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Copyright @ 2019 McKinsey & Company. All rights reserved.
2020
6TH Year
Women
in the
Workplace
McKinsey & Company 2
Six 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, 317
companies
employing +12M
people participated
and +40,000
employees were
surveyed on their
workplace
experiences
Since 2015…
Participating companies
+600
Employees in participating companies
22 million
Employees surveyed on their workplace experiences
~300,000
In-depth 1-on-1 interviews
~150
McKinsey & Company 3
The business case for Diversity, Equity and Inclusion
Equity
How we ensure
equality of opportunity
Diversity
Who is represented in
the workforce
Inclusion
How the workforce
experiences the workplace
Source: Diversity Wins 2020; 2019 Women in the Workplace research; Edelman Trust Barometer 2020
1. Ethnicity defined as all non-white ethnicities. In the US, also includes Hispanic/Latino of any race
2. Compares employees in middle-management under age of 30 to employees in middle-management between ages 50-60
3. https://www.mckinsey.com/business-functions/organization/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace
+36%
Ethnically diverse companies are 36%
more likely to outperform less diverse
organizations1
+25%
Gender diverse companies are 25% more
likely to outperform less diverse
organizations
39%
Of global job seekers, 39% have turned
down or decided not to pursue a job
opportunity because of a perceived lack of
inclusion
Employees who perceived that their
organization offers both opportunity and
fairness are 3x more likely to stay and 3x
more likely to recommend it
+52%
Of employees of color, 52% will not work
for a company that fails to speak out to on
addressing racial inequality
3x
47%
Employees are 47% more likely to stay
with their company when they perceive it
to be inclusive2
McKinsey & Company 4
The pre-COVID-19 talent pipeline shows continued
progress at the top, but the broken rung remains
% of employees by level
This year’s talent pipeline
provides a pre-COVID-19
baseline, but the pipeline is
likely to have changed during
the pandemic
Since 2015, there have bright
spots at the top but less
progress at the entry and
manager levels
Source: 2020 Women in the Workplace research
1. Sum of % White women and % women of color may not sum to overall % women because overall figure includes employees with race not reported
Pre-COVID-19
12
19
66
3
13
23
59
5
6
13
24
57
15
25
51
9
12
18
26
44
C-suite
SVP
VP
Sr. Manager
Manager
Entry level
Men of color
White women
Women of color
White men
18
18
29
35
% of women1
2020
2015
’15 to ’20
change, %
McKinsey & Company 4
47
45
5%
38
37
3%
33
32
5%
29
27
4%
28
23
18%
21
17
22%
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 Press Forward, we developed the following
mapping guidelines for the news talent pipeline
McKinsey & Company 6
In Media and Entertainment, the pipeline of women is better than
the average across all companies but still drops off at the C-suite
Source: 2020 Women in the Workplace pipeline data for U.S./Canada
Percent of women and men employees within each level
2019 EOY data prior to COVID-19
Men of color
White women
Women of color
White men
Total % of women by
level in industry2
Entry level Manager Sr. Manager/
Director
VP C-Suite
SVP Board
43% 46% 43% 34%
47% 40% 13%
Total % of women by
level across all
companies2
38% 33% 29% 21%
47% 28% 26%
Note: Numbers may not add exactly to 100% due to rounding
1. Aggregate results from participating companies in Media and Entertainment (7 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
White women Women of color White men Men of color
13%
0%
13%
75%
30%
5%
6%
60%
37%
3%
8%
51%
37%
6%
7%
50%
36%
10%
10%
44%
30%
12%
15%
43%
33%
15%
14%
38%
2019 EOY
2018 EOY 49% 46% 38% 27%
51% 42% 36%
McKinsey & Company 7
McKinsey & Company 7
Impact of
COVID-19 on
employees
McKinsey & Company 8
Source: 2020 Women in the Workplace research
Optimism that remote work can
improve flexibility and diversity…
… but big challenges that put at risk the
progress earned
COVID-19 placed us at a cross roads
In 2019 flexibility was the top
challenge raised by employees
#1
Progress
over last
6 years
could be erased in one year
Potential number of women
who could exit the workforce
2M+
69%
Employees say remote work
can provide the flexibility they
need to have work/life balance
70%
Companies agree that remote
work will help hire and retain
more diverse employees
Women who are considering
leaving the workforce or
downshifting their careers
1 in 4
McKinsey & Company 9
McKinsey & Company 9
COVID-19 surfaced new challenges for employees
Since the start of the COVID-19 crisis, the biggest challenges for employees have been:
% Employees rating in top 3 challenges
Source: 2020 Women in the Workplace research
Anxiety over
layoffs or
furloughs
Burnout Mental health Childcare and/or
home-schooling
Physical/
mental health
of loved ones
31% 28% 23% 21% 20%
McKinsey & Company 10
Many employees are now considering
leaving the workforce or downshifting
their careers
Source: 2020 Women in the Workplace research
What drives women to consider this …
Their company not providing the flexibility they need
Feeling like they need to be “always on”
Spending additional hours on housework
Feeling worried their performance is judged negatively due to caregiving
Feeling blindsided by decisions that impact their work
Discomfort sharing their challenges with co-workers
Feeling they can’t bring their whole selves to work
McKinsey & Company 11
McKinsey & Company 11
Impacted
groups
McKinsey & Company 12
Three groups face distinct challenges
Mothers, senior-level women, and Black women have faced heightened challenges
Men Women
1. Picked at least one response to "While interacting with co-workers during the last few months, there have been times when I felt uncomfortable sharing:“.
Options included “My work/life challenges”, “My status as a parent”, and “My thoughts about racial inequity”
2. Women in senior leadership roles (VP, SVP, and C-suite)
Men Women
Mothers
of young
children
Senior
women2
All
employees
Black
women
% Employees
agreeing they feel …
10 11 10
11 11 17
Excluded
31 37 42
34 54 40
Exhausted
28 32 34
30 39 33
Burned out
Uncomfortable
sharing1
36 45 50
40 50 58
Source: 2020 Women in the Workplace research McKinsey & Company 12
McKinsey & Company 13
The double double shift for mothers is untenable
How has the COVID-19 crisis changed the amount of time
per day that you spend on household responsibilities?1
7%
15%
20%
25%
41%
35%
32%
25%
Fathers Mothers
Same amount or less
Additional 1 to 2 hours
Additional 3 to 4 hours
Additional 5+ hours
Source: 2020 Women in the Workplace research
Spend 15+ additional hours per work week on
household responsibilities vs. prior to COVID-
19 crisis1
40%
More likely than fathers to worry that their
performance is being judged negatively
because of their caregiving responsibilities
2x
Have considered leaving the workforce or
downshifting their careers since the start of the
COVID-19 crisis
1 in 3
1. Responses shown here include only heterosexual employees in dual-career couples to approximate symmetrical comparison
McKinsey & Company 13
McKinsey & Company 14
Senior women experience many pressures
Mothers
1. Often or almost always finds themselves to be the only, or one of the only, people in the room of their gender
2. Lives with a partner/spouse that works full-time or is self-employed
Burned out
39%
Pressured to
work more
36%
Exhausted
54%
Since COVID-19,
senior women have felt…
Source: 2020 Women in the Workplace research
Onlys of their gender1 In dual-career couples2
Senior women are more likely to be in multiple groups facing
distinct challenges
41%
54%
Senior men Senior women All women
6%
36%
19%
39%
58%
54%
McKinsey & Company 15
High risk of losing senior women
Feeling “always on” is more common
among senior women
Senior women are more likely to consider
leaving than their male peers
1 in 4
senior women
have considered
leaving the
workforce or
downshifting their
careers since the
start of the
COVID-19 crisis
% employees
Source: 2020 Women in the Workplace research
Men Women
40%
47%
32%
31%
All men
All women
Senior men
Senior women
McKinsey & Company 16
The loss of senior women would be felt across
the pipeline
Senior women take on disproportionate allyship work versus senior men
The disproportionate
allyship work that
senior women take on
could be one reason
why they
are more likely to feel
“always on”
Source: 2020 Women in the Workplace research
% of employees who agree All employees Senior men Senior women
I actively listen to the personal stories
of women of color about bias and
mistreatment
41 42 63
I take a public stand to support gender
equality
28 42 61
I take a public stand to support racial
equality
29 40 53
I mentor or sponsor one or more
women of color
10 23 38
I publicly acknowledge or give credit to
women of color for their ideas and work
39 44 60
Draft
Departure of senior
women now may
impact the pipeline
for years to come
Men Women
McKinsey & Company 17
An unequal workplace for
Black women
Black women were more likely than women
overall to experience microaggressions /
COVID-19 challenges and feel less supported…
Source: 2020 Women in the Workplace research
52% of Black
women
Black women are more likely to be the “only”
of their gender and race (i.e., only Black
woman) in the room
20% of women
overall
More likely to say they do not have equal opportunity
for advancement and to feel uncomfortable sharing
their experience of grief or loss
1.5x
More likely to not feel comfortable bringing their
whole self to work
1.9x
More likely to say they do not have strong allies
on their team
1.7x
more likely than women overall to report the death
of a loved one was a big challenge
2.5x
McKinsey & Company 18
Opportunity
to step up
allyship to
support
Black
women
18
10
87
54
81
8
13
80
86
58
29
25
41
65
23
I feel I can bring my whole self to work
I would recommend this company as a great place
to work
Feeling like I can’t talk about the impact current
events are having on me or people in my community
Discomfort sharing the challenges I am facing with
my teammates or manager
Compared to my peers in this company, I have an
equal opportunity for advancement.
All non-Black women1 Black women without allies
Black women with allies
Black women who have allies are more likely to have positive workplace
experiences, % of employees who agree
… and less likely to experience micro-aggressions, % of employees who experienced
1. Includes women who identified as Asian, Latina, White, Native Hawaiian or Pacific Islander, Native American, Other, or
identified with more than one race/ethnicity. Does not include those who chose not to disclose their race.
Source: 2020 Women in the Workplace research
McKinsey & Company 19
Employees
want to
step up,
but often
don’t know
how
… but not as many
take consistent and
concrete actions to
support them
Many employees
self-identify as
allies to women
of color …
Source: 2020 Women in the Workplace research
Actively listen to
personal stories
of women of
color about bias
Take a public
stand to support
racial equality
Mentor or
sponsor one
or more women
of color
8
12
26
32
32
52
All men All women
19
10%
29%
39%
63%
% of employees who say
they take steps to support
women of color
of employees surveyed self-
identify as allies to women of color
McKinsey & Company 20
Taking action
McKinsey & Company 21
COVID-19 challenges us to reimagine work
Opportunities to work
differently (and better)
Disruptions in how we work
Source: 2020 Women in the Workplace research
Potential for greater
flexibility in working hours
can help women balance work/
life demands
Holistic support for employee
well-being can provide a more
inclusive workplace
Lack of geographic
constraints can help companies
diversify their hiring pools
Of companies
think more jobs can
be performed
remotely
Of companies say
they will cut business
travel
Of employees say
they would work
from home more
than before
91%
93% 77%
McKinsey & Company 22
HR policies and programs in
COVID-19
How companies responded in 2020
Where Media & Entertainment leads:
% of companies that offer policy or program
Source: 2020 Women in the Workplace employee experience survey data for US/Canada
All companies
M&E
Note: Data reflective of full 2020 Women in the Workplace dataset; no company-specific data shown
56
56
56
67
78
39
37
25
56
44
Stipend to offset the costs of living
at home
Training on how to foster diversity
and inclusion in a virtual
environment
Adjusted performance review
process (e.g., adjusted criteria)
Formal mentorship program
Formal sponsorship program
67
22
33
11
11
79
37
51
16
25
Opportunities to learn from others:
% of companies that offer policy or program
Allowed employees to move
from a full-time schedule to a
part-time schedule
Increased unpaid time off
Expanded how existing paid/
unpaid lease can be used (e.g.,
to care for sick family members)
Unconscious bias training
Career development programs
for people of color
McKinsey & Company 23
Taking action across diversity
and inclusion can drive change
Belonging
Proactively seek input and guidance from
underrepresented groups and involve them in core
processes to build expertise and credibility
Openness
Create clear and strong consequences for
discrimination with a centralized body enforcing
clear guidelines and policies
Equity
Require a minimum number of diverse
candidates to be considered for each position with
diverse individuals on hiring / promotion committees
Diversity
Share of employees with underrepresented identities
(e.g., gender, racial/ethnic, LGBTQ+)
Inclusion
Degree to which employees perceive they are accepted
and respected
Recruiting
Ensure representation through scholarships and
additional funding for first year assistants and
interns for key decision roles
Retention
Provide and encourage flexible options to present
an alternative to freelance tracks – promote a broad
spectrum of experiences / trajectories to reduce stigma
Advancement
Create systematic apprenticeship and succession
plan through the pipeline to ensure women are
promoted specifically into key decision-making roles
Example bold actions for consideration
McKinsey & Company 24
Thank you
Read the full report: www.womenintheworkplace.com
To sign up to participate in 2021, fill out the survey linked here
Contact: workplaceSurvey@mckinsey.com

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The Press Forward Discussion: Pipeline to Leadership for Women in News

  • 1. Copyright @ 2019 McKinsey & Company. All rights reserved. 2020 6TH Year Women in the Workplace
  • 2. McKinsey & Company 2 Six 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, 317 companies employing +12M people participated and +40,000 employees were surveyed on their workplace experiences Since 2015… Participating companies +600 Employees in participating companies 22 million Employees surveyed on their workplace experiences ~300,000 In-depth 1-on-1 interviews ~150
  • 3. McKinsey & Company 3 The business case for Diversity, Equity and Inclusion Equity How we ensure equality of opportunity Diversity Who is represented in the workforce Inclusion How the workforce experiences the workplace Source: Diversity Wins 2020; 2019 Women in the Workplace research; Edelman Trust Barometer 2020 1. Ethnicity defined as all non-white ethnicities. In the US, also includes Hispanic/Latino of any race 2. Compares employees in middle-management under age of 30 to employees in middle-management between ages 50-60 3. https://www.mckinsey.com/business-functions/organization/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace +36% Ethnically diverse companies are 36% more likely to outperform less diverse organizations1 +25% Gender diverse companies are 25% more likely to outperform less diverse organizations 39% Of global job seekers, 39% have turned down or decided not to pursue a job opportunity because of a perceived lack of inclusion Employees who perceived that their organization offers both opportunity and fairness are 3x more likely to stay and 3x more likely to recommend it +52% Of employees of color, 52% will not work for a company that fails to speak out to on addressing racial inequality 3x 47% Employees are 47% more likely to stay with their company when they perceive it to be inclusive2
  • 4. McKinsey & Company 4 The pre-COVID-19 talent pipeline shows continued progress at the top, but the broken rung remains % of employees by level This year’s talent pipeline provides a pre-COVID-19 baseline, but the pipeline is likely to have changed during the pandemic Since 2015, there have bright spots at the top but less progress at the entry and manager levels Source: 2020 Women in the Workplace research 1. Sum of % White women and % women of color may not sum to overall % women because overall figure includes employees with race not reported Pre-COVID-19 12 19 66 3 13 23 59 5 6 13 24 57 15 25 51 9 12 18 26 44 C-suite SVP VP Sr. Manager Manager Entry level Men of color White women Women of color White men 18 18 29 35 % of women1 2020 2015 ’15 to ’20 change, % McKinsey & Company 4 47 45 5% 38 37 3% 33 32 5% 29 27 4% 28 23 18% 21 17 22%
  • 5. 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 Press Forward, we developed the following mapping guidelines for the news talent pipeline
  • 6. McKinsey & Company 6 In Media and Entertainment, the pipeline of women is better than the average across all companies but still drops off at the C-suite Source: 2020 Women in the Workplace pipeline data for U.S./Canada Percent of women and men employees within each level 2019 EOY data prior to COVID-19 Men of color White women Women of color White men Total % of women by level in industry2 Entry level Manager Sr. Manager/ Director VP C-Suite SVP Board 43% 46% 43% 34% 47% 40% 13% Total % of women by level across all companies2 38% 33% 29% 21% 47% 28% 26% Note: Numbers may not add exactly to 100% due to rounding 1. Aggregate results from participating companies in Media and Entertainment (7 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 White women Women of color White men Men of color 13% 0% 13% 75% 30% 5% 6% 60% 37% 3% 8% 51% 37% 6% 7% 50% 36% 10% 10% 44% 30% 12% 15% 43% 33% 15% 14% 38% 2019 EOY 2018 EOY 49% 46% 38% 27% 51% 42% 36%
  • 7. McKinsey & Company 7 McKinsey & Company 7 Impact of COVID-19 on employees
  • 8. McKinsey & Company 8 Source: 2020 Women in the Workplace research Optimism that remote work can improve flexibility and diversity… … but big challenges that put at risk the progress earned COVID-19 placed us at a cross roads In 2019 flexibility was the top challenge raised by employees #1 Progress over last 6 years could be erased in one year Potential number of women who could exit the workforce 2M+ 69% Employees say remote work can provide the flexibility they need to have work/life balance 70% Companies agree that remote work will help hire and retain more diverse employees Women who are considering leaving the workforce or downshifting their careers 1 in 4
  • 9. McKinsey & Company 9 McKinsey & Company 9 COVID-19 surfaced new challenges for employees Since the start of the COVID-19 crisis, the biggest challenges for employees have been: % Employees rating in top 3 challenges Source: 2020 Women in the Workplace research Anxiety over layoffs or furloughs Burnout Mental health Childcare and/or home-schooling Physical/ mental health of loved ones 31% 28% 23% 21% 20%
  • 10. McKinsey & Company 10 Many employees are now considering leaving the workforce or downshifting their careers Source: 2020 Women in the Workplace research What drives women to consider this … Their company not providing the flexibility they need Feeling like they need to be “always on” Spending additional hours on housework Feeling worried their performance is judged negatively due to caregiving Feeling blindsided by decisions that impact their work Discomfort sharing their challenges with co-workers Feeling they can’t bring their whole selves to work
  • 11. McKinsey & Company 11 McKinsey & Company 11 Impacted groups
  • 12. McKinsey & Company 12 Three groups face distinct challenges Mothers, senior-level women, and Black women have faced heightened challenges Men Women 1. Picked at least one response to "While interacting with co-workers during the last few months, there have been times when I felt uncomfortable sharing:“. Options included “My work/life challenges”, “My status as a parent”, and “My thoughts about racial inequity” 2. Women in senior leadership roles (VP, SVP, and C-suite) Men Women Mothers of young children Senior women2 All employees Black women % Employees agreeing they feel … 10 11 10 11 11 17 Excluded 31 37 42 34 54 40 Exhausted 28 32 34 30 39 33 Burned out Uncomfortable sharing1 36 45 50 40 50 58 Source: 2020 Women in the Workplace research McKinsey & Company 12
  • 13. McKinsey & Company 13 The double double shift for mothers is untenable How has the COVID-19 crisis changed the amount of time per day that you spend on household responsibilities?1 7% 15% 20% 25% 41% 35% 32% 25% Fathers Mothers Same amount or less Additional 1 to 2 hours Additional 3 to 4 hours Additional 5+ hours Source: 2020 Women in the Workplace research Spend 15+ additional hours per work week on household responsibilities vs. prior to COVID- 19 crisis1 40% More likely than fathers to worry that their performance is being judged negatively because of their caregiving responsibilities 2x Have considered leaving the workforce or downshifting their careers since the start of the COVID-19 crisis 1 in 3 1. Responses shown here include only heterosexual employees in dual-career couples to approximate symmetrical comparison McKinsey & Company 13
  • 14. McKinsey & Company 14 Senior women experience many pressures Mothers 1. Often or almost always finds themselves to be the only, or one of the only, people in the room of their gender 2. Lives with a partner/spouse that works full-time or is self-employed Burned out 39% Pressured to work more 36% Exhausted 54% Since COVID-19, senior women have felt… Source: 2020 Women in the Workplace research Onlys of their gender1 In dual-career couples2 Senior women are more likely to be in multiple groups facing distinct challenges 41% 54% Senior men Senior women All women 6% 36% 19% 39% 58% 54%
  • 15. McKinsey & Company 15 High risk of losing senior women Feeling “always on” is more common among senior women Senior women are more likely to consider leaving than their male peers 1 in 4 senior women have considered leaving the workforce or downshifting their careers since the start of the COVID-19 crisis % employees Source: 2020 Women in the Workplace research Men Women 40% 47% 32% 31% All men All women Senior men Senior women
  • 16. McKinsey & Company 16 The loss of senior women would be felt across the pipeline Senior women take on disproportionate allyship work versus senior men The disproportionate allyship work that senior women take on could be one reason why they are more likely to feel “always on” Source: 2020 Women in the Workplace research % of employees who agree All employees Senior men Senior women I actively listen to the personal stories of women of color about bias and mistreatment 41 42 63 I take a public stand to support gender equality 28 42 61 I take a public stand to support racial equality 29 40 53 I mentor or sponsor one or more women of color 10 23 38 I publicly acknowledge or give credit to women of color for their ideas and work 39 44 60 Draft Departure of senior women now may impact the pipeline for years to come Men Women
  • 17. McKinsey & Company 17 An unequal workplace for Black women Black women were more likely than women overall to experience microaggressions / COVID-19 challenges and feel less supported… Source: 2020 Women in the Workplace research 52% of Black women Black women are more likely to be the “only” of their gender and race (i.e., only Black woman) in the room 20% of women overall More likely to say they do not have equal opportunity for advancement and to feel uncomfortable sharing their experience of grief or loss 1.5x More likely to not feel comfortable bringing their whole self to work 1.9x More likely to say they do not have strong allies on their team 1.7x more likely than women overall to report the death of a loved one was a big challenge 2.5x
  • 18. McKinsey & Company 18 Opportunity to step up allyship to support Black women 18 10 87 54 81 8 13 80 86 58 29 25 41 65 23 I feel I can bring my whole self to work I would recommend this company as a great place to work Feeling like I can’t talk about the impact current events are having on me or people in my community Discomfort sharing the challenges I am facing with my teammates or manager Compared to my peers in this company, I have an equal opportunity for advancement. All non-Black women1 Black women without allies Black women with allies Black women who have allies are more likely to have positive workplace experiences, % of employees who agree … and less likely to experience micro-aggressions, % of employees who experienced 1. Includes women who identified as Asian, Latina, White, Native Hawaiian or Pacific Islander, Native American, Other, or identified with more than one race/ethnicity. Does not include those who chose not to disclose their race. Source: 2020 Women in the Workplace research
  • 19. McKinsey & Company 19 Employees want to step up, but often don’t know how … but not as many take consistent and concrete actions to support them Many employees self-identify as allies to women of color … Source: 2020 Women in the Workplace research Actively listen to personal stories of women of color about bias Take a public stand to support racial equality Mentor or sponsor one or more women of color 8 12 26 32 32 52 All men All women 19 10% 29% 39% 63% % of employees who say they take steps to support women of color of employees surveyed self- identify as allies to women of color
  • 20. McKinsey & Company 20 Taking action
  • 21. McKinsey & Company 21 COVID-19 challenges us to reimagine work Opportunities to work differently (and better) Disruptions in how we work Source: 2020 Women in the Workplace research Potential for greater flexibility in working hours can help women balance work/ life demands Holistic support for employee well-being can provide a more inclusive workplace Lack of geographic constraints can help companies diversify their hiring pools Of companies think more jobs can be performed remotely Of companies say they will cut business travel Of employees say they would work from home more than before 91% 93% 77%
  • 22. McKinsey & Company 22 HR policies and programs in COVID-19 How companies responded in 2020 Where Media & Entertainment leads: % of companies that offer policy or program Source: 2020 Women in the Workplace employee experience survey data for US/Canada All companies M&E Note: Data reflective of full 2020 Women in the Workplace dataset; no company-specific data shown 56 56 56 67 78 39 37 25 56 44 Stipend to offset the costs of living at home Training on how to foster diversity and inclusion in a virtual environment Adjusted performance review process (e.g., adjusted criteria) Formal mentorship program Formal sponsorship program 67 22 33 11 11 79 37 51 16 25 Opportunities to learn from others: % of companies that offer policy or program Allowed employees to move from a full-time schedule to a part-time schedule Increased unpaid time off Expanded how existing paid/ unpaid lease can be used (e.g., to care for sick family members) Unconscious bias training Career development programs for people of color
  • 23. McKinsey & Company 23 Taking action across diversity and inclusion can drive change Belonging Proactively seek input and guidance from underrepresented groups and involve them in core processes to build expertise and credibility Openness Create clear and strong consequences for discrimination with a centralized body enforcing clear guidelines and policies Equity Require a minimum number of diverse candidates to be considered for each position with diverse individuals on hiring / promotion committees Diversity Share of employees with underrepresented identities (e.g., gender, racial/ethnic, LGBTQ+) Inclusion Degree to which employees perceive they are accepted and respected Recruiting Ensure representation through scholarships and additional funding for first year assistants and interns for key decision roles Retention Provide and encourage flexible options to present an alternative to freelance tracks – promote a broad spectrum of experiences / trajectories to reduce stigma Advancement Create systematic apprenticeship and succession plan through the pipeline to ensure women are promoted specifically into key decision-making roles Example bold actions for consideration
  • 24. McKinsey & Company 24 Thank you Read the full report: www.womenintheworkplace.com To sign up to participate in 2021, fill out the survey linked here Contact: workplaceSurvey@mckinsey.com