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CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company
is strictly prohibited
7th Year
2021
Women in the
Workplace
McKinsey & Company 2
Our Seventh year
Women in the Workplace is a multi-
year joint research effort by McKinsey
& Company and LeanIn.org. It is the
largest comprehensive study of the
state of women in corporate America
This year…
423
Participating companies
12 million+
Employees in participating companies
1-on-1
In-depth interviews
65,000+
Employees surveyed on their
workplace experiences
McKinsey & Company
Broadcast Radio
Digital Print
President Executive Vice President Executive Editor, Editor-in-Chief
President, Managing Editor
Executive Producer, Anchor,
Senior Broadcast Producers,
Editorial Directors
Executive Producer Deputy Editor
Executive Editor, VP
Associate Producer, Assignment
Editor, Researcher
Producer, Editor Head of research, Copy Chief
Editor
Producer, Correspondent,
Operations Producer
Section/Desk Head, Senior
Editor
Bureau Chief, Features Editor,
Design Director, Director of
Photography
Senior Editor, Senior Producer
Desk Assistant, Production
Assistant, Researcher
Reporter, Researcher, Writer Reporter, Copy-editor, Staff
Writer, Photographers
Reporter, Researcher, Video
journalist, Copy-editor
Fixer, Stringer, Desk Assistant
(part time), Camera men
Temp Reporter, Anchor,
Researcher, Producer
Freelancer, Researcher, Copy-
editor, Contributing Writer
Freelancer, Permatemp
L1: C-level
executives
& presidents
L2: Senior VPs
L3: Vice Presidents
L5: Managers
L4: Senior managers / Directors
L6: Entry Level
L7: Field or frontline
L0:
Board
of
Directors
CEO, COO, CFO President, COO Publisher, CEO, COO, CFO
President, Owner
Board of Directors Board of Directors Board of Directors Board of Directors
In collaboration with Center for Ethical Leadership in Media, we
developed the following mapping guidelines for the news talent pipeline
McKinsey & Company 4
14
27
55
4
In News and Media, the pipeline of women is
above average across all companies but shows
year over year decline
% of employees by level
Women’s representation in
News and Media has
declined from 2019 to 2020
across most levels of the
pipeline
Women of Color continue
to lose ground to both white
women and men of color at
every step
Women in News and Media
face a “broken rung,” with
85 women promoted for
every 100 men in the first
step up to manager
Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
1. Aggregate results from participating companies in News and Media (6 companies submitted pipeline data)
2. Sum of % White women and % women of color may not sum to overall % women because overall figure includes employees with race not reported
As of year-end 2020
McKinsey & Company 4
Men of color
White women
Women of color
White men
% of women by level
in News & Media1
9
24
63
4
7
11
30
52
12
29
51
9
13
16
28
42
C-suite
SVP
VP
Sr. Manager
Manager
Entry level
17
16
30
% of women by level
across all companies
38% 33% 29% 21%
47% 28%
2019 EOY 43% 46% 43% 34%
47% 40%
2018 EOY 49% 46% 38% 27%
51% 42%
2020 EOY2 42% 38% 38%
48% 29% 33%
X Positive change from previous year X Negative change from previous year
37
McKinsey & Company 5
McKinsey & Company 5
While women ‘hung on’ in the last year,
they are experiencing unsustainable levels
of burn out
Employees who are “always on” are
2.1x times more likely to be
burned out
Employees who are burned out are:
1.6x more likely than
employees overall to have
considered downshifting / leaving
1.6x more likely to have
considered taking a job at a
different company with a better
work culture
All employees are more burned out than last year, but the gap between men
and women has nearly doubled
2021 Women
2021 Men
2020 Women
2020 Men
42%
35%
32%
28%
Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
McKinsey & Company 6
Women leaders have
taken on the lion’s share
of work to support
employees and invest in
DEI during COVID
McKinsey & Company 6
Women leaders are …
Investing 60% more in providing
emotional support to their teams
Taking up to 2.5x the sponsorship load
Up to 2x as likely as men at their level to
spend a substantial amount of time on DEI
Source: 2021 Women in the Workplace research
McKinsey & Company 7
And while this mission critical
work benefits all employees…
… much of it goes
unrecognized and overlooked
Of companies say that the work
managers do to support wellbeing
of their teams is critical1
87%
Of companies say that the work
managers do to champion DEI at
their organizations is critical1
70%
Yet only…
1 in 4
Companies formally recognize this
work (e.g., as part of performance
reviews) 2
1. % of companies saying that the work managers do to support wellbeing and DEI is very or extremely critical
2. % of companies saying that employee work to support wellbeing and DEI is formally recognized a substantial
amount or great deal, e.g., in performance reviews
Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
When managers take action to support
employee wellbeing, employees are happier,
less burned out, and less likely to consider
leaving
27% More likely1 to be happy in their job
28% Less likely1 to be burned out
32%
Less likely1 to consider leaving their
company
McKinsey & Company 8
Women of color, LGBTQ+, and women with disabilities are more
likely to face microaggressions
All men
15%
24%
12%
6%
7%
5%
6%
4%
All women
28%
31%
18%
8%
7%
7%
9%
6%
LGBTQ +
women
34%
37%
25%
10%
12%
9%
16%
11%
Women
with dis-
abilities
40%
46%
30%
13%
14%
9%
13%
11%
White
women
27%
31%
18%
5%
5%
4%
5%
5%
Asian
women
29%
25%
13%
11%
9%
17%
14%
5%
Latinas
27%
29%
16%
13%
9%
6%
11%
5%
Black
women
32%
38%
21%
18%
16%
17%
31%
14%
Challenge of competence
Being interrupted or spoken over more than others
Having your judgment questioned
Having others comment on your emotional state
Disrespectful and “othering” behavior
Hearing people express surprise at your language
skills or other abilities
Hearing or overhearing insults about your culture or
people like you
Being confused with someone else of the same
race/ethnicity
Feeling like you are expected to speak on behalf of
all people with your identity
Having others comment on your hair or
appearance
Better experience Worse experience
Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
McKinsey & Company 9
Hearing or overhearing insults about
your culture or people like you
12%
7% 19%
46%
Having your judgement questioned
in your area of expertise
31% 45%
And it is even worse for ‘Onlys’ –
especially ‘Double Onlys’
All women:
Gender Onlys
All women
Women of color:
Double Onlys
McKinsey & Company 9
48%
Being interrupted or spoken over more than
others
28% 47%
Hearing people express surprise
at your language skills or other abilities
8% 13% 24%
Being confused with someone else
of the same race/ethnicity
7% 10% 18%
28%
Having others comment on your emotional
state (e.g., you’re too angry, feisty, emotional)
28%
18%
1 in 8
more likely than women
who are not Onlys to
experience disrespectful
“othering” microaggressions
women of color is
a “Double Only”
“Double Onlys” are up to
2-3x
Challenge of competence
Disrespectful and “othering” behavior
Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
McKinsey & Company 10
Although self-identified allyship is on the rise,
women of color still lack effective allies
Allyship matters –
when women of color
have strong allies, they
are:
McKinsey & Company 10
63%
77%
2020 2021
10%
21%
39%
43% 45%
Top three actions ranked
by women of color
Mentoring or
sponsoring
women of
color
Top three actions ranked
by white women
Advocate for
new oppor-
tunities for
them
Actively
confront dis-
crimination
against them
Publicly ac-
knowledging
their ideas
Educating
oneself about
their
experiences
% of white employees
who consider
themselves allies to
women of color
Allyship actions
1
3
2
1
3
2
Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
More likely1 to be
happy in their job
Less likely1 to
consider leaving
their company
1. Compares women of color who somewhat/strongly agree they have strong allies on their team and women of color who say they somewhat/strongly disagree they have
strong allies on their team
84%
47%
McKinsey & Company 11
To achieve sustained progress, companies can explore building a
focus on diversity into their everyday company operating model
1. Companies that have made improvements in representation of women at most levels of the pipeline over the last four years, and in many cases, consistent
year over year gains; have higher women’s representation than their industry peers and outperform on representation of women of color
100
69
81
55
Minimize gender bias in hiring AND
performance reviews / promotions
Hold senior leaders accountable for
progress on diversity
Track diversity metrics by gender
AND race / ethnicity
Track representation of intersection of
gender and race for all employees
Senior leaders accountable for progress (or
lack thereof) on diversity metrics or goals
Offering bias training for performance review
or hiring evaluators
Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
Top performing companies1 Companies overall News and Media companies
77
40
80 80
McKinsey & Company 12
A culture of inclusion is supported by committed leadership from
the top and broad employee engagement
Focus on intersectionality and
allyship education
Adjust policies to better support
employees’ wellbeing
Provide mentorship and sponsorship
programs for women of color2 and
support ERGs
Formal mentorship and/or sponsorship programs
for employees from underrepresented groups
(e.g., women of color)
Allyship training and exploration of
intersectionality as a part of their bias training
Increased mental health supports (e.g., mental
health programs, reimbursements for therapy)
1. Companies that have made improvements in representation of women at most levels of the pipeline over the last four years, and in many cases, consistent year over year gains; have higher women’s representation than their industry peers
and outperform on representation of women of color
2. Recommendation is for an additional offering, which assumes that the employer already has existing mentorship and sponsorship programs available to all employees
Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
82
80
92
54
40
52
92
60
100
Top performing companies1 Companies overall News and Media companies
McKinsey & Company 13
Thank you
Read the full report: www.womenintheworkplace.com
McKinsey & Company 14
McKinsey & Company 14
Q&A
Please put your questions in the chat!

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2021 Women in the Workplace News and Media Briefing

  • 1. CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of McKinsey & Company is strictly prohibited 7th Year 2021 Women in the Workplace
  • 2. McKinsey & Company 2 Our Seventh year Women in the Workplace is a multi- year joint research effort by McKinsey & Company and LeanIn.org. It is the largest comprehensive study of the state of women in corporate America This year… 423 Participating companies 12 million+ Employees in participating companies 1-on-1 In-depth interviews 65,000+ Employees surveyed on their workplace experiences
  • 3. McKinsey & Company Broadcast Radio Digital Print President Executive Vice President Executive Editor, Editor-in-Chief President, Managing Editor Executive Producer, Anchor, Senior Broadcast Producers, Editorial Directors Executive Producer Deputy Editor Executive Editor, VP Associate Producer, Assignment Editor, Researcher Producer, Editor Head of research, Copy Chief Editor Producer, Correspondent, Operations Producer Section/Desk Head, Senior Editor Bureau Chief, Features Editor, Design Director, Director of Photography Senior Editor, Senior Producer Desk Assistant, Production Assistant, Researcher Reporter, Researcher, Writer Reporter, Copy-editor, Staff Writer, Photographers Reporter, Researcher, Video journalist, Copy-editor Fixer, Stringer, Desk Assistant (part time), Camera men Temp Reporter, Anchor, Researcher, Producer Freelancer, Researcher, Copy- editor, Contributing Writer Freelancer, Permatemp L1: C-level executives & presidents L2: Senior VPs L3: Vice Presidents L5: Managers L4: Senior managers / Directors L6: Entry Level L7: Field or frontline L0: Board of Directors CEO, COO, CFO President, COO Publisher, CEO, COO, CFO President, Owner Board of Directors Board of Directors Board of Directors Board of Directors In collaboration with Center for Ethical Leadership in Media, we developed the following mapping guidelines for the news talent pipeline
  • 4. McKinsey & Company 4 14 27 55 4 In News and Media, the pipeline of women is above average across all companies but shows year over year decline % of employees by level Women’s representation in News and Media has declined from 2019 to 2020 across most levels of the pipeline Women of Color continue to lose ground to both white women and men of color at every step Women in News and Media face a “broken rung,” with 85 women promoted for every 100 men in the first step up to manager Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org 1. Aggregate results from participating companies in News and Media (6 companies submitted pipeline data) 2. Sum of % White women and % women of color may not sum to overall % women because overall figure includes employees with race not reported As of year-end 2020 McKinsey & Company 4 Men of color White women Women of color White men % of women by level in News & Media1 9 24 63 4 7 11 30 52 12 29 51 9 13 16 28 42 C-suite SVP VP Sr. Manager Manager Entry level 17 16 30 % of women by level across all companies 38% 33% 29% 21% 47% 28% 2019 EOY 43% 46% 43% 34% 47% 40% 2018 EOY 49% 46% 38% 27% 51% 42% 2020 EOY2 42% 38% 38% 48% 29% 33% X Positive change from previous year X Negative change from previous year 37
  • 5. McKinsey & Company 5 McKinsey & Company 5 While women ‘hung on’ in the last year, they are experiencing unsustainable levels of burn out Employees who are “always on” are 2.1x times more likely to be burned out Employees who are burned out are: 1.6x more likely than employees overall to have considered downshifting / leaving 1.6x more likely to have considered taking a job at a different company with a better work culture All employees are more burned out than last year, but the gap between men and women has nearly doubled 2021 Women 2021 Men 2020 Women 2020 Men 42% 35% 32% 28% Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
  • 6. McKinsey & Company 6 Women leaders have taken on the lion’s share of work to support employees and invest in DEI during COVID McKinsey & Company 6 Women leaders are … Investing 60% more in providing emotional support to their teams Taking up to 2.5x the sponsorship load Up to 2x as likely as men at their level to spend a substantial amount of time on DEI Source: 2021 Women in the Workplace research
  • 7. McKinsey & Company 7 And while this mission critical work benefits all employees… … much of it goes unrecognized and overlooked Of companies say that the work managers do to support wellbeing of their teams is critical1 87% Of companies say that the work managers do to champion DEI at their organizations is critical1 70% Yet only… 1 in 4 Companies formally recognize this work (e.g., as part of performance reviews) 2 1. % of companies saying that the work managers do to support wellbeing and DEI is very or extremely critical 2. % of companies saying that employee work to support wellbeing and DEI is formally recognized a substantial amount or great deal, e.g., in performance reviews Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org When managers take action to support employee wellbeing, employees are happier, less burned out, and less likely to consider leaving 27% More likely1 to be happy in their job 28% Less likely1 to be burned out 32% Less likely1 to consider leaving their company
  • 8. McKinsey & Company 8 Women of color, LGBTQ+, and women with disabilities are more likely to face microaggressions All men 15% 24% 12% 6% 7% 5% 6% 4% All women 28% 31% 18% 8% 7% 7% 9% 6% LGBTQ + women 34% 37% 25% 10% 12% 9% 16% 11% Women with dis- abilities 40% 46% 30% 13% 14% 9% 13% 11% White women 27% 31% 18% 5% 5% 4% 5% 5% Asian women 29% 25% 13% 11% 9% 17% 14% 5% Latinas 27% 29% 16% 13% 9% 6% 11% 5% Black women 32% 38% 21% 18% 16% 17% 31% 14% Challenge of competence Being interrupted or spoken over more than others Having your judgment questioned Having others comment on your emotional state Disrespectful and “othering” behavior Hearing people express surprise at your language skills or other abilities Hearing or overhearing insults about your culture or people like you Being confused with someone else of the same race/ethnicity Feeling like you are expected to speak on behalf of all people with your identity Having others comment on your hair or appearance Better experience Worse experience Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
  • 9. McKinsey & Company 9 Hearing or overhearing insults about your culture or people like you 12% 7% 19% 46% Having your judgement questioned in your area of expertise 31% 45% And it is even worse for ‘Onlys’ – especially ‘Double Onlys’ All women: Gender Onlys All women Women of color: Double Onlys McKinsey & Company 9 48% Being interrupted or spoken over more than others 28% 47% Hearing people express surprise at your language skills or other abilities 8% 13% 24% Being confused with someone else of the same race/ethnicity 7% 10% 18% 28% Having others comment on your emotional state (e.g., you’re too angry, feisty, emotional) 28% 18% 1 in 8 more likely than women who are not Onlys to experience disrespectful “othering” microaggressions women of color is a “Double Only” “Double Onlys” are up to 2-3x Challenge of competence Disrespectful and “othering” behavior Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org
  • 10. McKinsey & Company 10 Although self-identified allyship is on the rise, women of color still lack effective allies Allyship matters – when women of color have strong allies, they are: McKinsey & Company 10 63% 77% 2020 2021 10% 21% 39% 43% 45% Top three actions ranked by women of color Mentoring or sponsoring women of color Top three actions ranked by white women Advocate for new oppor- tunities for them Actively confront dis- crimination against them Publicly ac- knowledging their ideas Educating oneself about their experiences % of white employees who consider themselves allies to women of color Allyship actions 1 3 2 1 3 2 Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org More likely1 to be happy in their job Less likely1 to consider leaving their company 1. Compares women of color who somewhat/strongly agree they have strong allies on their team and women of color who say they somewhat/strongly disagree they have strong allies on their team 84% 47%
  • 11. McKinsey & Company 11 To achieve sustained progress, companies can explore building a focus on diversity into their everyday company operating model 1. Companies that have made improvements in representation of women at most levels of the pipeline over the last four years, and in many cases, consistent year over year gains; have higher women’s representation than their industry peers and outperform on representation of women of color 100 69 81 55 Minimize gender bias in hiring AND performance reviews / promotions Hold senior leaders accountable for progress on diversity Track diversity metrics by gender AND race / ethnicity Track representation of intersection of gender and race for all employees Senior leaders accountable for progress (or lack thereof) on diversity metrics or goals Offering bias training for performance review or hiring evaluators Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org Top performing companies1 Companies overall News and Media companies 77 40 80 80
  • 12. McKinsey & Company 12 A culture of inclusion is supported by committed leadership from the top and broad employee engagement Focus on intersectionality and allyship education Adjust policies to better support employees’ wellbeing Provide mentorship and sponsorship programs for women of color2 and support ERGs Formal mentorship and/or sponsorship programs for employees from underrepresented groups (e.g., women of color) Allyship training and exploration of intersectionality as a part of their bias training Increased mental health supports (e.g., mental health programs, reimbursements for therapy) 1. Companies that have made improvements in representation of women at most levels of the pipeline over the last four years, and in many cases, consistent year over year gains; have higher women’s representation than their industry peers and outperform on representation of women of color 2. Recommendation is for an additional offering, which assumes that the employer already has existing mentorship and sponsorship programs available to all employees Source: 2021 Women in the Workplace research, McKinsey & Company and LeanIn.Org 82 80 92 54 40 52 92 60 100 Top performing companies1 Companies overall News and Media companies
  • 13. McKinsey & Company 13 Thank you Read the full report: www.womenintheworkplace.com
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