Presentation for Women in the Workplace participants on findings around diverse employee experiences globally due to COVID-19

1. CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company
is strictly prohibited
December 15, 2020
Diversity, Equity,
and Inclusion in a
post-COVID
world
Copyright © 2020 McKinsey & Company. All Right Reserved.

2. McKinsey & Company 2
Introductions
Ana Mendy
Partner
Mekala Krishnan
Partner, McKinsey Global
Institute

3. McKinsey & Company 3
We were
making
slow
progress
before
COVID-19
Executive team
Gender
Ethnic
minorities
SOURCE: Diversity wins: How inclusion matters, McKinsey 2020
2019
Board
2017 2014
Representation in the US and UK, %
15% 19%
20%
21% 24%
28%
13% 14%
17%
7% 12%
13%
+1.1 /
year
+.8 /
year
+1.1 /
year
+1.3 /
year

4. McKinsey & Company 4
COVID-19 may set us back
SOURCE: McKinsey: COVID-19 and gender equality: Countering the regressive effects, NYT: They Go to Mommy First, COVID‐19 and the gender gap in work hours; ILO Monitor: COVID-19 and the world of work. Fifth edition
Jobs
54%
Women accounted for 39%
of the global workforce
pre-COVID-19 but account
for 54% of job losses
Health
70%
of jobs in human health and
social work are held by
women that are, in many
regions, at the frontline of the
health crisis
Double shift
25%
Increase in the gender gap in
hours worked. Research
estimates that mothers have
reduced their work hours 4 to
5 times more than fathers

5. McKinsey & Company 5
Diverse employees face steeper challenges
SOURCE: McKinsey: COVID-19 and gender equality: Countering the regressive effects, NYT: They Go to Mommy First, COVID‐19 and the gender gap in work hours; ILO Monitor: COVID-19 and the world of work. Fifth edition
LGBTQ+ employees are
~1.4x
as likely to be concerned
about fairness of
performance reviews,
workload increases, and a
lack of connectivity and
belonging as straight and
cisgender employees
Women are
1.5x
as likely to be concerned
about mental health issues
and balancing household
responsibilities as men
People of color are
~1.5x
as likely to be concerned
about career progression
and balancing household
responsibilities as white
employees

6. McKinsey & Company 6
Challenges at every turn
Source: 2020 Global DEI / COVID-19 employee experience survey (N=2,656 employees globally)
1.3
1.1
1.1
1.1
1.4
1.5
1.0
1.1
1.1
POC vs. white
Relative likelihood that respondents cite factors as ‘a significant challenge’ during COVID-191 vs. non-diverse respondents
1. Q: Please indicate which of the following has been challenging for you as an employee during the COVID-19 crisis
Mental health
Healthy & safe
onsite workplace
Connectivity &
belonging
Workload increases
Growth & progress
opportunities
Household
responsibilities
Job insecurity
Fair performance
evaluation
Physical health
LGBTQ+ vs. straight
1.2
1.3
1.4
1.2
1.2
1.0
1.4
1.2
1.1
1.5
1.2
1.2
1.0
1.5
1.2
1.2
1.1
1.2
Women vs. men

7. McKinsey & Company 7
Women in India, Brazil, and China are most
significantly impacted
Source: 2020 Global DEI / COVID-19 employee experience survey (N=2,656 employees globally)
20%
32%
22%
23%
22%
23%
15%
15%
13%
14%
10%
27%
15%
19%
7%
8%
13%
34%
29%
21%
20%
24%
18%
55%
51%
55%
59%
46%
46%
32%
34%
24%
27%
23%
23%
32% 53%
51%
37%
53%
48%
49%
17%
26%
12%
8%
17%
10%
12%
14%
13%
18%
17%
20%
51%
44%
47%
27%
17%
25%
47%
35%
44%
US ChinaFrance BrazilIndiaUK & IrelandGermany
Mental health
Healthy & safe
onsite workplace
Connectivity &
belonging
Workload
increases
Growth & progress
opportunities
Household
responsibilities
Childcare and/or
family care
Job insecurity
Homeschooling
1. Q: Please indicate which of the following has been challenging for you as an employee during the COVID-19 crisis
Share of women respondents considering each factor ‘a significant challenge’ during COVID-191

8. McKinsey & Company 8
Working parents in countries
with full school closures cite the
most significant challenges
1. Q: Please indicate which of the following has been challenging for you as an employee during the
COVID-19 crisis
Parents
Full school
closures
655 respondents
Partial
school
closures
567 respondents
No school
closures
175 respondents
Workplace health
& safety
Child/family care
Homeschooling
Mental health
Career
progression
50%
51%
50%
45%
44%
40%
23%
35%
37%
20%
22%
26%
27%
26%
28%
24%
25%
20%
Workload
increases
% of respondents considering each factor ‘a significant challenge’
during COVID-191
Source: 2020 Global DEI / COVID-19 employee experience survey (N=2,656 employees globally); UNESCO
global monitoring of school closures caused by COVID-19 https://en.unesco.org/covid19/educationresponse
Working parents in
countries with school
closures report more
significant challenges
than counterparts in
countries where schools
remain open
~2x
Acute challenges include mental
health and career progression

9. 9
COVID-19 has forced global innovation…
9 in 10 96% 9 in 10
companies say DEI
is an important
priority
of companies have
modified policies and
resources for
employees during
COVID-19
companies say they
are offering improved
work-from-home
policies and
resources

10. 10
… But employees are not benefiting
employees surveyed feel more
supported by their employers
1 of 6

11. McKinsey & Company 11
What is the path forward?

12. McKinsey & Company 12
What would
you point to as
the biggest
barriers in
achieving
progress on
your DEI
strategy?
1. We don’t know what works
2. We do not have a measurable aspiration
3. We do not have the resources necessary
4. Our DEI initiatives are stretched too thin
5. Leadership role modelling and support is insufficient
6. Financial incentives do not align with DEI goals
7. Employees are not aware of policies and resources
8. Other / no challenges

13. McKinsey & Company 13
Avoiding
execution
traps
9 out of 10 companies
report challenges executing
their DEI agenda
1. Q: Broadly speaking, what are the biggest challenges for achieving progress in your DEI strategy?
SOURCE: Global executive survey (N=1,122 executives globally)
Biggest challenges in achieving progress on DEI strategy
% of respondents1
25%
23%
26%
25%
Low employee awareness
Insufficient leadership role modelling
Misaligned financial incentives
Initiatives stretched too thin

14. McKinsey & Company 14
Ensuring scale of effort is large enough
Employer provisions1 vs. employees’ reported challenges2, % of respondents
Employees’ challengesEmployer provisions
1. Q: Which of the following resources and supports are currently offered by your company to your employees?; Q: Since the start of the COVID-19 crisis, which of the following policy changes has your company implemented?
2. Q: Please indicate which of the following has been challenging for you as an employee during the
COVID-19 crisis; answers considered: ‘significant’, ‘somewhat’
Source: 2020 Global DEI / COVID-19 executive survey (N=1,122 executives globally) and 2020 Global DEI / COVID-19
employee experience survey (N=2,656) employees globally)
Most adversely affected employee group
Mental
health
62%
52%
44%
Counselling
Personal wellbeing and
enrichment programs
67%
Women LGBTQ+
Career
progression
Modified
performance reviews
57%
49%
66%
Parents
Childcare /
family care
Parenting & home
schooling resources
44%
37%
70%
Office connectivity and
sense of belonging
Open forums with
senior leaders
60%
54%
69%
LGBTQ+

15. McKinsey & Company 15
External leversInternal levers
Hiring Promotions Broader CommunityProducts, Services and Operations
Foundational Practices
28 Visible support and
commitments from
senior management
Publicly available
commitments and
data on initiatives,
progress, and goals
3332 Governance structure in place
to drive DEI program
Measurable aspirations
and goals by diversity type
& level
29 30 Thorough quantitative and
qualitative DEI
diagnostics (e.g.,
updated regularly to reflect
workforce changes)
31 Ongoing monitoring of
aspirations and linking
them to incentives
4 Diverse recruiting
slates
3 Resume screening
w/o demographic
identifiers
1 Talent pool
expansion (e.g.,
using analytics, hiring
from HBCUs)
2 Job descriptions that
excite a broader range
of candidates
Retention
25 Cradle to career
initiatives (e.g., skill
training, scholarships)
24 Resource allocation
through pro-bono
commitments and/or
philanthropic support
Leading public
research
26
Proactively help
employees who have
been let go /
furloughed
27
Supply chain and distribution
channel diversity
20
21 Product & services
development driven by inclusion
in design
22 Customer/network
engagement with company’s
DEI initiatives
23 Communications (e.g.,
marketing and PR) leveraged for
public messagingAllyship programs that
are promoted and
supported
Strengthened partnerships
with ERGs1
Mentorship and
sponsorship for
underrepresented groups
Fair and objective
performance reviews
(incl. productivity tracking)
12
11
5
6
13 Frequent employee
pulse surveys
8 Succession planning
with diversity analytics
and/or commitments
7 Diverse slates for
promotions / new
positions created
14 Virtual / Flexible work
options, incl. extended
family leave
15 Manager trainings for
inclusive virtual/ hybrid
leadership
16 New COVID-19 policies
(e.g., sick leave, WFH
stipend)
9 Conscious inclusion
trainings
Leadership training for
underrepresented groups
(incl. grants, tailored
courses)
10
18 Developing and offering
work re-entry programs
17 Reskilling efforts to
retain under-represented
talent
19 Regular leadership
communication and
engagement (e.g.,
townhalls)
Blue = Particularly relevant during the COVID-19 crisis
Re-thinking where to focus
A framework for action

16. McKinsey & Company 16
Long term, take action now to build a more equitable and
inclusive workplace to ensure a positive recovery for all
Develop measurable
aspirations and
leadership commitments
Treat DEI success like
all other business
priorities
Dig into your data to
develop a focused
plan
Only 50% of companies
have a measurable aspiration
<55% of companies have a
quantitative + qualitative diagnostic DEI falls to the penultimate
priority when forced to rank
against other business priorities9 out of 10 employees
globally say their companies should
act externally
Yet, the majority of
companies are doing 15+ things
• Be intentional about which diverse populations
you will solve for first
• Establish both internal and external aspirations
• Establish metrics from the start
• Set a DEI governance structure (e.g., task force)
• Identify your specific pain points – don’t
solve for generic challenges
• Beware of the risk of doing too much
without a focused plan
• Communicate programming widely
• Align incentives and rewards to aspirations
• Fund DEI programs like you would any
other business imperative
• Build allies and champions
• Monitor and manage proactively

17. McKinsey & Company 17
How can we take action differently?