Shattering the Glass Screen: Gender inequality in media and entertainment

Copyright @ 2019 McKinsey & Company. All rights reserved.
Women in the
Workplace
2019
5TH YEAR

McKinsey & Company 2
Five years of Women in
the Workplace
Women in the Workplace is a multi-year joint research effort
by McKinsey & Company and LeanIn.org and the largest comprehensive
study of the state of women in corporate America
This year, 329
companies
employing +13M
people participated
and +68,500
employees were
surveyed on their
workplace
experiences
Since 2015…
Participating companies
~600
Employees in participating companies
22 million
Employees surveyed on their workplace experiences
+250,000
In-depth 1-on-1 interviews
+100

Diversity leaders are pulling ahead,
and reaping the benefits
1. Likelihood of financial outperformance by executive team gender diversity quartile: calculated as the share of companies in the respective diversity
quartile outperforming the industry benchmark by region, based on average EBIT margin across the 3-5 years. 2014 report includes years 2011-2013, and
companies from North America, Brazil, Spain and the UK. The 2017 report includes years 2011-2015, and companies from North America, Asia-Pacific,
Continental Europe, Latin America, and Sub-Saharan Africa. The 2019 report includes years 2014-2018, and the same regions as 2017
2. McKinsey: Delivering through Diversity. Financial likelihood to outperform based on EBIT margin from 2011-2015 above industry avg.; Ethnicity defined
as all non-white ethnicities. In the US, we also include Hispanic/Latino of any race
Source: McKinsey 2019 Diversity Wins
+24%
Gender diverse companies
are 24% more likely to
outperform less diverse
companies1
+33%
Ethnically diverse
companies are 33% more
likely to outperform less
diverse companies2

As the workforce changes, diversity and
inclusion is becoming a must have
Employees under 30 are particularly focused on
diversity and inclusion
Younger employees are almost 2x
more likely to raise the need for
diversity and inclusion than older
employees1
Younger employees are more
likely to see bias in the workplace
than older employees1
1. Compares employees in middle-management under the age of 30 to employees in middle-management between the ages 50-60
Source: 2019 Women in the Workplace research

21
17
26
23
30
27
34
32
38
37
In corporate America, we see encouraging progress at the top, yet
women remain underrepresented at all levels
% of employees by level1
2019
% of women
2015
48
45
+24%+9%+9%+8%+3%5 year change +6%
Bright spot: Women’s
representation in the C-suite
increased by 24% since
2015
Gains at the top over the
last five years have been for
both white women and
women of color
Women remain
underrepresented: only 1
in 5 C-suite executives is a
woman and only 1 in 25 is a
woman of color
1. Due to rounding, representation by race and gender may sum to 101 percent or 99 percent within some levels.
10
18
68
10
21
64
12
24
57
14
26
51
17
27
45
C-suite
4
SVP
5
VP
7
Sr. Manager/
Director
9
Manager
12
Men of color
White women
Women of color
White men
Entry level
18
16
30
35

In Media and Entertainment, the pipeline of women is better at the
entry-level but drops off at the C-suite
Source: 2019 Women in the Workplace pipeline data for U.S./Canada
Note: Numbers may not add exactly to 100% due to rounding
1. Aggregate results from participating companies in Media & Entertainment (15 companies submitted pipeline data) 2. Aggregate results from Press Forward data (8 companies submitted pipeline data) 3. Aggregate results from 320 companies
that reported their pipeline data, weighted by industry to the F500
% of women
across all
companies3
48% 38% 34% 26% 21%30%
Entry level: Compared to
corporate America, there are
more women entering at entry-
level for Media and
Entertainment but slightly less
women for News
Senior levels: Compared to
corporate America, both Media
and Entertainment and News
have a slightly higher
representation of women at
SVP and C-suite levels
Women representation across the pipeline in Media and Entertainment1
Women representation across the pipeline in News2
C-suiteSVPVP
Sr. Manager/
DirectorManagerEntry level
Men of color
White women
Women of color
White men
Men of color
White women
Women of color
White men
8
22
65
4
2
22
71
5
7
33
50
10
5
35
51
9
9
32
53
6
7
30
59
4
11
36
43
11
10
32
47
10
14
35
36
14
14
31
42
14
17
16
33
34
14
14
32
39
Women of color are less
represented in News compared
to both Media and
Entertainment and corporate
America, particularly in the VP
level
Percent of employees by gender within each level

Overall in corporate America, companies
are adding women in the C-suite
The power of 3 or more women
executives
Companies with 3+ women in the C-suite, %
29
2015 2019
1. Wellesley Centers for Women, Critical Mass on Corporate Boards: Why Three or More Women Enhance Governance
2. Based on McKinsey & Company's "Diversity Wins" research comparing companies with 30% more women on executive boards to companies with 0-10% women, on an
average executive board size of 13
3
is the critical mass needed for
minorities to influence decision making
more substantially1
71%
more likely to financially outperform
compared to C-suites with less than 3
women2
750
employees roll up on average
to a C-suite executive
5 years
average tenure of a C-suite executive
29
44

And the “broken rung” at the first step up to manager is the primary
barrier preventing women from reaching the top
Women are promoted at lower rates than men – Black
women and Latinas are more likely to be held back
Representation of women, %
Most women are getting left behind
at the first step up to manager
ManagerEntry-level
38
48
All Men
100
All Women
72
Latinas
68
Black
Women
58
For every 100 men…

However, for women in Media & Entertainment, the
primary issue is promotion rate of women to the VP
and C-suite levels
Promotions at the very top: For
women in News, there were no
promotions from SVP to C-suite in
2019 for reporting companies
Promotion rates by position for Media and Entertainment, %
Men
Women
Entry level Manager Senior manager Vice president Senior vice president C-suite
3 3 4 3 1
6 7 2 11 0
Promotion rates by position for all other industries, %
Men
Women
9 6 4 3 5
6 6 4 4 4
Promotion rates by position for News, %
Men
Women
2 3 3 3 0
3 4 2 6 0
Promotions at the bottom: At the
lowest organizational levels, women in
Media and Entertainment are
promoted at twice the rate of men
Promotions at the top: Compared to
corporate America, promotion rates for
both Media and Entertainment and
News slow substantially from SVP to
C-Suite

And for news organizations specifically, attrition of
women is another driver of a tilted pipeline early on
Attrition rates by gender in News organizations, %
Entry level
13
15
12
13
11
12
7
20
6
3
8
7
Manager Senior
Manager
Vice President Senior Vice
President
C-suite
Men Women

McKinsey & Company 11McKinsey & Company 11
Culture of
work

To reach equality, companies
need to invest in creating a
strong culture
12
Equal opportunity and fairness
Changing the numbers is not enough.
Companies need to focus on these areas to
improve the workplace for everyone:
A safe, respectful workplace
Work-life flexibility

Equal opportunity and fairness are important - together, they are
the biggest predictors of employee satisfaction and retention
When employees believe they have equal opportunity and the workplace is fair, they are…
3x
more likely to say
they are happy
with their career
3x
more likely to plan
to stay at their
company longer
3x
more likely
to recommend
their company

In Media and Entertainment, women and men in have
similar levels of job and career satisfaction overall
78
76
77
75
83
82
Men Women
Job satisfaction Career satisfaction Desire for promotion

However, while employees across all industries think they have
equal opportunity — they are less convinced the system is fair for all
% of employees across all industries who agree
Women
with
disabilities
Black
women
Fairness
The best opportunities
go to the most
deserving employees
3138402839414248
Bisexual
womenAll men
Lesbian
women
Asian
women Latinas
White
women
Opportunity
I have equal
opportunity for growth
and development
6670566263 5469 69
Men Women
Specific groups (e.g., Black women and women with disabilities) are far less likely to think that they have
equal opportunity and that the system is fair
People are more optimistic about their personal opportunities than they are to think that the system is fair
for everyone

Women in Media and Entertainment say their
gender hinders their advancement
opportunities
Employees who think gender will
affect their ability to seize future
opportunities, % of respondents
Employees who think gender is
affecting their ability to seize current
opportunities, % of respondents
Women being judged by different
standards than men is the biggest
challenge to achieving gender parity in
management, % of respondents who agree
35
15
Women
Men
2.3x
27
7
Women
Men
3.9x
47
20Men
Women
2.3x

Key practices shape how employees view opportunity and fairness
1 6 out of 323 companies do the following practices for all employees: set diversity targets, require diverse slates, establish clear and consistent evaluation criteria before review processes begin, require unconscious bias training for employees
Women and men receive similar levels of manager support and
sponsorship across Media & Entertainment
Men Women
33%
34%
% of employees who say their managers help
them navigate organizational politics
% of employees who say they have 1 or more
sponsors
46%
45%
There are clear best
practices in hiring and
promotions, but not enough
companies deploy them
Only 2% of all companies have all
the practices in place for all
employees1
Set diversity targets
Require diverse slates of candidates
Establish clear and consistent
evaluation criteria before the process
begins
Require unconscious bias training for
evaluators
Manager support Sponsorship1
Media &
Entertainment All companies
Media &
Entertainment All companies
32%
32%29%
28%

Microaggressions can have a macro impact
% of employees who say they experience microaggressions across all industries
Being disrespected
Having competence
questioned
Being overlooked
Needing to provide more evidence
of your competence
Having your judgment questioned
in your area of expertise
Being interrupted
or spoken over
Hearing demeaning remarks about
you or people like you
Hearing other’s surprise at your
language skills or other abilities
Having others take or get credit
for your ideas
White
women Latinas
Black
womenAll men
Asian
women
28 28 4014 30
39 31 4129 30
53 42 4334 43
15 16 1811 12
11 18 268 16
40 33 3527 34
Men Women

Women in the Media and Entertainment industry experience
microaggressions slightly more than women in other industries
Types of microaggressions
57
51
43
41
36
22
17
15
13 12
47
42
38 38
30
18
16
14 13
10
Having others
take or get
credit for
your ideas
Being mistaken
for someone at a
much lower level
Being interrupted
or spoken over
Having others
explain things
to you that you
already know
Hearing others
surprise at your
language skills
or other abilities
Having your
judgment
questioned
in your area
of expertise
Needing to
provide more
evidence of your
competence
than others do
Hearing
demeaning
remarks about
you or people
like you
Hearing insulting
or disrespectful
remarks about
you
Feeling you
can't talk about
yourself or your
life outside work
Media and entertainment
All industries

There are many kinds of
“Onlys” and their workplace
experiences are worse
2.5x
more likely to need to
provide more evidence
of competence than
others do
2x
more likely to hear
demeaning remarks
1.8x
more likely have others
take or get credit for
their ideas
3.2x
more likely to be
mistaken for someone
at a much lower level
Onlys experience more microaggressions
Onlys Non-Onlys
Black
women
Women
Lesbian
women
Latinas
Asian
women
Only for
sexual
orientation
Only for
gender
Only for
race
% of different groups of women who are often
the only or one of only women in the room
18
54
70
37 35

Employees and managers need to notice and challenge biased
behavior
Of the few who notice biased behavior, a minority object to
it – unless they are already in a position of power
% of employees who objected to bias, when they saw it
46%
53%
29%
32%
31%
34%
Managers Senior
leaders
All
employees
1 in 3
women
1 in 10
men
notice biased behavior against women
in the workplace
Men Women

McKinsey & Company 22McKinsey & Company 22
Commitment
to diversity

23
Commitment to gender diversity has
increased significantly
Companies and employees who say gender diversity is a high priority, %
1.In 2019, % of HR leaders who answered: How much of a priority is gender diversity for your company I A very important priority; In 2015, % of HR leaders who
answered: Where does gender diversity rank on the CEO's strategic agenda? Top 3 Priority or Top 10 Priority.
2.Due to changes in data collection, in 2015 manager category combined Senior Manager/Director and Manager, whereas in 2019 managers category includes
only Manager-level.
WomenCompanies
74
87
20151 20191
Companies overall
+18%
44
61
2015 2019
Women overall
+39%
2015 2019
33
51
Men overall
+55%
Men

Commitment to gender and diversity in Media and Entertainment
is 6% higher than broader Corporate America
1.In 2019, % of HR leaders who answered: How much of a priority is gender diversity for your company I A very important priority.
All Companies 2019
Media and Entertainment 2019
Companies overall Women overallMen overall
201920191
93
87
61
51
2019
44
71
61
71
Companies and employees who say gender diversity is a high priority, %

Across all industries, there is still room to drive commitment into
action through all levels of the organization
Commitment to gender and racial diversity drops off from
senior leaders to managers
Gender diversity
is a high priority to me
Senior leaders Managers
-19%
Racial diversity
is a high priority to me
-13%
The drop-off steepens when it comes to
translating commitment into action
Senior leaders Managers
% who say they are actively working
to improve diversity and inclusion
-65%
73
59
68
59
46
16

Taking action

1. To help women advance to senior positions
Establish senior-
sponsorship programs
Create a commit to a
culture of accountability by
ensuring people at the top
are held accountable for
diversity & inclusion
Ensure fair evaluations by
establishing clear and
objective evaluation criteria
before the process begins
Evaluate all candidates
against criteria
Sponsors and
accountability CriteriaBoard positions
Appoint more women to
board positions
Adding more women to the
board can help ensure
greater gender party as
companies evaluate senior
level candidates

2. To help address culture issues
Combat biases
Establish a systematic
training program to combat
biases
Offer unconscious bias
training at important
decision making junctures
Listen
Listen to senior women’s
perspective learn from those
that have successfully
navigated obstacles
throughout their career
Enlist male allies
Enlisting men as allies can
help close the awareness
gap in regards to noticing
biased behaviors in the
workplace

Thank you
Read the full report: www.womenintheworkplace.com
Contact: workplace_survey@mckinsey.com

Shattering the Glass Screen: Gender inequality in media and entertainment

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