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7th Year
2021
Women in the
Workplace

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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

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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
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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

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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

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Women leaders have
taken on the lion’s share
of work to support
employees and invest in
DEI during COVID
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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

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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

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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

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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
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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

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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:
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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%

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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

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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

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Thank you
Read the full report: www.womenintheworkplace.com

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