of 97 companies showed promise through a small but not statistically significant difference in prevalence for top performers.57|WOMEN IN THE WORKPLACE:MET
269、HODOLOGYEndnotes1 This report contains stock photographs for illustrative purposes only.Images do not reflect the identities of the women quoted.Within the quotes,some identifying details may have been altered and/or withheld to protect the speakers anonymity.2 In this study,“women”includes cisgende
270、r and transgender women.Due to small sample sizes for transgender women,data are reported for“women overall”or“LGBTQ+women”in aggregate.Women of color include Black,Latina,Asian,Native American/American Indian/Indigenous or Alaskan Native,Native Hawaiian,Pacific Islander,Middle Eastern,or mixed-race
271、 women.Due to small sample sizes for other racial and ethnic groups,reported findings on individual racial/ethnic groups are restricted to Black women,Latinas,and Asian women.3 Except where otherwise noted,“women leaders”refers to employees at the senior manager level and above(L4 to L1 in Methodolo
272、gy).Findings for“women leaders”may not hold for CEOs and other C-suite executives as there is high variability due to the relatively small size of the C-suite population.4 LeanIn.Org and McKinsey&Company,Women in the Workplace 2019(October 2019),https:/ Women and men leaders are equally likely to wa
273、nt to get promoted:78 percent of women leaders and 78 percent of men leaders are interested in getting promoted to the next level at their organization.And women and men leaders are similarly likely to want to be senior leaders at their company(81 percent of women leaders and 85 percent of men leade
274、rs).However,men leaders are more interested than women leaders in becoming top executives(57 percent of men leaders and 49 percent of women leaders).Full questions:How interested are you in doing the following at your company?Respondents selected from“Extremely/slightly interested,”“Neither interest
275、ed nor uninterested,”“Extremely/somewhat uninterested,”and“Not sure”|Getting promoted to the next level;Managing a team(1 or more full-time employees);Being a senior leader.(Note:This scale is asymmetrical due to an error;however,this didnt affect analysis of grouped results.)Do you want to be a top
276、 executive?|Yes;No;I already am a top executive.6 Except where otherwise noted,“young women”and“young men”refer to employees under the age of 30.7 Except where otherwise noted,“senior leadership”refers to individuals at the vice president level or above(L3 to L1 in Methodology).8 Total percent of wo
277、men and men per level in the race and gender pipeline may not sum to overall corporate pipeline totals,as the race pipeline does not include employees with unreported race data.Some percentages may sum to 99 percent or 101 percent due to rounding.Pipeline data in this report is based on data from th
278、e end of 2021 and does not reflect changes through 2022.9 In this study,numbers for the“broken rung”assume an equal number of men,women,and women of color at entry-level(L6 in Methodology).10 In this chart,data for voluntary attrition from 2017 to 2021 comes from unpublished pipeline data for the 20
279、18 to 2022 Women in the Workplace reports.Voluntary attrition rates for men and women leaders(L4 to L1 in Methodology)were calculated by weighting each employee levels voluntary attrition rate by the end of year composition.11 In this study,unless otherwise noted,“voluntary attrition”refers to emplo
280、yees who left their organization of their own volition.12 Data for women in engineering and technical roles is based on the following question:Do you work in an engineering or technical field(e.g.,engineering,product development,data science)?|Yes;No.In 2018,this question was slightly different:Do y
281、ou work in an engineering or technical department(e.g.,engineering,product development,data science)?|Yes;No.13 U.S.Bureau of Labor Statistics,“Occupational Outlook Handbook,”filtered by pay(“more than$80,000/year”)and occupation growth rate(“faster than average or much faster than average”),Septemb
282、er 8,2022,https:/www.bls.gov/ooh/occupation-finder.htm?pay=$80,000+or+more&education=&training=&newjobs=&growth=Faster+than+average&submit=GO.14 Data show that when managers take action to support employee well-being and promote inclusion,employees have better experiences.Full question:Which of the
283、following actions has your manager taken consistently in the past year?|Shown interest in your career advancement(e.g.,asked about your career goals);Encouraged respectful and inclusive behavior on your team;Checked in on your personal well-being;Trusted you to get your work done without micromanagi
284、ng;Worked with you to make sure your workload is manageable;Made sure you got credit for your work;Given you helpful feedback;None of these.15 LeanIn.Org and McKinsey&Company,Women in the Workplace 2021(September 2021),https:/ Ibid.58|WOMEN IN THE WORKPLACE:ENDNOTESEndnotes17 In this study,“flexibil
285、ity”refers to remote or hybrid work,as well as flexible work options such as the ability to set your own hours.18 Full question:Compared to how you felt two years ago,how important are the following to you now:Respondents selected from“Less important now,”“Just as important,”“More important,”“Was ne
286、ver important,”and“Not sure”|Flexibility(e.g.,being able to work remotely and/or set your own work hours);Working at an organization that prioritizes diversity,equity,and inclusion;Working at an organization that is committed to employee well-being;Having a supportive manager;Being recognized and re
287、warded for your work.19 In this study,unless otherwise noted,“people management”refers to actions taken by managers to support employees well-being and career development.This finding on women leaders and DEI is from LeanIn.Org and McKinsey&Company,Women in the Workplace 2021,unpublished data.20 See
288、 endnote 23 for the full question.21 In this study,“older women”and“older employees”refer to women or employees over the age of 40.22 Full question:Why did you leave your last job?|I wanted more options to work remotely;I wanted a more flexible work schedule(e.g.,ability to set my own work hours);My
289、 workload was unmanageable;My manager wasnt supportive;I didnt feel welcome(e.g.,I was excluded or treated disrespectfully);I wanted to do more meaningful or inspiring work;I wanted more opportunity to advance;I wanted to work for an organization more committed to diversity,equity,and inclusion;I ha
290、d an opportunity that offered better pay and/or benefits;I left for personal reasons(e.g.,I relocated);Other.This question was only asked of people who switched jobs in the last two years.The number given for“flexibility”in this chart is a composite of“I wanted more options to work remotely”and/or“I
291、 wanted a more flexible schedule(e.g.,ability to set my own work hours).For“opportunity to advance,”the difference between men and women leaders is not statistically significant23 Full question:Over the last two years,has career advancement(e.g.,getting promoted)become more or less important to you?
292、|Less important now;Just as important;More important now;Not sure.See endnote 18 for the second question.24 “1 in 3”was obtained by subtracting the percentage of Black women leaders who selected“None of these”from 100 percent.Full question:In the last year,have you felt that any of the following per
293、sonal characteristics have played a role in you being denied or passed over for a raise,promotion,or chance to get ahead?|Your gender;Your race/ethnicity;Having a disability or health issue;Your sexual orientation;Your age;Being a parent;Being a remote employee;None of these.25 This visual presents
294、data for all women and men,not just those who live with a spouse or partner.Full question:When it comes to household responsibilities(e.g.,housework,childcare,managing familys schedule,helping children with school),would you say|You are responsible for all of the work;You are responsible for most of
295、 the work;You share responsibilities equally with a partner;Your partner is responsible for most of the work;Your partner is responsible for all of the work;Someone else(e.g.,family member,nanny)is responsible for all or most of the work.26 Psychological safety is the belief among employees that its
296、 safe to take interpersonal risks.It means employees believe they wont be punished or humiliated if they propose new ideas,raise concerns and issues,or admit mistakes.Amy Edmondson,“Psychological Safety and Learning Behavior in Work Teams,”Administrative Science Quarterly 44,no.2(June 1999):35083,ht
297、tps:/ question:Which of the following are true on your team?|Select all that apply People arent penalized for making mistakes;People feel comfortable disagreeing with each other;People rarely exclude other team members;People celebrate each others accomplishments;Everyones work is valued;People list
298、en to each others ideas and concerns;None of these.27 “Asian women”refers to women of South Asian,East Asian,and Southeast Asian origin or descent.Unless otherwise stated,“Asian women”does not include individuals of Pacific Islander,Native Hawaiian,West Asian,or Middle Eastern origin or descent.28 D
299、ue to small sample sizes,all women identifying as lesbian,bisexual,pansexual,otherwise non-heterosexual,and/or transgender were analyzed and reported in a single category as LGBTQ+women.This means that,throughout this report,the composite“LGBTQ+”most closely describes the experiences of larger group
300、s in the sample(e.g.,lesbians and bisexual women).29 This visualization utilizes data from multiple survey questions.See endnotes 31 to 34 for the full list of questions.Categories represented in this table(e.g.,LGBTQ+women,white women,women with disabilities,etc.)are not mutually exclusive or colle
301、ctively exhaustive even within subcategories(e.g.,some women with disabilities are also LGBTQ+and fall across racial/ethnic categories).59|WOMEN IN THE WORKPLACE:ENDNOTESEndnotes30 The LGBTQ+population in this sample significantly differs from the overall population(e.g.,skews much younger),which ma
302、y affect the results presented in this study.31 See endnote 14 for the full question.32 Full questions:How much do you agree with the following statements?Respondents selected from“Somewhat/strongly disagree,”“Neither disagree nor agree,”or“Somewhat/strongly agree”|I have strong allies on my team;I
303、actively try to practice allyship at work.In the last year,has someone in a more senior role done any of the following for you?|Put you forward as a candidate for a promotion;Recommended you for a stretch assignment;Told you that you have what it takes to advance at your organization;Advocated for a
304、 compensation increase for you;Publicly praised you for your skills or accomplishments;None of these.33 Full question:In the last year,over the normal course of business,have you experienced any of the following?Respondents selected from“Yes,”“No,”or“Not sure”|Having others take or get credit for yo
305、ur ideas;Having your judgment questioned in your area of expertise;Having others comment on your appearance in a way that made you uncomfortable;People making assumptions about your culture or nationality(e.g.,asking you where youre“really from”);Being mistaken for someone at a lower level;Being cri
306、ticized for your demeanor(e.g.,being told you look mad or should smile more);Hearing or overhearing negative comments about your accent or way of speaking;Having someone say or imply youre not qualified for your job;Having someone question whether you were working because you didnt respond right awa
307、y.34 See endnote 26 for full question.35 Full question:Ideally,would you|Work mostly remotely;Work mostly on-site;Split time about evenly between working remotely and working on-site;Not sure;Other.36 Throughout this study,when referring to employees current work situations,“mostly on-site”refers to
308、 employees who work remotely 0 percent to 20 percent of the time(i.e.,less than one day a week).“Hybrid”refers to employees who work remotely 21 percent to 90 percent of the time(i.e.,between one and four days a week).“Mostly remote”refers to employees who work remotely 91 percent to 100 percent of
309、the time(i.e.,always or almost always).37 In this study,employees who“work remotely or hybrid at least some of the time”refers to those who work remotely 21 percent to 100 percent of the time.38 Robin J.Ely and Irene Padavic,“Whats Really Holding Women Back?”Harvard Business Review,March-April 2020,
310、https:/hbr.org/2020/03/whats-really-holding-women-back.Herminia Ibarra,Julia Gillard,and Tomas Chamorro-Premuzic,“Why WFH Isnt Necessarily Good for Women,”Harvard Business Review,July 16,2020,https:/hbr.org/2020/07/why-wfh-isnt-necessarily-good-for-women.39 Percentages in this chart may not sum to 1
311、00 because options such as“Not sure”and“Other”are not depicted in data visualizations.For the full question,see endnote 35.40 “Women work where they want to”refers to women who work mostly remotely and want to work mostly remotely or women who work mostly on-site and want to work mostly on-site.“Wom
312、en dont work where they want to”refers to women who work mostly remotely and want to work mostly on-site or women who work mostly on-site and want to work mostly remotely.Neither group includes women who work or want to work in a hybrid environment.“Im rarely burned out”is a composite of respondents
313、 who selected“Seldom”and“Almost never.”Full question:In the last few months,how often have you felt burned out at work?|Almost never;Seldom;Sometimes;Often;Almost always;Not sure.41 In this study,an“othering microaggression”refers to:Having had others comment on your appearance in a way that makes y
314、ou uncomfortable;People making assumptions about your culture or nationality(e.g.,asking you where youre“really from”);Being criticized for your demeanor(e.g.,being told you look mad or should smile more);Hearing or overhearing negative comments about your accent or way of speaking.See endnote 33 fo
315、r the full question text.Notable differences are between those working mostly on-site and those working mostly remotely.In some cases,differences between those working hybrid and other groups are not significant.42 Joan C.Williams,Mary Blair-Loy,and Jennifer Berdahl,“Special Issue:The Flexibility St
316、igma,”Journal of Social Issues 69,no.2(June 2013):209-405,https:/ IN THE WORKPLACE:ENDNOTESEndnotes43 Tony Simons and Quinetta Roberson,“Why managers should care about fairness:The effects of aggregate justice perceptions on organizational outcomes,”Journal of Applied Psychology 88,no.3,(June 2003):
317、43243.https:/doi.org/10.1037/0021-9010.88.3.432.Jixia Yang,Zhi-Xue Zhang,and Anne S.Tsui,“Middle Manager Leadership and Frontline Employee Performance:Bypass,Cascading,and Moderating Effects,”Journal of Management Studies 47(April 2010):65478,https:/doi.org/10.1111/j.1467-6486.2009.00902.x.44 Joelle
318、 Emerson,“Dont Give Up on Unconscious Bias TrainingMake It Better,”Harvard Business Review,April 28,2017,https:/hbr.org/2017/04/dont-give-up-on-unconscious-bias-training-make-it-better.45 Jack Zenger,“How Effective Are Your 360-Degree Feedback Assessments?”Forbes,March 10,2016,https:/ This visualiza
319、tion utilizes data from multiple survey questions.See endnotes 47 to 50 for the full list of questions.47 Full questions:Compared to my peers in this organization I have equal opportunity to advance|Somewhat/strongly disagree;Neither disagree nor agree;Somewhat/strongly agree.In general,how much of
320、a priority is diversity,equity,and inclusion to your organization?|DEI higher priority;DEI lower priority.See endnote 24 for the third question.48 See endnote 26 for the full question.49 Full question:Which of the following are true for you on most workdays?|You feel like you need to be available 24
321、/7(e.g.,checking email at all hours);You feel like you have to prove youre working;You have the information and resources you need to get your work done;Youre in meetings for most of the day;You have a chance to work on things that feel meaningful and important;You feel overwhelmed(e.g.,you cant get
322、 all of your work done in the time you have);You feel like you can be honest with your colleagues about challenges youre facing;None of these.50 Full questions:Overall how happy are you with the following?Respondents selected from“Somewhat/very unhappy,”“Neither unhappy nor happy,”or“Somewhat/very h
323、appy”|Your job.I would recommend this organization as a great place to work.|Somewhat/strongly disagree;Neither disagree nor agree;Somewhat/strongly agree;Prefer not to say.How likely are you to leave your organization in the next year?|Somewhat/very unlikely;Neither unlikely nor likely;Somewhat/ver
324、y likely;Not sure.For the full text of the fourth question,see endnote 40.51 In this study,“common practice”or“table stakes”refers to practices that are standard in most(75 percent of the 317 participants in the HR survey for 2022)organizationstheyre important but not driving enough progress on thei
325、r own.“Leading practice”refers to practices that are less standard(75 percent)but more prevalent in companies that have both improved womens representation(including women of color)and outperformed their industry from 2019 to 2022 when compared to other companies with data from the same time period.
326、A recommendation is classified as a leading practice if at least one of the named actions shows a statistically significant difference between top performing companies and other companies.“Emerging practice”refers to those that are less common(30 percent of organizations that participated in 2022 do
327、 these things)but show promising early results.See Methodology for more details.Policies and programs highlighted in this table are not exhaustive of all table stakes,emerging practices,or leading practices analyzed.52 Katerina Bezrukova,Chester S.Spell,Jamie L.Perry et al.,“A meta-analytical integr
328、ation of over 40 years of research on diversity training evaluation,”Psychological Bulletin 142,no.11(November 2016):122774,https:/ Participating companies were required to have a minimum of 1,000 U.S.and Canadian employees to participate.Exceptions were addressed on a case-by-case basis.54 A minimu
329、m of five companies is required to create an industry benchmark.55 Overall weighted pipeline is based on 311 private-sector firms and does not include Public and Social Sector organizations or Law Firms.Three Law Firms were excluded from this list as they did not meet the minimum benchmark threshold
330、 of five companies per industry.56 Percentages sum to 101 percent due to rounding.57 Representation calculations by gender include data for employees whose race was not reported.However,representation calculations by race/ethnicity and gender do not include data for employees whose race was not reported.61|WOMEN IN THE WORKPLACE:ENDNOTES