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1、SYSTEM UPGRADEREBOOTING CORPORATE POLICIES FOR IMPACTIn partnership withTABLE OF CONTENTSPrefaceForeword Acknowledgments Executive summaryChapter 1 Setting the stage In the face of uncertainty,talent is crucial to a companys ability to compete and win in techChapter 2 Supporting BLNA women Why its i
2、mportant to focus on Black,Latina,and Native American women in technical rolesChapter 3 Sustaining progress Companies must intervene to ensure the gains made for BLNA women in computing education start translating to growth in the workplaceChapter 4 Seizing the opportunity How companies can serve BL
3、NA women,and all employees,more effectivelyConclusion Tools and resourcesScope and methodology Endnotes About the authors 030405061576365Want to know why focusing on Black,Latina,and Native American women may be the most efficient use of your limited resources?GO HEREWant to know why the
4、time to act is now?GO HEREReady to act?GO HERE to learn how to start 2SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTPREFACEOne of the greatest strengths of our society is our diversity.The United States is made up of people with so many different perspectives,and we are collectively more inn
5、ovative as a result.Ironically,though,a lack of diversity remains a defining feature in the tech industry and broader technical workforce,which are supposed to be at the forefront of innovation.Barely more than 25 percent of employees in the sector are women,and just over 4 percent are Black,Latina,
6、or Native American(BLNA)women.1 Pivotal Ventures is committed to expanding womens power and influence.To achieve that goal,we invest in helping womenespecially women of coloradvance in key professions where they have been systematically underrepresented.Thats why we support the Reboot Representation
7、 Tech Coalition.The coalition was formed by 11 companies in 2018 to double the number of BLNA women graduating with computing degrees by 2025.Less than five years later,the coalition has expanded to 21 members and six partners and has collectively pledged more than$26 million to BLNA women in comput
8、ing.With help from many partners,theyve almost achieved their doubling goal.Thats the good news.There are more BLNA technologists than ever graduating from college,ready to step into the workforce.The bad news is that,despite these gains,BLNA womens representation in technical roles in the workforce
9、 is actually shrinking;its dropped by more than 10 percent in the past four years.2The Reboot Coalitions success at the college level proves that rapid progress is possible with a strong commitment,thoughtful strategy,and deep collaboration.The next step is to get similar results in the workplace so
10、 that BLNA computing graduates dont just get degrees but actually get jobs in tech,thrive in their roles,and advance to leadership positions.Technology jobs can give millions of people new opportunities and keep our economy healthybut only if all technologists get the support they need at every step
11、 in their professional journeys.Reboot is working hard to make sure they do.MELINDA FRENCH GATESFOUNDER,PIVOTAL VENTURES3SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTFOREWORDWhat makes a good company great?A relentless commitment to the long term.An ability to use insightful data to make in
12、formed decisions.And probably most important,a continued investment in its people.Companies that invest in talent dont just stay afloat in difficult times;they thrive in the long run.Today,technology transcends industry.Across sectors,technologists bring innovation,growth,and advancements to compani
13、es of all shades.Whats more,technology jobs continue to be engines of economic growth and social mobility.When we published our first Rebooting Representation report in 2018,the share of Black,Latina,and Native American(BLNA)women receiving computing degrees was declining.But the efforts of our part
14、ners and countless other organizations across the ecosystem helped turn that around.The number of computing degrees awarded to BLNA women nearly doubled between 2016 and 2021,but continued intentional investments will be required to sustain and propel these efforts.More BLNA women are ready to enter
15、 the technical workforce,but corporations have failed to realize gains by retaining them.In fact,representation of BLNA women in the technical workforce is shrinking;it dropped by more than 10 percent in the past four years.3 Further,tech womens attrition more than doubled in 2022,with BLNA women te
16、chnologists exiting their companies at the highest rates.4 Through a recent survey of more than 2,000 employees in technical roles,we identified cornerstone policies that drive the most impact while addressing employee needs.We also sought to understand company perspectives and uncover gaps in curre
17、nt offerings.As companies face constrained resources,we are excited to share a practical and feasible set of critical talent investment steps that will also enable companies to capitalize on the growing number of BLNA women graduating with computing degrees.It is our hope that this analysis will arm
18、 companies with concrete guidance for adding new cornerstone policies and practices or enhancing the ones they already have.This will allow companies to better recruit and retain BLNA women and enhance opportunities for all their employees.DWANA FRANKLIN-DAVISCEO,REBOOT REPRESENTATION4SYSTEM UPGRADE
19、:REBOOTING CORPORATE POLICIES FOR IMPACTACKNOWLEDGMENTSWe wish to thank the many people and companies who contributed to this research.We are especially grateful to the following:The 27 companies that participated in our survey and interviews,sharing data on the policies and practices they are curre
20、ntly using across the entire talent life cycle to engage and support Black,Latina,and Native American women technologistsThe 2,076 BLNA women and others who responded to our survey or shared their time and personal experiences with us through one-on-one interviewsThe core team that helped spearhead
21、the research and development of this reportincluding Caroline Candido,Maria Castex,Karla Gomes de Souza,Adriana Gomez Penin,and Hilary Nguyen at McKinseyand Emily Milanowski and Laurel Yamaguchi at Pivotal Ventures,who are critical supporters of Reboot(for a list of authors,see page 65)We also appre
22、ciate the data sets and research from McKinsey and LeanIn.orgs Women in the Workplace study that have helped inform this work.5SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTEXECUTIVE SUMMARYAll great leaders want and need their people to thrive at work.Companies that consistently invest in t
23、heir core talent tend to outperform their competitors and are more likely to thrive long term.For years,companies have invested significant time and resources in improving representation and inclusion in the workplace.Yet there is still little concrete and lasting progress,particularly when it comes
24、 to the inclusion of Black,Latina,and Native American(BLNA)women in the technical workforce.This report is an effort to understand why,as well as what works to change that reality.When we published the first Rebooting Representation report in 2018,the number of BLNA women receiving computing degrees
25、 wasnt just lowit was declining.The collective power of the Reboot Representation Tech Coalition partners and countless others across the ecosystem helped turn those numbers around.The number of computing degrees awarded to BLNA women nearly doubled between 2016 and 2021.Thats worth celebrating.Weve
26、 come a long way,and we know where to double down next:retention in the workplace.In the same moment that we see an increase in degree conferrals,BLNA womens representation in the technical workforce is shrinkingdropping by more than 10 percent in the past four years(from 4.6 percent in 2018 to 4.1
27、percent in 2022)5compared with 16.5 percent in the working-age population as a whole.6 To consolidate educational gains and build a workforce of thriving technologists,companies need to act.Companies must be more intentional about ensuring that their talent strategies explicitly address employee nee
28、ds at the intersection of gender and race or ethnicity.This is a smart way to prioritize talent efforts and get the most out of the investments companies are already making in their talent,especially at a time in which companies are being asked to stretch resources.When done right,this effort could
29、lay the foundation for a more supportive workplace for additional groups that face steep barriers in the technical workforce and,ultimately,help all employees thrive.6SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTCompanies have a clear and tangible opportunity to reverse the decline in BLNA
30、womens representation in the technical workforce.We surveyed more than 2,000 BLNA women in technical roles and their peers from other demographic groups about 38 specific policies and practices at their organizations.In addition to our survey,this report builds on existing research,much of which foc
31、uses on the experiences of BLNA women(such as their sense of belonging at work).We found that,while current policies and practices arent quite hitting the mark for BLNA women in technology,there are concrete actions employers can take that would positively affect the workplace experience for BLNA wo
32、menand all employeesin technical roles.Our research shows the following:Companies are offering policies and practices that arent being used.Only 32 percent of BLNA women said they used more than half of the policies and practices referenced in the survey,compared with 43 percent of all other demogra
33、phic groups.That means the investments companies are making in offering these policies and practices are not yet achieving their full potential for impact.Companies should prioritize nine cornerstone policies and practices.BLNA women said nine policies and practices had the most impact on their abil
34、ity to join their company,stay there,or advance within it.7 These nine interventions address three key employee needs:An investment in these cornerstone policies is an investment in employee retention.BLNA women whose organizations offer all nine cornerstone policies and practices reported being mor
35、e than 75 percent more likely to stay at their companies than BLNA women at companies that do not offer all nine.These policies benefit the entire workforce.Employees from all other demographic groups reported being nearly 80 percent more likely to be satisfied with their work experience at organiza
36、tions that offered all nine cornerstone policies and practices.01Share salary ranges so people know what they can expect.02Create an accessible internal jobs board so employees can understand opportunities across the organization.03Assign mentors to support candidates in the interview process by cla
37、rifying the pro-cess,answering questions,and helping candidates pre-pare for interviews.Democratizing access to information to level the playing field:06Give employees the option to work remotely,hybrid,or on-site.04Provide paid sick leave to all employees.05Offer expanded mental health benefits suc
38、h as personal leave.07Enable employees to flex their working hoursfor example,through compressed workweeks,alternative work schedules,and job sharing.Increasing flexibility,enabling employees to work the way they work best:08Provide actionable next steps for development and/or advancement directly f
39、ollowing a performance review.09Offer professional-development programs to help employees expand their networks and grow(for example,career accelerators,job shadowing,and rotation opportunities).Demystifying development by charting clear pathways for employee career advancement:7SYSTEM UPGRADE:REBOO
40、TING CORPORATE POLICIES FOR IMPACTJust 36 percent of all respondents reported that their company currently offered all nine cornerstone policies and practices.8 Offering the full package is a crucial start for leaders who want to move the needle for BLNA women in the technical workforce.Companies th
41、at do offer the cornerstone policies have an opportunity to take advantage of data disaggregated simultaneously by race or ethnicity and gender.Disaggregated data enables companies to increase the return on their investment in policies and practices by uncovering hidden barriers to impact.Only 46 pe
42、rcent of BLNA women reported that their employers average existing cornerstone policies were designed to be accessible and effective for them,16 percentage points lower than what their peers reported.9 That might not be surprising:the significant majority of companies surveyed and interviewed for th
43、is research had not yet set goals,measured progress,or tracked outcomes at the intersection of race and gender.By exploring existing policies and practices from both corporate and technologist perspectives,this report provides a road map to help companies prioritize the tactics that will make the mo
44、st of limited time and resources.It includes key opportunities for action along with tools and resources to support companies in creating environments in which all employees feel supported and contribute fully.To create lasting progress,business leaders must tap into three familiar(but critical)fact
45、ors for success:collecting and disaggregating data at the intersection of race or ethnicity and gender to sharpen decision making;delivering results and fulfilling the promises that have been made to employees by focusing on the highest-impact practices;and iterating and improving continuously by ce
46、ntering the needs of BLNA women technologists to create a workplace in which all employees can truly thrive.TOOLS INCLUDED IN THIS REPORT The business case for investing in BLNA women(page 52)Short list of the nine cornerstone policies and practices that are most impactful to BLNA women technologist
47、s(page 56)Key design questions that leaders should consider when implementing new policies or practices to ensure they are intentionally designed to be accessible and effective for BLNA women in the technical workforce(page 53)Guide to applying key design questions to create a paid sick leave policy
48、 that is accessible and effective for BLNA women(page 54)A three-part road map for companies to root their strategies in disaggregated data,implement cornerstone policies,and optimize policies for maximum impact (page 56)If you are ready to act but dont know where to start,flip to HEREIf your compan
49、y already offers the short list of 9 cornerstone policies and practices,flip to HERE to learn how to make the most of them8SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTCALL TO ACTIONJoin us in creating a workplace that better supports BLNA women(and thereby all employees)by taking three cri
50、tical steps:Leverage disaggregated dataUse data disaggregated simultaneously by race or ethnicity,gender,and role(for example,technical versus nontechnical)to build a fact base,identify root causes and areas of opportunity,and measure progress across the organization in the following areas:Uptake of
51、 policies and practices Satisfaction with policies and practices Interim outcomes(for example,promotions among those who had used a professional-development program)Ultimate outcomes(such as representation and lower turnover at each seniority level of the organization and for technical-specific role
52、s)Review results of disaggregated analyses at least quarterly with senior leaders to plan action steps.A.9SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACT Deliver results Implement the nine cornerstone policies and practices in your organization:01Share salary ranges so people know what they c
53、an expect.02Maintain an accessible internal jobs board so people can understand opportunities across the organization.03Assign mentors to support candidates in the interview process by clarifying the process,answering questions,and helping candidates prepare for interviews.04Provide paid sick leave
54、to all employees.05Offer expanded mental health benefits such as personal leave.06Give employees the option to work remotely,hybrid,or on-site.07Enable employees to flex their working hoursfor example,through compressed workweeks,alternative work schedules,and job sharing.08Offer professional-develo
55、pment programs to help employees expand their networks and grow(for example,career accelerators,job shadowing,and rotation opportunities).09Provide actionable next steps for development or advance ment directly following a performance review.Democratize access to information to level the playing fie
56、ldIncrease flexibility,enabling employees to work the way they work bestDemystify development by charting clear pathways for employee development and career advancement Improve continuously Intentionally design policies and practices to be accessible and effective for BLNA women in technical roles,u
57、sing data to define clear markers of success:Use quantitative and qualitative data to bring in the perspectives of BLNA women to identify how pain points differ for each group.Offer employees multiple relevant options.Ensure all options are accessible and easy to use.Communicate frequently and clear
58、ly about this policy or practice.Promote a culture that encourages adoption.Continuously measure impact and course-correct as needed.B.C.10SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTSETTING THE STAGEIn the face of uncertainty,talent is crucial to a companys ability to compete and win in t
59、echWe dont have a choice but to invest in talent long term if we want to stay competitive in our line of business.VP OF TALENT,TECHNOLOGY HARDWARE COMPANY 01C H A P T E R11SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACT42 percent of all surveyed technical employees say they are very likely or
60、 somewhat likely to look for a new job in the next 12 months.In an uncertain and challenging macroeconomic environment,many companies are facing pressure to scale back organizational-health efforts.Its critical that companies resist implementing strategies that put short-term gains ahead of the deve
61、lopment and retention of their key talent.The normal cycle of business has historically included periods of contraction quickly followed by expansion,and it will likely continue to do so.Companies that prioritize effective and intentional investments in their core talent during an economic downturn
62、are poised to come out ahead,retaining employees with the most essential skills and reaping benefits that could allow them to outperform their competitors and thrive in the long term.Companies that look past the short term and focus on the long term can reap significant benefitsOrganizations that co
63、nsistently focused their decision making on the long-term implications of their strategy(as opposed to the pursuit of short-term gains)earned 47 percent more revenue and saw 36 percent higher earnings growth over a 15-year period,according to McKinsey research.10 Results were good for workers as wel
64、lthe same companies added nearly 12,000 more jobs(on average per company)than their peers over the same period of time.11 Companies are facing a challenging environment,and many may need to cut costs to relieve the pressure.But the most successful companies are the ones that continue investing in in
65、novation and other key differentiatorssuch as technical talenteven as they reduce costs elsewhere.DEFINING TECHThis report focuses on the technical workforce in the United States,which means those with the skills to drive technological innovation,including roles in software,IT services,data science,
66、and engineering.Technical workers are at the cutting edge of reshaping the economyan economy that is not currently structured to serve or to support Black,Latina,and Native American women.The work of employees in technical roles can grow or shrink societal disparitiesand can have that impact through
67、 channels as varied as how algorithms distribute opportunities to whose needs novel inventions serve.In todays world,technology often transcends industry.We looked at how companies are engaging the technical workforce in businesses that sell goods and services in electronics,software,computers,AI,an
68、d other IT-related industries,as well as companies in other industries that rely on technologies such as physical infrastructure,hardware,and software to deliver value directly to customers or improve internal operations.The insights included in this report focus on the United States,but many of the
69、 companies that participated in this research have operations across the globe.These international operations may have different needs given regional market and cultural dynamics.12SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTTaking a long-term view involves real trade-offs,which can be dif
70、ficult for business leaders to navigate in an economic downturn.However,intentionally investing in areas(such as talent retention)that fuel long-term growth can help companies maximize profits in the long run.In practice,it means investing more(and more consistently)even when everyone else seems to
71、be scaling back.Companies that invest in core talent are more likely to thrive long termConsistently investing in talent is crucial and gives companies the best chance to compete during times of growth and remain resilient during cycles of uncertainty.Research published by the McKinsey Global Instit
72、ute based on an analysis of 1,800 companies found that companies that invested in human capital“are more consistent and resilient performers.”12 The study highlighted two subsets of companies:People+Performance Winners,which excel at creating opportunities for employees to build skills(measured by i
73、nternal mobility,training hours,and organizational-health scores)while consistently outperforming competitors financially,and Performance-Driven Companies,which can achieve above-average financial results but put less emphasis on people and culture.The companies in the first category significantly o
74、utranked all other companies when it came to consistency and resilience,as measured by their likelihood to outperform competitors and their peak pandemic revenue growth.13Even in times of acute crisis(such as the COVID-19 pandemic),People+Performance Winners were more likely to avoid taking major hi
75、ts.They were 11.0 percentage points less likely than Performance-Driven Companies to see return on invested capital drop by 0.5 percentage points or more from 2019 to 2020.Notably,they were also able to grow revenue twice as fast(8 percent versus 4 percent).14Despite headlines to the contrary,the ra
76、ce for technical talent is far from overThe layoffs of more than 260,000 workers since fall 2022 across both technical roles and other roles in the technology sector have garnered big headlines.15 But it would be a mistake for companies to think the competition for technical talent is over.The major
77、ity(59 percent)of technical workers are employed by companies outside of the formal tech sector,where the layoff risk is lower.16 CASE STUDY How investment during a crisis enabled a stronger position once the turmoil subsided During the 2000 recession,one large retailer shuttered some underperformin
78、g facilities but grew its workforce by 10 percent to support new high-end products and services.One of its core competitors,on the other hand,reduced its workforce by 6 percent.Despite creating new incentives to boost sales,the competitors sales growth fell from 19 percent before the downturn to 8 p
79、ercent after.The retailer that made investments in people,by contrast,came out of the recession stronger and more profitablesales doubled between 1997 and 2003.On average,the company that invested was about 30 percent more profitable than its competitor three years after the crisis.1 1 Ranjay Gulati
80、,Nitin Nohria,and Franz Wohlgezogen,“Roaring out of recession,”Harvard Business Review,March 2010.13SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTEven with the layoffs,the number of people working in technical occupations is at an all-time high,at more than 6.6 million people,17 and unemploy
81、ment remains strikingly low2.2 percent compared with 3.6 percent for all jobs in March 2023.18 Companies that want to remain competitiveand position themselves to excel in the futurewill benefit from holding on to their core technical talent.In the fast-moving world of technology,this means not only
82、 helping people with technical skills enter the workforce but also helping them stay there and thrive.Companies can commit to a through-cycle vision of success by continuing to invest in their technical talentWith the constant rise of new technologies,companies need technical talent to unlock growth
83、.Technology businesses cant expect to win without ensuring they have the right peoplenot just for the short term but also for the long termto enable consistently fast action.And this technical talent may be at risk:our research shows that 42 percent of all technical employees say they are“very likel
84、y”or“somewhat likely”to look for a new job in the next 12 months.The cost of not committing to a through-cycle approach is high.The departure of an employee can cost a company approximately 1.5 to 2.0 times the employees annual salary,because resources must shift to recruit,onboard,and train someone
85、 new(an often lengthy and time-consuming process).19 At the same time,productivity suffers while the role remains unfilled or as the replacement ramps up.A VP of talent at a large technology company shared,“The products that we make are cutting-edge,and there is a long ramp-up for onboarding and bui
86、lding the necessary level of expertise within our technical workforce.We dont have a choice but to invest in talent long term if we want to stay competitive in our line of business.”Companies that consistently invest in their people are investing in their ability to compete and win.In this challengi
87、ng climate,continuing to invest in talent can seem difficult.Companies are forced to make tough decisions,and business leaders are asked to do more with less.But technology companies already possess the core strengths they need to navigate potential downturns successfullytheir ability to collect and
88、 disaggregate data,deliver results,and iterate and improve continuously.The chapters that follow offer tools to help organizations prioritize the right set of talent efforts.14SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTSUPPORTING BLNA WOMENWhy its important to focus on Black,Latina,and Na
89、tive American women in technical roles02C H A P T E RWe have tons of data,but we dont have a lens into the breakdown of our“people of color”category.This is a problem for us because it can be misleading and doesnt help us pinpoint where representation issues really lie.DIRECTOR,TECHNOLOGY PRODUCT AN
90、D SERVICES COMPANY15SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTBlack,Latina,and Native American women are the most severely underrepresented demographic group in the technical workforce.Despite accounting for 16.5 percent of the total working-age population in the United States,they repre
91、sent only 4.1 percent of all technical roles.20In the face of uncertainty,companies should be intentional about allocating valuable resources.Implementing a through-cycle people strategy to support core talent through the natural upswings and downturns of the business cycle may feel overwhelming giv
92、en that companies already face many other challenges and constraints.However,an organizing frameworkdesigning strategies to respond to the needs of groups facing the greatest challengescan help,and it ultimately benefits the entire workforce.Solving for those who face some of the steepest barriers e
93、nables leaders to address the needs of other employee groups facing a milder version of some of the same challenges without microsegmenting their entire workforce to identify and address a huge variety of pain points.When it comes to technical talent,leaders can be most strategic with their resource
94、s by designing efforts with a specific focus on Black,Latina,and Native American women.CASE STUDY What do targeted approaches that benefit everyone look like in practice?Pressed by disability rights activists in the early 1970s,the city of Berkeley,California,installed its first official“curb cut”at
95、 an intersection on Telegraph Avenue.Curb cutssmall ramps that are built into the curb of a sidewalkwere originally designed to address the specific needs of wheelchair users,who face some of the highest barriers to mobility in public spaces.1 As curb cuts became more prevalent throughout the countr
96、y,they not only improved mobility for wheelchair users but also improved safety and ease of movement for all userspeople pushing strollers or carts,wheeling luggage,riding bicycles,and even running or walking.This is a simple but powerful example of how a tailored approach to address the specific ch
97、allenges and needs experienced by one community or audience(in this case,wheelchair users)can create an environment that enables everyone to participate more fully.1 Angela Glover Blackwell,“The curb-cut effect,”Stanford Social Innovation Review,Winter 2017.This case study is an illustrative example
98、 of how targeted approaches can work in practice.It is not a road map or direct analogy for corporate practices addressing the intersection of race and gender.16SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTA targeted,intentional approach that focuses on BLNA women should be a priority for c
99、orporate leaders for three reasons:Diverse companies tend to outperform others.BLNA women are underrepresented in the US technical workforce and face compounded barriers at the intersection of race and gender.Centering on the needs of BLNA women offers companies an opportunity to make serious commit
100、ments to talent and make the most of their resources.In the spirit of efficiency,some companies may be tempted to deprioritize the needs of BLNA women as an underrepresented portion of the technical workforce(4.1 percent).But focusing on the needs of those with the lowest representation is one of th
101、e most efficient decisions leaders can make if they are serious about investing in talent.In addressing the challenges that BLNA women experience in the technical workforce,companies can create environments that enable all their employees to feel supported and contribute fully,while expending fewer
102、resources.As one director at a large technology company put it,“We were looking at our advancement data and saw imbalances in our rates of promotion across races/ethnicities and genders.We ended up implementing a review process where when a colleague a White man is up for promotion,we look for other
103、 employees who have similar professional profiles but may identify themselves differently to see if they are ready for promotion too.Even if they arent,its an opportunity for us to build out more intentional promotion readiness plans for our employees.From this,we didnt just see more equitable rates
104、 of promotion,but we also saw more employees getting promoted!When you solve for the most marginalized groups,you tend to see a benefit for others as well.”Diverse companies tend to outperform othersThe strong and positive correlation between diversity and organizational performance has been well do
105、cumented in research.There is no trade-off between the twoin fact,more-diverse companies on average have higher profits.And the business imperative for improving the representation and inclusion of traditionally underrepresented groups has only increased over time.For example,a McKinsey study found
106、that companies in the top quartile in terms of the representation of women were 25 percent more likely than others to have above-average financial returns,and the companies in the top quartile for racial or ethnic representation were 36 percent more likely than others to have financial returns above
107、 their national industry median.21 17SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTThis analysis also found that the likelihood of gender-diverse companies outperforming competitors was increasing over time.The likelihood of the most gender-diverse companies seeing above-average financial re
108、turns rose from 15 percent in 2014 to 25 percent in 2019(Exhibit 1).22 304050602001420172019Bottom quartile in executive diversityTop quartile in executive diversityLikelihood of financial outperformance,1%1Likelihood of financial outperformance vs the national industry median;p-value 0.0
109、5,except 2014 data,where p-value 64,000)and 2022(n 40,000)More Black,Latina,and Native American women are earning computing degrees,but their share of the tech workforce is going down.2002120224.04.14.24.34.44.54.64.74.84.95.0Computing-degreegraduates2US techworkforceparticipantsBLNA wome
110、ns representation in the tech workforce declined from 4.6%in 2018 to 4.1%in 2022Years with available dataEXHIBIT 429SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTThe current economic uncertainty may threaten to further derail representation if companies continue on their current courseBelt-t
111、ightening in preparation for a challenging macroeconomic climate may be discouraging some companies from prioritizing efforts to support all kinds of underrepresented groups in the technology sector.These actions appear to be affecting women and people of color disproportionately.For example,early d
112、ata as tech industry layoffs began to gain steam in fall 2022 showed that women accounted for 46 percent of layoffs in the technology industry,though they make up only 39 percent of workers in the industry overall.33 Similar early analysis over the same time period found that Black and Latino worker
113、s were laid off at a higher rate than their baseline industry representation.34 While the impact of layoffs is still being measured(and still shifting month by month),early indications of a disproportionate effect on groups that are already underrepresented will be a critical area to keep a close ey
114、e on as the data emerges.And of the employees holding technical roles across industries who completed our survey in February and March 2023,51 percent of BLNA women reported being concerned about being laid off,compared with only 41 percent of all other demographic groups.This may be partially becau
115、se the average tenure of workers who lost jobs in 2022 was just over one year.35 Some companies may have adopted a“last in,first out”approach to the process for neutrality.However,adopting layoff policies based on position and tenure may also increase the likelihood that underrepresented employees a
116、re let go,particularly as many companies increased their efforts in diverse hiring in recent years.In the past several years I have seen a shifta groundswell of support and commitment across the corporate landscape that was very inspiring.But I always feared that it would be temporary,and I feel tha
117、t fear may be coming true.I have been really discouraged to see companies pulling backI feel the urgency we once felt around these issues has waned.HEAD OF DIVERSITY AND BELONGING,TECHNOLOGY COMPANYCOMPANIES SHOULD NOT RELY SOLELY ON HIRING TO IMPROVE REPRESENTATIONMoments of significant hiring and
118、of mass layoffs provide the most immediate opportunities to see significant changes in representation numbersfor good or for ill.But simply hiring diverse talent is not the full solution to improving workforce rep-resentation.Companies must also examine their cultures to truly engage and retain Blac
119、k,Latina,and Native American employees,both those newly hired and those who have a history with the organization.For far too long,organizations have focused on hiring,but they havent focused on changing the conditions once people have been hired.One of the standard approaches to DEI is to say,“We ju
120、st need to hire more women and people of color.”Thats a really important initiative;I totally endorse it.But its not the answer.What we have seen over the past 25 years is many organizations hiring women and hiring people of color and then having them leave.The really important message is that you h
121、ave to interrupt bias in your basic business systemsnot only in hiring but in performance evaluations.Where patterns of bias very commonly play out.JOAN C.WILLIAMS,FOUNDING DIRECTOR,CENTER FOR WORKLIFE LAW30SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTBusiness leaders have a choiceBoth BLNA
122、 women and their employers stand to loseor gainfrom this inflection point.The situation is simple:despite the rhetoric about addressing workplace equity and inclusion,things have gotten worse for BLNA women in the technical workforce.BLNA womens representation in the technical workforce today is low
123、er than it was five years ago,and that is not acceptable.Companies have a choice.They can attempt to ensure that the educational gains achieved so far translate to lasting progress in the workplace.Or they can maintain the status quoand risk turning back the clock on an entire generation of talented
124、 BLNA women.As one manager of organizational development for a technology solutions company shared,“Nobody in our organization wants Black,Latina,and Native American women to fail.Its insidiousit happens without us knowing that its going on.But thats not a good enough excuse.If we dont start doing b
125、etter,we are going to keep losing valuable talent.”The leaders who take a through-cycle approach even in a temporary economic downturn will benefit from the technical talent of a far greater number of BLNA women who will be equipped to enter the sector in the next couple of years.This will be a comp
126、etitive advantagecompanies that make this investment will have far more BLNA women who can become role models and continue to attract and inspire future generations of top BLNA talent(see sidebar“Employers actions may have more influence on retention of BLNA women than on that of other groups”).EMPL
127、OYERS ACTIONS MAY HAVE MORE INFLUENCE ON RETENTION OF BLNA WOMEN THAN ON THAT OF OTHER GROUPSMore than 70 percent of Black,Latina,and Native American(BLNA)women said they had not yet decided whether to seek a new job in the next year or stay at their current organization(exhibit).By contrast,other t
128、echnical employees were more likely to already be convinced of a set path,and respondents in the control group were more likely to be set on seeking a new job in the next year.This indicates that BLNA women may be more responsive to company action.Companies willing to invest have a real opportunity
129、to retain valuable employees.Those that miss the moment to act will risk losing key talent and further exacerbating the underrepresentation of BLNA women.Employees who reported they are persuadable1 on looking for a new job in the next 12 months,%1Question asked on a 5-point scale;percentages reflec
130、t the share of respondents who reported somewhat unlikely,neither unlikely nor likely,or somewhat likely.Source:McKinsey employee survey,FebMar 2023,n=2,076Black,Latina,and Native American women may be more responsive to corporate action as they contemplate future employment decisions.All other tech
131、nical employees 57%Black,Latina,and Native American women 78%EXHIBIT31SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTSEIZING THE OPPORTUNITYHow companies can serve BLNA women,and all employees,more effectively04C H A P T E RAs a Latina and the daughter of immigrants,I had to figure out how to
132、 get ahead on my ownno one did that for me.It would have been a big leg up if my employer had created access to networks and circles of information that I would miss out on otherwise.LATINA,PRINCIPAL,TECHNOLOGY COMPANY32SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTOur research found that BL
133、NA women who work at organizations that offer all nine cornerstone policies and practices were more than 75 percent more likely to stay longer than BLNA women at companies that did not offer all nine.Many organizations are deeply committed to accelerating progress that enables all their employees to
134、 thrive.Some companies are gaining traction by investing in policies and practices that have a positive impact on BLNA women in technical roles(see sidebar“Defining policies and practices”).But there is still a lot of work left to do to refine these policies and practices.The path to action may feel
135、 ambiguous and overwhelming,particularly when companies are facing other challenges and constraints.The goal of this report is to offer a clear road map so that organizations can prioritize and tailor the most crucial actions that move the needle for BLNA women in the technical workforce.The recomme
136、ndations in this chapter are based on the nine cornerstone policies and practices that BLNA women identified as most impactful.These policies and practices fall into three themes:Democratize access to information to level the playing field Increase flexibility,empowering employees to work the way th
137、ey work best Demystify development by charting clear pathways for employee career advancementI would appreciate more insight on navigating the workplace.Part of it can be the people you talk to and what they know.You may not know the unwritten things that youre supposed to be doinglike how to naviga
138、te conflict or what it looks like to progress.NATIVE AMERICAN WOMAN,COMPUTER SCIENCE STUDENT33SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTOnly 36 percent of BLNA women reported that their companies currently offer all nine cornerstones.Companies can take the first step in turning these ins
139、ights into action by offering all nine.For companies that seize this opportunity,the impact could be significant.At companies that offered all nine cornerstone policies and practices,BLNA women reported being over 75 percent more likely to stay at their organization longer than BLNA women at compani
140、es that did not offer all nine.Collectively,these policies and practices have substantial benefits for all employees,not just BLNA women:employees from all other demographic groups were nearly 80 percent more likely to be satisfied with their work experience when their companies offered all nine cor
141、nerstones.To be clear,simply offering these policies and practices will not achieve the full impact.However,ensuring they are accessible to BLNA women will.While the policies seem basic,ensuring accessibility is a crucial and often overlooked step.This chapter will also provide an initial road map f
142、or companies on how to get the greatest value out of the policies and practices they are already investing in.DEFINING POLICIES AND PRACTICESThis report uses the term“policies and practices”to refer to the internal efforts and initiatives offered by business leaders to provide support throughout the
143、 employee life cycle,from hiring to employee engagement,career development,and advancement.Our employee survey focused on 38 distinct policies and practices identified through extensive external research and expert interviews(for a detailed list,see“Scope and methodology”on page 57).We focused on po
144、licies and practices that are visible to employees,as opposed to ones that take place entirely behind the scenes or out of view of employees below senior leadership levels.Surveyed practices include HR practices such as having diverse candidate pools for open roles,employee benefits such as personal
145、 leave or childcare subsidies,and initiatives such as formal mentorship or sponsorship programs that include training and resources for mentors or sponsors.In addition to our survey,this report builds on existing research,much of which focuses on the subjective experiences of Black,Latina,and Native
146、 American(BLNA)women(such as their sense of belonging at work).By contrast,this report creates a more tactical set of recommendations that are within an organizations immediate control.WHY THESE POLICIES AND PRACTICES MATTER TO THE BOTTOM LINE When done well,these immediate actions can lead to incre
147、ased feelings of belonging and satisfaction at work.This is good for business:higher employee satisfaction has been shown to be associated with improved company performance,including in the areas of customer experience,turnover,profitability,and productivity.1 Research published by Harvard Business
148、Review showed that when employees reported being happy or satisfied,their employers saw average increases of 37 percent in sales,31 percent in productivity,and 19 percent in accuracy on tasks.2 1 Jan-Emmanuel De Neve,Christian Krekel,and George Ward,“Happy employees and their impact on firm performa
149、nce,”LSE Business Review,July 15,2019.2 Shawn Achor,“The happiness dividend,”Harvard Business Review,June 23,2011.34SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTNINE INTERVENTIONS ADDRESS THREE KEY NEEDSFiguring out where to focus resources can be overwhelming for leaders balancing competin
150、g prioritiesThe list of things to do when it comes to creating more supportive and inclusive work environments may seem infinite.But companies may already offer many of the policies and practices surveyed.On average,BLNA women reported that their employer offered 29 of the 38 policies and practices.
151、With limited time and resources,leaders must focus on the efforts that will have the greatest impactand identifying those interventions is extremely challenging.As a diversity and belonging leader at a tech company shared,“Sometimes I feel like we have way too much information.You might think thats
152、a good thingbut we often dont know how to use it.It doesnt end up meaningfully informing our priorities or decision making.”Companies should prioritize three key employee needsBLNA women identified nine cornerstone policies and practices as the ones that were most impactful to their ability to join,
153、stay,or advance at their company.These nine interventions address three key employee needs:democratizing access to information to level the playing field;increasing flexibility by giving employees the choice to work the way they work best;and demystifying development by charting clear pathways for d
154、evelopment and advancement.The pages that follow review each key employee need,the policies that companies can implement to support it,and why each one matters for BLNA womenand for all employees.The result is a road map for companies to develop talent strategies that enable all their people to thri
155、ve at work.01Share salary ranges so people know what they can expect.02Create an accessible internal jobs board so employees can understand opportunities across the organization.03Assign mentors to support candidates in the interview process by clarifying the pro-cess,answering questions,and helping
156、 candidates pre-pare for interviews.Democratize access to information to level the playing field:06Give employees the option to work remotely,hybrid,or on-site.04Provide paid sick leave to all employees.05Offer expanded mental health benefits such as personal leave.07Enable employees to flex their w
157、orking hoursfor example,through compressed workweeks,alternative work schedules,and job sharing.Increase flexibility,enabling employees to work the way they work best:08Provide actionable next steps for development and/or advancement directly following a performance review.09Offer professional-devel
158、opment programs to help employees expand their networks and grow(for example,career accelerators,job shadowing,and rotation opportunities).Demystify development by charting clear pathways for employee career advancement:35SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTSocial capital,or the co
159、nnections and relationships we form in both our personal and professional lives,provides information and resources that can significantly influence our ability to successfully navigate the workplace.Personal networks made up of family,friends,and others in our immediate communities(“people like me”)
160、can connect us to opportunities as well as provide information about cultural and organizational norms(such as self-promotion or negotiating compensation).But access to this type of social capital is not distributed evenly,which can have a direct impact on economic outcomes over time for those who a
161、re shut out.36 BLNA women(and many other underrepresented communities)may have fewer and less-influential connections because of inequities in education and income,which can reduce access to crucial information that other employees may be able to leverage.37 At work,employees form similar social net
162、works by connecting around shared identities and mutual interests,often through casual interactions such as coffee chats,happy hours,and team events.Although informal,these interactions are often a key source of less“official”organizational knowledge or advice and can also create additional opportun
163、ities for those who are“in the know.”01Share salary ranges so people know what they can expect.02Create an accessible internal jobs board so employees can understand opportunities across the organization.03Assign mentors to support candidates in the interview process by clarifying the process,answer
164、ing questions,and helping candidates prepare for interviews.Democratize access to information to level the playing field:When Im navigating the job application process,I dont have people in my corner to help me understand my worth.My mom may be college educated,but as a Black woman looking for work
165、in the 1970s,opportunities were limited.Her advice was“Be happy you have an offer,and take the job.”So I never asked for more.When you show me the salary range,youre empowering me with information.At least I know what I should expect.BLACK WOMAN,PRODUCT MANAGER,START-UP36SYSTEM UPGRADE:REBOOTING COR
166、PORATE POLICIES FOR IMPACTBut BLNA women technologists face double exclusion based on their gender and race or ethnicity,which may make it difficult to create the informal social peer networks that might provide other employee in-groups with key information,resources,or other contacts to help them a
167、dvance within their organization.Against this backdrop,BLNA women told us that policies related to democratizing access to information were among the most impactful(Exhibit 5).Respondents who reported that the policies and practices they used were impactful in joining,staying at,or advancing in thei
168、r companies,%Source:McKinsey employee survey,FebMar 2023,n=2,076Democratizing access to information can level the playing field.Share salary ranges so people know whatto expectHave an accessible internal jobs board sopeople can understand opportunitiesacross the organizationAssign mentors to support
169、 candidateswhen they are going through interviews544641363528Black,Latina,and Native American(BLNA)womenOther technical employees38%Average likelihood of BLNA women rating each of a long list of policies and practices as impactfulEXHIBIT 5Access to information is huge for me at work.I have seen lead
170、ers,people who have influence,present opportunities to some of my male counterparts,whether its an open role or a big project.Im the only Black female here,so I just dont have the same access to these insider relationships.Tech still feels like a boys club,but increasing transparency gives everyone
171、a fair chance to raise their hand.BLACK WOMAN,SYSTEMS ANALYST,CONSUMER PRODUCTS COMPANYWhen job applicants are coming from an underrepresented group with limited access to information and mentorship,they need feedback that theyre really not getting.I see job interviews as being a lot harder than the
172、 actual job at hand.Having a mentor would be beneficial.BLACK WOMAN,DATA ANALYTICS,START-UP COMPANY37SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTWell-designed benefits such as paid sick leave and expanded mental health supports provide a critical safety net for all employees.But they can a
173、lso create particularly welcome flexibility to support the needs of systemically underrepresented groups.BLNA women face some of the most significant barriers to the social and economic resources that can help balance caregiving needs with the demands of a career.38These types of benefits arent just
174、 good for workers:paid sick leave can help reduce presenteeism(when an employee goes to work despite not feeling well and not in a position to be productive)while also improving employee satisfaction and reducing turnover.39 But companies need to create cultures that feel psychologically safe and en
175、courage employees to make use of these benefits as they see fit.As one Latina data analyst at a Fortune 500 company shared,“Flexible work hours have been majorly important to me.I never feel pushed to work when I feel sick.This is a large part of the company culture,and each of my managers has reinf
176、orced the practice.”Similarly,companies that support their employees mental health see better engagement outcomes overallfor example,workers who felt they had support for their mental health were 26 percent less likely to report at least one symptom of a mental health condition.They also tended to p
177、erform better and have higher job satisfaction,intention to stay,and more positive views of their company and leaders.40Mental health struggles can sometimes feel isolating and surrounded by stigma,but these conditions are very common across all communities:more than 75 percent of employees in the U
178、nited States have struggled with at least one issue that affected their mental health in the past.41 This is compounded by the fact that BLNA women are more likely to face difficulties in getting access to necessary treatment and support as a result of misconceptions and gaps in screening and diagno
179、sis.04Provide paid sick leave to all employees.05Offer expanded mental health benefits such as personal leave.06Give employees the option to work remotely,hybrid,or on-site.07Enable employees to flex their working hoursfor example,through compressed workweeks,alternative work schedules,and job shari
180、ng.Increase flexibility,enabling employees to work the way they work best:38SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTBLNA women were more likely than other demographics to report high impact from policies related to empowering them to work the way they work best(Exhibit 6).Respondents w
181、ho reported that the policies and practices they used were impactful in joining,staying at,or advancing in their companies,%Source:McKinsey employee survey,FebMar 2023,n=2,076Empowering flexibility can give employees the choice to work the way they work best.Provide all employees paid sick leaveGive
182、 employees the option to workremotely,hybrid,or on-siteGive employees the option of flexibleworking hours(eg,compressedworkweek,job sharing)Offer expanded mental health benefits,such as personal leave6052504950464438Black,Latina,and Native American(BLNA)womenOther technical employees38%Average likel
183、ihood of BLNA women rating each of a long list of policies and practices as impactfulEXHIBIT 6I have really benefited from being a remote worker.A lot of the small talk that happens in the workplace centers around a culture that I am not a part of and cant relate to.Being remote,I feel I have more c
184、ontrol.I can protect myself from daily microaggressions,which are super draining,and can carve out time for whats most productive and energizing for me as an employee.AFRO-CARIBBEAN WOMAN,PRODUCT MANAGER,SOFTWARE COMPANY39SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTCOMPANIES SHOULD TAKE A
185、FEW EXTRA STEPS TO MAKE SURE THEIR FLEXIBILITY OPTIONS SUPPORT EMPLOYEESNOT HARM THEIR ADVANCEMENT BLNA women employees reported that policies and practices that offer them the flexibility to work the way they work best had a greater impact than most other employer policies in their ability to join,
186、remain at,or advance at a company.At the same time,when implemented without thoughtfulness about a companys unique circumstances,flexibility programs risk stigmatizing or reducing the likelihood of advancement for those who make use of them.For example,employees who work in person at the office coul
187、d benefit from a higher volume of opportunities to develop sponsorship relationships and receive more extensive coaching and apprenticeship from colleagues.Therefore,companies implementing the cornerstone policies and practices around flexibility should take a few additional“value assurance”steps to
188、 ensure those policies or practices have a positive effect not only on retention but also on advancement:Closely monitor rates of both retention and advancementas well as overall satisfactionfor employees who make use of different types of flexibility programs compared with those who do not(particul
189、arly remote work and shifted hours).Monitoring on a quarterly basis using a short pulse survey can provide an early signal if any shifts are required to ensure the programs are working well and not inadvertently generating inequitable outcomes.Hold“hybrid team”trainings with managers on equitable wa
190、ys to assign stretch projects and to provide feedback,coaching,and mentorship to their teams when they are managing some workers in person and some who are working remotely.ITS NOT JUST ABOUT OFFERING POLICIES;ITS ABOUT INTENTIONAL DESIGN The vast majority of companies with significant technical wor
191、kforces already offer paid sick leave benefits.But there is still opportunity to improve the design and implementation of these policies to increase equity and efficacy.As one Latina software engineer at a fintech company shared,“I chose my current company in part because of the benefits.But once yo
192、ure in the job its different.I joined less than a year ago,so Im hustlingI dont feel like I have the time and space to take care of myself.I feel like my company could be more proactive about supporting us.Just offering the benefits isnt enough if Im going to feel like I need to be on all the time.”
193、Flip to page 53 to learn about an approach that can help companies ensure that their design of these policies and practices is accessible and useful for BLNA women.40SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTResearch shows that women of color,specifically BLNA women,are significantly les
194、s likely to have opportunities for advancement and promotion to senior positions.According to McKinsey and LeanIn.orgs 2022 Women in the Workplace report,the first step up to manager proves a big obstacle to many.For example,assuming equal numbers of women and men at entry level,only 75 Latinas are
195、promoted to manager for every 100 men.This number is even lower for Native Hawaiian,Pacific Islander,and Indigenous women.Yet this“broken rung”in the ladder is not for lack of ambition.The same report found that 40 percent of Latinas and 37 percent of Black women want to be top executives,compared w
196、ith 27 percent of White women.42Internal processes to evaluate performance and determine who gets promotions,raises,and access to opportunities are often affected by bias(which can be unintentional).43 For BLNA women in technical roles,these biases can have a direct impact on their ability to grow p
197、rofessionally.When done well,internal review processes can provide clear“step up”opportunities,concrete feedback,and actionable next steps so that employees know what they need to do to improve and develop their careers.But thats not the reality for many BLNA women in tech,who tend to report receivi
198、ng less honest and less constructive feedback than White women.08Provide actionable next steps for development and/or advancement directly following a performance review.09Offer professional-development programs to help employees expand their networks and grow(for example,career accelerators,job sha
199、dowing,and rotation opportunities).Demystify development by charting clear pathways for employee career advancement:Companies need to help us understand expectations at every level.In my experience,that bar for making it to that next rung of the ladder is super unclear.Just tell me what I need to do
200、 so that there arent surprisesI think thats the biggest opportunity in terms of making things more equal for us as women of color.AFRO-CARIBBEAN WOMAN,PRODUCT MANAGER,SOFTWARE COMPANYIm just starting out in my career,so I dont have a good sense of what it takes to go from entry level to senior engin
201、eer,which is where I want to be in the future.Companies need to be more proactive about helping us navigate the path forwardyou can ask managers and mentors for help,but in my experience,the answer is usually,“Be good at your job and itll figure itself out.”Thats just not enough for me.NATIVE AMERIC
202、AN WOMAN,TECHNICAL INTERN41SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTBLNA women in our survey reported that policies related to providing clarity around how to grow in their current roles(actionable next steps)and future roles(professional-development programs)were highly impactful in th
203、eir ability to advance at their organizations(Exhibit 7).Respondents who reported that the policies and practices they used were impactful in joining,staying at,or advancing in their companies,%Source:McKinsey employee survey,FebMar 2023,n=2,076Charting clear pathways for development and advancement
204、 can demystify growth.Offer professional-developmentprograms to help employees expand theirnetwork and grow(eg,careeraccelerators,job shadowing,rotationopportunities)Provide actionable next steps fordevelopment or advancement right aftera performance review49454541Black,Latina,and Native American(BL
205、NA)womenOther technical employees38%Average likelihood of BLNA women rating each of a long list of policies and practices as impactfulEXHIBIT 742SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTOffering all nine cornerstone policies and practices could improve employee satisfaction and retentio
206、n of BLNA womenAlthough the cornerstones may seem basic,only 36 percent of survey respondents said their company offered all nine of these supports.44 As a first step,companies that dont currently have these in place should consider implementing them using the checklist and best practices included a
207、t the end of this chapter.At companies that offered all nine cornerstone policies and practices,Black,Latina,and Native American women reported being over 75 percent more likely to stay at their organization longer than BLNA women at companies that did not offer all nine.Collectively,these policies
208、and practices have substantial benefits for employees beyond BLNA women:employees from all other demographic groups were nearly 80 percent more likely to be satisfied with their work experience when their companies offered all nine cornerstones.43SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPAC
209、TLeaders with limited resources who want to be even more focused on moving toward a more equitable talent strategy could consider prioritizing the subset of five policies that Black,Latina,and Native American(BLNA)women were significantly more likely than other demographic groups to say were impactf
210、ul in their ability to join,stay,or advance at a company.1These policies all fall within the two themes of democratizing access to information to level the playing field and increasing flexibility,giving employees the choice to work the way they work best(exhibit).1 Question was asked on a 5-point s
211、cale;percentage is based on the share of respondents who selected 4 or 5.OFFERING THE FIVE POLICIES WITH THE MOST OUTSIZE IMPACT FOR BLNA WOMEN,COMPARED WITH THEIR PEERS,CAN BE ANOTHER STARTING PLACERespondents who reported that the policies and practices they used were impactful,percentage point(p.
212、p.)difference between Black,Latina,and Native American(BLNA)women and other technical employees1Outsize impact is defined as a 10-percentage-point difference for BLNA women compared to the control group.Source:McKinsey employee survey,FebMar 2023,n=2,076A subset of cornerstone practices had outsize
213、impact for Black,Latina,and Native American women compared with their peers.Share salary ranges so people know what to expectAssign mentors to support candidates when they aregoing through interviews to help clarify the process,answer questions,and prepare for interviewsHave an accessible internal j
214、ob board so people canunderstand opportunities across the organizationOfer expanded mental health benefts,such as personalleaveProvide paid sick leave to all employeesGive employees the option of fexible working hours(eg,compressed workweek,job sharing)Give employees the option to work remotely,hybr
215、id,oron-siteProvide actionable next steps for development oradvancement right after a performance reviewOfer professional-development programs to helpemployees expand their network and grow(eg,careeraccelerators,job shadowing,rotation opportunities)18 p.p.13 p.p.11 p.p.11 p.p.10 p.p.6 p.p.6 p.p.5 p.
216、p.4 p.p.Outsize impact for Black,Latina,and Native American(BLNA)women1Democratize access to informationIncrease flexibilityDemystify developmentEXHIBIT44SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTInterventions that have an outsize impact for BLNA women compared with other employees are e
217、ssential for companies that want to transform the demographics of their technical workplaces.Additionally,given that BLNA women face some of the highest exclusions and barriers among demographic groups today,the types of interventions that have the most outsize impact for them compared with other gr
218、oups could also help other communities that are underrepresented in the technical workforce.Companies are leaving value on the tableSimply having policies and practices doesnt mean they are as useful as they could be,especially for BLNA women.That holds companies back from realizing the potential fu
219、ll value from the investments they are already making.POLICY DESIGN SHOULD ACCOUNT FOR HIDDEN BARRIERSMany companies may say,Well,we already have these policies and practices,and think that their work is done.But what companies may not see are the hidden barriers that BLNA women are particularly lik
220、ely to face when trying to use themsome of which originate from forces far outside the company walls.That prompts a need to carefully design policies and practices to account for those barriers.All employees come into the workplace with their own set of lived experiences that influence how they navi
221、gate their role,teams,and company.For me,growing up,my family always told me that,because I was a Black woman,I needed to work three times as hard,and always be on,to get half as far as my coworkers.That means that when I got to the workforce,I felt like I risked others questioning my dedication to
222、my role and my work ethic when I took any time off at all.This voice in my head is part of the reason why even today,as a CEO,I will absolutely encourage and support my team to take the time they need,but I have a hard time taking the time myself.That is why its so important for companies to go beyo
223、nd just offering the policy to truly and deeply listen to employees.That can help companies understand what pain points these policies and practices may be solving,how employees access and use the policies,any potential barriers that may exist,and what the company culture may communicate,implicitly
224、or otherwise,to employees who choose to use these policies or practices.DWANA FRANKLIN DAVIS,CEO,REBOOT REPRESENTATION45SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTIntentionally designing policies to be accessible is crucial.Only 46 percent of BLNA women reported that their employers avera
225、ge existing cornerstone policies were designed to be accessible and effective for them,16 percentage points lower than what their peers reported.Designing policies to reduce barriers to use is a key challenge for companies.Across the 38 policies and practices surveyed,there was substantial divergenc
226、e between BLNA women and their peers from other demographics in the degree to which they found existing employer policies to be accessible.For example,BLNA women are 23 percentage points less likely than their peers to think that their employers current sick leave policies were designed with the nee
227、ds of someone like them in mind(Exhibit 8).Clearly,much work is left to do to make all policies and practices more equitable and accessible.Respondents who reported that each existing cornerstone policy and practice offered by their employer was designed thinking about the needs of someone like them
228、,1%1Question:“For each policy or practice offered,to what extent do you feel that this policy or practice was designed thinking about the needs of someone like you?”Respondents answered on a scale of 15.Percentage based on share of respondents who selected 4 or 5,with 5 being“it is very relevant for
229、 me.”Source:McKinsey employee survey,FebMar 2023,n=2,076Many of the policies that companies offer today are not yet designed for the needs of Black,Latina,and Native American women.304050607080Give employees the option to workremotely,hybrid,or on-siteProvide paid sick leave to all employeesShare sa
230、lary ranges so people know whatto expectGive employees the option of flexibleworking hoursAssign mentors to support candidateswhen they are going through interviewsHave an accessible internal job board sopeople can understand opportunitiesacross the organization4696865645658Black,Latina,a
231、nd Native American(BLNA)womenNot exhaustiveOther technical employeesEXHIBIT 8I think that stress and other mental health conditions show up for us in different ways.You cant assume you know what everybody needs.Companies invest a lot of money in providing retention benefits.If youre going to do it,d
232、o it correctly.BLACK WOMAN,DATA ANALYTICS,START-UP COMPANY46SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTBLNA women are not currently using the policies and practices being offered to them at the same rate as other demographic groups.This may be related to the fact that they dont perceive t
233、hose efforts as being designed to be accessible and effective for them.Describing why she did not feel that she could take sick days or personal leave,one Latina associate principal at a tech consulting company shared the barriers she saw to using her companys existing policies.“People perceive aski
234、ng for help suggests a lack of performance or capability.Asking for help means someone else could be doing the job better.If I take time off,Im weak;Im less competent.”Only 32 percent of BLNA women reported using more than half of the policies and practices in our full set,compared with 43 percent o
235、f all other demographic groups,meaning that companies investments in these policies and practices are not yet achieving their full impact potential(Exhibit 9).Respondents who reported using 20 or more policies and practices offered by their employer,%Source:McKinsey employee survey,FebMar 2023,n=2,0
236、76Black,Latina,and Native American women in tech use fewer of the policies and practices their companies offer than their peers do.Other technical employees 43%Black,Latina,and Native American women 32%EXHIBIT 947SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTThis data indicates that its not
237、always about offering more;its about strengthening existing talent strategies to ensure that policies and practices are responsive to the specific barriers that BLNA women in technical roles face and that theyre informed by the things that matter most to them.By improving design,leaders will likely
238、also be able to drive uptake as well as impact,ensuring that resources are being employed efficiently and effectively(see sidebar“Why designing policies to be accessible and effective for them matters,according to BLNA women”).WHY DESIGNING POLICIES TO BE ACCESSIBLE AND EFFECTIVE FOR THEM MATTERS,AC
239、CORDING TO BLNA WOMEN It was so nice to go to one of these things development program focused on Black leaders and finally see myself reflected in the programming.So often,there arent pictures of people who look like me in the materials or relevant examples to work through.BLACK WOMAN,EXECUTIVEWhen
240、it comes to taking well-being days,seeing that my manager is taking them is seriously helpful.When I see leadership talking a lot about their own well-being days,this helps me feel like I can take them too.BLACK WOMAN,MANAGER,SOFTWARE COMPANY48SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTCO
241、NCLUSIONIm excited for the future.If companies continue to do the work to support usto help us get a foot in the door and stay once were inthen I think more and more people like me will be able to claim their seat at the table.Having all these different perspectives when making decisions will only m
242、ake tech companies stronger.NATIVE AMERICAN WOMAN,STUDENT49SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTWhats at stake when companies dont invest in policies and practices that include BLNA women?Engaged talent,innovative and welcoming workplaces,and employee retention.Since the Reboot Repr
243、esentation Tech Coalition launched in 2018,companies have demonstrated the motivation,capability,and opportunity to do betterwhich is why the collective power of the coalition has helped create industry-wide change in a competitive,fast-moving landscape.Companies can build on those gains and transfo
244、rm the technical workforce.The research in this report demonstrates how company action positively affects employee satisfaction and retention across all demographic groups.Companies can help close the gap for BLNA women in the technical workforce.They can use data disaggregated by race or ethnicity
245、and gender,be part of the movement to implement our cornerstone policies and practices,and relentlessly commit to the work of iterating,optimizing,and designing these policies so they work for BLNA women today and tomorrow.Building an inclusive workforce,intentionally,isnt always easyand it cant be
246、done alone.Thats why the actions recommended in this report are tactical,well within reach,and an efficient place to start amid competing priorities.These tools can give companies the resources to move beyond checking a box to truly build inclusive cultures where all employees feel that they belong.
247、This period in time is marked by uncertainty.But one thing is certain:companies can transform the technical workforce experience to the benefit of BLNA women,individual companies,and the entire sector.When companies rise to this challenge,the ripple effect is a truly inclusive culture underpinned by
248、 well-designed and intentional policies and practices.This culture has the power to reshape representation for BLNA women and other communities that have historically been excluded from the technical workforce.It also has the power to reshape an industry into one that innovates,disrupts,and leads th
249、e way.Getting this right is a business imperative.We have an opportunity to commit to a new horizon and unleash the full potential of BLNA womens technical talent.READY TO TAKE ACTION?HERE ARE THREE STEPS YOU CAN TAKE:Share the report with your colleagues and introduce them to the nine cornerstone p
250、olicies and practices that all companies committed to investing in the workforce should implement.Connect with the Reboot Representation team to discuss implementing the nine cornerstone policies.If youre ready to act,we want to partner with you!You can reach out directly to someone from the team fo
251、r help or to share stories of success.Contact us at impactrebootrepresentation.org.Join the Rebooting Representation Tech Coalition and 20-plus leading companies that are transforming the industry.Contact us at inforebootrepresentation.org.50SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTTOOL
252、S AND RESOURCES:HOW COMPANIES CAN MOVE TOWARD ACTION51SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTSUMMARIZING THE BUSINESS CASE Investing in Black,Latina,and Native American(BLNA)women Diverse companies tend to be more innovative.Companies with above-average diversity outperformed competit
253、ors by 19 percent in terms of innovation revenues(products less than three years old),on average.2Employee turnover is costly.An employees departure can cost a company approximately 1.5 to 2.0 times the employees annual salary because resources must shift to recruit,onboard,and train someone new(an
254、often lengthy and time-consuming process).4 At the same time,productivity can suffer while the role remains unfilled or as the replacement ramps up.1“Performance through people:Transforming human capital into competitive advantage,”McKinsey Global Institute,February 2,2023.2Rocio Lorenzo and Martin
255、Reeves,“How and where diversity drives financial performance,”Harvard Business Review,January 30,2018.3System upgrade:Rebooting corporate policies for impact,McKinsey and Reboot Representation,2023.4Kate Heinz,“The true costs of employee turnover,”Built In,updated June 23,2023.Investing in talent ma
256、y pay off.According to research published by the McKinsey Global Institute based on an analysis of 1,800 companies,companies that invest in human capital“are more consistent and resilient performers.”1 For example,from 2019 to 2021,People+Performance Winners grew revenue twice as fast as Performance
257、-Driven Companies(8 percent versus 4 percent).RETURN ON TALENT INVESTMENTCompanies committed to diversity may be better able to attract and retain top talent.Seventy-two percent of respondents from demographic groups other than BLNA women reported that their employers commitment to DEI is important
258、to them.3ATTRACT TOP TALENTINNOVATION THROUGH DIVERSITYREDUCE TURNOVER52SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTSix key design questions that leaders and their teams should consider when conceiving of or implementing new policies or practices:6 DESIGN QUESTIONS TO GUIDE YOUR POLICIESOr
259、ganizations can ensure their policies and practices are accessible and effectiveand thereby efficientby making sure they are accounting for potential pain points across the employee life cycle and experience.01How can we use quantitative and qualitative data to identify how pain points differ for ea
260、ch group?02How can we offer employees multiple relevant options?03Have we ensured that all options are accessible and easy to use?04How are we communicating frequently and clearly about this practice?05How are we promoting a culture that encourages adoption?06How are we continuously measuring impact
261、 and iterating as needed?53SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTUse quantitative and qualitative data to identify how pain points differ for each group:Gather inputs from different types of employees,such as parents,single parents,and caregivers of adult dependents(including differe
262、nt gender and racial or ethnic identities)through various channels such as listening sessions,focus groups,and anonymous surveys.Ask employees about the barriers they see to using or getting the most out of todays policies,as well as what they would like to see in the future.What makes them hesitate
263、 to use sick time when they need it?Make sure to disaggregate data at the intersection of race or ethnicity,gender,and other sub-categories to understand how pain points may affect Black,Latina,and Native American women differently.(For instance,how might pain points affect a Black senior manager at
264、 your company who is a single parent?)Offer employees multiple relevant options:Offer sick days that can be used in multiple ways,such as“sick hours”to attend medical appointments during the workday or sick days to care for a dependent who is ill.Ensure all options are accessible and easy to use:Eli
265、minate unnecessary barriers,such as requiring employees to request approval within a certain time frame or the requirement to submit a doctors note as documentation.Be clear about the channels of communication(such as email,Slack,text message,or phone call)that are acceptable for notifying superviso
266、rs and HR of an absence,and specify what information employees need to share.Make sure that the policy(and any related instructions or information)is easy to find and that there is a single source of truth.Give employees access to their sick leave balance so they can keep track without needing to re
267、ach out to a supervisor or HR.If possible,provide a“buddy coverage”system so employees can take a sick day without feeling that theyre letting their team down,because their buddy can cover their workload for the day.Do not set expectations that a sick employee should attend meetings remotely.INTENTI
268、ONAL POLICY DESIGN IN PRACTICEThe following is an example of how an organization could apply the key design questions to paid sick leave,one of the nine cornerstone policies and practices.54SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTINTENTIONAL POLICY DESIGN IN PRACTICECommunicate frequen
269、tly and clearly about the practice:Communicate with employees about sick leave benefits throughout the year,not just during open enrollment(for example,send reminders in the fall around back-to-school time).Ensure that communications clearly state what sick leave can and cannot be used for(for insta
270、nce,employee illness or injury,a loved ones illness or injury,preventive care,or caregiving).Use various communication channels to reach employees with different preferences,including nudges via email,webinars,in-person town halls,corporate intranet,and employee resource group events or communicatio
271、ns.Promote a culture that encourages adoption:Ensure that teams are supportive of colleagues when they are out by establishing a clear plan regarding work responsibilities or assigning buddies to cover certain critical tasks during absences.Eliminate stigma by encouraging senior leaders and people m
272、anagers to role model by being transparent about their use of these benefits.Reward senior leaders and people managers who have consistently strong engagement and/or well-being scores(for instance,through pulse checks or employee engagement surveys).Train senior leaders and people managers to talk t
273、o their teams about why taking time off(especially during illness)is a business imperativesuch as speeding time to recovery and reducing the chance of infecting others.Continuously measure impact through disaggregated data and iterate as needed:Analyze uptake across different segments of the populat
274、ion to identify trends(such as team,geography,and employee demographics),and ask employees what is useful about the current policy or what continued pain points they are experiencing.(CONTINUED)55SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTDeliver Results Implement the nine cornerstone pol
275、icies and practices in your organization:Improve continuously Intentionally design policies and practices to be accessible and effective for BLNA women in technical roles,using data to define clear markers of success:Use quantitative and qualitative data to bring in the perspectives of BLNA women to
276、 identify how pain points differ for each group.Offer employees multiple relevant options.Ensure all options are accessible and easy to use.Communicate frequently and clearly about this policy or practice.Promote a culture that encourages uptake.Continuously measure impact,and course-correct as need
277、ed.A ROAD MAP TO ACTIONThe policies and practices that Black,Latina,and Native American(BLNA)women report as having the highest impact for them today,combined with the pressing need to address hidden barriers to access,point to a clear prioritized three-part road map for companies ready to take acti
278、on.Leverage disaggregated dataUse data disaggregated simultaneously by race or ethnicity,gender,and role(for example,technical versus nontechnical)to build a fact base,identify root causes and areas of opportunity,and measure progress across the organization in the following areas:01Share salary ran
279、ges so people know what they can expect.02Maintain an accessible internal jobs board so people can understand opportunities across the organization.03Assign mentors to support candidates in the interview process by clarifying the process,answering ques-tions,and helping candidates prepare for interv
280、iews.Democratize access to information to level the playing field06Give employees the option to work remotely,hybrid,or on-site.04Provide paid sick leave to all employees.05Offer expanded mental health benefits such as personal leave.07Enable employees to flex their working hoursfor example,through
281、compressed workweeks,alternative work schedules,and job sharing.Increase flexibility,enabling employees to work the way they work best08Offer professional-development programs to help employees expand their networks and grow(such as career accelerators,job shadowing,and rotation opportunities).09Pro
282、vide actionable next steps for development or advance ment directly following a performance review.Demystify development by charting clear pathways for employee development and career advancement Uptake of policies and practices Satisfaction with policies and practicesReview results of disaggregated
283、 analyses at least quarterly with senior leaders to plan action steps.Interim outcomes(for example,promotions among those who used a professional-development program)Ultimate outcomes(such as representation and lower turnover at each seniority level of the organization and for technical-specific rol
284、es)56SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTSCOPEThis report is focused specifically on the needs of Black,Latina,and Native American(BLNA)women in the technical workforce.We focused on this population because technical jobs are among the fastest growing and highest paying45yet BLNA w
285、omen continue to be excluded from these roles.As a result of this dramatic lack of representation,BLNA women in technical roles face particularly acute challenges in the workplace and experience greater marginalization.We believe that by centering our research(and solutions)on better meeting the nee
286、ds of this population,we can help tech workers of all identities to thrive.It is important to recognize that not all BLNA women face the same experiences.Many women may experience discrimination due to other aspects of their identity in addition to their gender or race or ethnicity,including sexual
287、orientation or a disability(among countless others).We hope that by spurring efforts to identify and address the needs of employees at the most underrepresented intersection of gender and race or ethnicity,we will encourage further research on understanding how other forms of intersectionality affec
288、t experiences within the workplace.57SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTMETHODOLOGYKey sources of inputEmployee surveyOur employee experience survey canvassed 2,076 employees holding technical roles.Survey questions covered multiple themes(for example,policies and practices in pla
289、ce to support employees,perception of the policies and practices they both do and do not use,and overall sentiment about their employer)as well as demographic questions(such as gender,race/ethnicity,age,employment status,and role).The primary focus of this survey was to identify the policies and pra
290、ctices that are perceived to be most effective and to uncover gaps between companies current offerings and BLNA womens specific needs.Demographics of our sampleBLNA women in technical roles Total respondents:1,087 42 percent in technical roles in the tech sector;58 percent in technical roles in othe
291、r sectors 67 percent employed by small companies;33 percent by medium-size and large companies*58 percent Black/African American women;32 percent Hispanic/Latina women;10 percent Native American/Alaska Native/First Nations womenOther technical employees Total respondents:989 57 percent in technical
292、roles in the tech sector;43 percent in technical roles in other sectors 68 percent employed by small companies;32 percent by medium-size and large companies*53 percent non-BLNA men;26 percent non-BLNA women;20 percent BLNA men*Our employee experience survey included 38 employee-facing policies and p
293、ractices aimed at attracting and recruiting candidates,as well as retaining and advancing employees(see sidebar“Full list of policies and practices included in the survey”).We identified this set of policies and practices based on a review of existing literature as well as interviews with subject ma
294、tter experts.All employee experience survey data was collected between February 15 and March 9,2023.BLNA women interviewsBetween March 5 and March 31,2023,we interviewed BLNA women with experience in technical roles.Our interviews focused on the workplace experiences of individuals to gain a deeper
295、understanding of the quantitative findings from the employee experience survey.Within quotations,some identifying details may have been removed to protect the speakers anonymity.Quotations may have been edited for clarity.*Small companies defined as 5,000 employees or fewer;medium and large companie
296、s defined as more than 5,000 employees.*Figures may not sum to 100%,because of rounding.58SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTCompany survey and interviewsThis report is based on research on 27 companies across the United States.For the purposes of our research,we focused on compan
297、ies within the technology sector whose primary business is selling technology or technological services to consumers or businesses,as well as companies outside of that industry that have sizable technical workforces.HR leaders provided information on DEI priorities as well as the internal policies a
298、nd practices in place within their organizations to recruit,retain,and advance BLNA women in technical roles.We defined technical roles as those that are related to computing,programming,software development,IT services,data science,and engineering,among others.Our company survey included 40 interna
299、l and employee-facing policies and practices aimed at attracting and recruiting candidates,as well as retaining and advancing employees.We identified this set of policies and practices based on a review of existing literature as well as interviews with subject matter experts.All company survey data
300、was collected between February 23 and March 14,2023.Additionally,we conducted interviews with HR and/or DEI practitioners from 12 companies between March 2 and April 12,2023.Quotations may have been edited for clarity.59SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTKey analysesEmployee surve
301、y comparative analysisMany of the analyses in this report involved comparative analyses,using answers for both BLNA women and the control group.All comparative differences stated in this report were significant considering a confidence interval at 95 percent.Whenever an overall average is presented,
302、it refers to the simple average across the 38 policies and practices for each of our two population samples.Many of the questions offered a five-point labeled response scale(for example,“strongly disagree”to“strongly agree”).Unless otherwise specified,analyses aggregated the top two and bottom two b
303、oxes of the response scale(for instance,“somewhat agree”and“strongly agree”).The nine cornerstone policies and practices included in chapter four were identified based on what BLNA women ranked as the most“impactful.”“Impactful”was determined by calculating the percentage of BLNA women who used a gi
304、ven policy or practice and ranked it as either“likely substantially impacting”their ability to get or accept an offer or stay or advance at their organizations,or as“I likely would not have gotten or accepted an offer/stayed/advanced without this.”Technical workforce representation analysis The repr
305、esentation of different groups at the intersection of race and ethnicity and gender was calculated using data from the Women in the Workplace Experience Survey(EES),LeanIn.org and McKinsey,2018 and 2022.The 2018 EES surveyed more than 64,000 employees from 81 companies.The 2022 EES surveyed more tha
306、n 40,000 respondents from 55 companies.This is a different data source than the BLS-driven workforce numbers for BLNA women used to cover an earlier time period in the 2018 Rebooting Representation report.Additional key definitionsAcross analyses,the report sometimes refers to percent changes and so
307、metimes to differences in percentage points.Percent changes measure the rate of change between two percentages.Percentage point differences measure the arithmetic difference between the two percentages.When looking at computing degree graduates,the report considers Integrated Postsecondary Education
308、 Data System(IPEDS)coding of CIP 11 first and second majors.When looking at the US working population,the report considers the population aged 18 to 64 from the US Census Bureau.When looking at the US college-aged population,the report considers the population aged 15 to 34 from the US Census Bureau
309、.60SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTFULL LIST OF POLICIES AND PRACTICES INCLUDED IN THE SURVEYHIRINGPartner with local organizations that encourage talent from underrepresented groups to pursue careers in tech(eg,community colleges,workforce training institutions,community-based
310、 organizations)HIRINGAlternative pathways for people to develop skills and relationships to enter tech roles(eg,apprenticeships,“returnships”)HIRINGUse employee resource groups(ERGs)as a source for referrals to help attract qualified candidates from diverse backgroundsHIRINGInclude salary ranges in
311、all job descriptions*HIRINGUse structured and standard rubrics for resume reviews and interviews HIRINGInclude practical exercises in the interview process to assess skills and competencies relevant to the role(eg,debugging code to assess technical skills)HIRINGAvoid questions unrelated to the jobeg
312、,about“culture”or“fit”in job interviewsHIRINGInterviews conducted by multiple employees with diverse identities(gender,race)HIRINGOpportunities for candidates to connect with existing employees they might identify with(eg,buddies,coffee chats)HIRINGMentors assigned to support candidates through the
313、hiring process(eg,coaching and preparation for interviews)*RETENTIONAnti-racism and/or allyship training for all employeesRETENTIONMandatory manager trainings(for you or your manager)on how to support employee career development(eg,feedback conversations)and/or team experience(eg,minimizing burnout,
314、checking in on well-being)RETENTIONMandatory manager training(for you or your manager)on how to foster a sense of inclusion and belonging,facilitate conversations about DEI,and/or remove bias in everyday interactionsRETENTIONMandatory manager training(for you or your manager)on how to manage and inc
315、lude remote and/or hybrid employeesRETENTIONOpportunity to participate in ERGs RETENTIONFormal rewards or recognition for ERG leaders(eg,through compensation and/or performance evaluations,regular face time with executive team)RETENTIONFormal mentorship programs that include training and resources f
316、or both mentors and mentees RETENTIONFormal sponsorship programs that include training and resources for both sponsors and sponsorees RETENTIONSufficient channels for anonymous reporting and handling of sexual harassment and/or misconduct61SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTRETENT
317、IONAudit processes in place to ensure that investigations regarding allegations of sexual harassment and/or misconduct are thorough and sanctions are appropriateRETENTIONOption for employees to choose whether to work remotely,hybrid,or on-site*RETENTIONOption for employees to work flexible hours(eg,
318、compressed workweeks,alternative work schedules,job sharing)*RETENTIONExpanded benefits for parents(eg,paid parental leave beyond what is required by law,on-site childcare,childcare subsidies)RETENTIONExpanded benefits for caregivers of adults such as aging parents(eg,extended leave,caregiver reimbu
319、rsements)RETENTIONProvide paid sick leave to all employees*RETENTIONExpanded benefits specifically focused on mental health(eg,personal leave)*RETENTIONFormalized off-and on-ramping programs to help ensure smooth transitions for employees taking and/or returning from extended leaveRETENTIONEntrance
320、and/or exit interviews with new employees or those who are leaving the companyADVANCEMENTFormal training programs focused on the skills needed to advance in the organization(eg,networking,self-advocacy,technical skills)ADVANCEMENTProfessional-development programs to help employees increase their vis
321、ibility and/or“step up”(eg,career accelerators,job shadowing,rotation opportunities)*ADVANCEMENTAccess to and/or sponsorship of relevant industry certifications or continuing education(eg,executive leadership training)ADVANCEMENTPublish roles,responsibilities,and career pathways(including salary ran
322、ges)to ensure that expectations are clear across all levels and functions ADVANCEMENTCentral and accessible internal jobs board that provides visibility into open roles across the organization*ADVANCEMENTUse structured and standard rubrics for performance reviews and promotion decisions ADVANCEMENTS
323、hare performance assessment criteria with employees at the beginning of each evaluation cycle ADVANCEMENTInterviews for promotion decisions and/or performance review committees that are led by multiple employees with diverse identities(gender,race)ADVANCEMENTCollect multiple sources of feedback(eg,3
324、60-degree evaluations sent to everyone an employee worked with)in the performance review processADVANCEMENTProvide actionable next steps for development or advancement to all employees immediately following the performance review process*The main report uses simplified descriptions of some of the co
325、rnerstone policies and practices for easier reading.62SYSTEM UPGRADE:REBOOTING CORPORATE POLICIES FOR IMPACTENDNOTES1 Representation for women as a whole:“Employed persons by detailed occupation,sex,race,and Hispanic or Latino ethnicity,”Current Population Survey,US Bureau of Labor Statistics,2022.R
326、epresentation for BLNA women:Women in the Workplace 2022 Experience Survey(n 40,000),LeanIn.org and McKinsey,2022.2 Women in the Workplace 2022 Experience Survey,2022.3 Ibid.4 Top companies for women technologists:2022 key findings and insights,AnitaB.org,2022.5 Women in the Workplace 2022 Experienc
327、e Survey,2022.6 Based on McKinsey analysis of June 2022 US Census Bureau Population Division data.Working-age population is defined as being ages 1864.7“Impactful”was determined by calculating the percentage of BLNA women who used a given policy or practice and ranked it as either“likely substantial
328、ly impacting”their ability to get or accept an offer/stay/advance at their organizations,or as“I likely would not have gotten or accepted an offer/stayed/advanced without this.”Please see“Scope and methodology”for additional details.8 Across both BLNA women and all other demographic groups.9 Through
329、out this report,insights are expressed as percent changes or differences in percentage points.Percent changes measure rate of change between two percentages.For example,if representation of women over 50 in tech went from 10 percent to 20 percent,there was a 100 percent increase in representation.Pe
330、rcentage point differences measure the arithmetic difference between the two percentages.For example,if 10 percent of women over 50 in tech were excited to be senior leaders,but 20 percent of women under 30 in tech were excited to be senior leaders,women under 30 in tech were 10 percentage points mo
331、re likely to be excited to be senior leaders.Note:all data in the aforementioned example is illustrative.10 Tim Koller,James Manyika,and Sree Ramaswamy,“The case against corporate short termism,”McKinsey Global Institute,August 4,2017.11 Ibid.12“Performance through people:Transforming human capital
332、into competitive advantage,”McKinsey Global Institute,February 2,2023.13 Ibid.14 Ibid.15“Layoffs tracker,”data from September 2022 to April 19,2023,Layoffs.fyi,accessed June 15,2023.16 State of the tech workforce,CompTIA,2022;Job Loss Risk Index,Conference Board,April 2023.17 The tech jobs report,Co
333、mpTIA,April 2023.18“Table A-1.Employment status of the civilian population by sex and age,”US Bureau of Labor Statistics,updated June 2,2023;The tech jobs report,April 2023.19 Kate Heinz,“The true costs of employee turnover,”Built In,updated June 23,2023.20 Based on McKinsey analysis of June 2022 US Census Bureau Population Division data.Working-age population is defined as being ages 1864;“Women