Fifty-five percent of women in senior leadership, 48 percent of lesbian women, and 45 percent of women in technical fields report theyve been sexually harassed. Women are already significantly underrepresented in leadership. For every 100 men who are promoted from entry-level roles to manager positions, only 87 women are promoted, and only 82 women of color are promoted (Exhibit 2). As a result, women of color account for only 4 percent of C-suite leaders, a number that hasnt moved significantly in the past three years. The disruption of the past year and half is driving a fundamental change in the way people work. However, looking only at the Cabinet positions that are in the presidential line of succession, a smaller share 37.5% are women. EUGENE, Ore. - The North Dakota State women's basketball team fell short against Oregon, 96-57, in front of 2,703 fans in the first round of the Women's National Invitation Tournament (WNIT) at Matthew Knight Arena on Friday night. Companies are putting policies and programs in place to ease employees financial stress. This early inequality has a long-term impact on the talent pipeline. It will take time for the full impact of the pandemic to come into focus, but one thing is clear: hybrid work is here to stay. In the fourth year of our ongoing research, we probe the issues, drawing on data from 279 companies employing more than 13 million people, as well as on a survey of over 64,000 employees and a series of qualitative interviews. But womens day-to-day experiences are shaped primarily by their interactions with managers and colleagues, which means that deep cultural change is possible only if all employees are empowered to be part of the solution. Companies are embracing flexibility and remote work at levels that would have seemed impossible just a few years agoand employees are fully on board. Alexis Krivkovich and Irina Starikova are partners in McKinseys Silicon Valley office; Marie-Claude Nadeau and Kelsey Robinson are partners in the San Francisco office, where Nicole Robinson is a consultant and Lareina Yee is a senior partner. In fact, we looked at a number of factors that prior outside research has shown influence employee satisfaction and retentionincluding leadership accountability and manager supportand together opportunity and fairness stand out as the strongest predictors by far. They are more than twice as likely as women overall to say that the death of a loved one has been one of their biggest challenges during the COVID-19 pandemic. They also feel more reluctant to share their thoughts on racial inequity. Senior leaders set the priorities in organizations, so when theyre engaged, it has a positive trickle-down effect: Managers are more likely to support diversity efforts, and employees are more likely to think the workplace is fair. And the emotional toll of repeated instances of racial violence falls heavily on their shoulders. But although more than three-quarters of White employees consider themselves allies to women of color at work, far fewer are taking key allyship actions consistently. Starting at the manager level, there are significantly fewer women to promote from within and significantly fewer women at the right experience level to hire in from the outside. The share of women sitting on the boards of Fortune 500 companies has been gradually increasing for decades, rising from 9.6% in 1995 to 27.0% in 2019. Compared with men at their level, women leaders are up to twice as likely to spend substantial time on DEI work that falls outside their formal job responsibilitiessuch as supporting employee resource groups, organizing events, and recruiting employees from underrepresented groups. Responded: 2150 percent of employees, 5190 percent of employees, or almost all employees. Gender diversity efforts shift from a nice-to-have to a must-have, and that leads to broad-based action across the organization. They are more likely than men to educate themselves about the challenges that women of color face at work, to speak out against discrimination, and to mentor or sponsor women of color. Although its not yet clear how the events of the past year and a half will affect the representation of women in corporate America in the long run, its very clear that this crisis is far from over. Two themes emerge this year: Inequality starts at the very first promotion. Nellie Tayloe Ross of Wyoming, a Democrat, was the first female governor; she was elected in a special election in 1924 to succeed her deceased husband. This year marks the fifth year of our research on Women in the Workplace, conducted in partnership with LeanIn.Org. Over half of all employees plan to stay at their companies for five or more years, and among those who intend to leave, 81 percent say they will continue to work. Companies could also benefit from dedicating resources to team bonding events and, whether theyre virtual or in person, taking special care to make sure that all employees feel included and that events are accessible to everyone. Foster a culture that supports and values Black women. Theyre also more likely to recommend their company as a good place to work and less likely to think about leaving their jobs, which translates to better recruiting and higher retention. Companies would also be well-served to track hiring and promotions to determine whether women, and especially women of color, are being hired and promoted at similar rates to other employees. As a result, women remained significantly outnumbered in entry-level management at the beginning of 2020they held just 38 percent of manager-level positions, while men held 62 percent (Exhibit 2). In a year marked by crisis and uncertainty, corporate America is at a crossroads. 3. As their name suggests, microaggressions can seem small when dealt with one by one. And most definitely in leadership roles, theres not a lot of women and most definitely not many women of color. And they are twice as likely as men to say that it would be risky or pointless to report an incident. Many companies have specific guidelines for conduct that is not acceptable, which is a good first step. Fewer than one in three Black women report their manager has checked in on them in light of recent racial violence or fostered an inclusive culture on their team. They also reflect inequalitywhile anyone can be on the receiving end of disrespectful behavior, microaggressions are directed at people with less power, such as women, people of color, and lesbian, gay, bisexual, transgender, and queer people. All other percentages are based on the maximum number of women serving concurrently in a given administration and include only women presidential appointees confirmed by the Senate to Cabinet or Cabinet-level positions. However, its worth noting that employees are less convinced: only half of employees think gender diversity is a high priority to their company, and that number hasnt changed over the last five years. Its also important that companies provide clear guidelines to help employees navigate the day-to-day complexities of remote and hybrid workfor example, by establishing specific windows during which meetings can be scheduled and employees in different time zones are expected to be available. was the first woman to be elected to Congress, taking office in 1917. Women account for only 20% of CEO positions. And all of these dynamics are even more pronounced for women of color. Women leaders also reported carrying more responsibilities around supporting employee well-being and inclusion, but 40% say they go unrecognized for that work. When implementing new policies and programs, companies can ensure they dont simply check the box. Programs should be high-qualityresearch shows that in some areas, low-quality programs can be more harmful than doing nothing at all.4Dont give up on unconscious bias training, April 28, 2017; Shelley J. Correll, Reducing gender biases in modern workplaces: A small wins approach to organizational change, Gender & Society, December 1, 2017, Volume 31, Number 6. And this is especially true in senior leadership: only one in four C-suite leaders is a woman, and only one in 20 is a woman of color (Exhibit 1). Learn How to Infuse Leadership into Your Passion for Scientific Research Leadership and Women in Statistics explores the role of statisticians as leaders, with particular attention to women statisticians as leaders. The rest of this article summarizes the main findings from the Women in the Workplace 2022 report. In many companies, however, they experience microaggressions that undermine their authority and signal that it will be harder for them to advance. As a result, the higher you look in companies, the fewer women you see. Although a majority of companies provide general training for managers, far fewer address specifics that are critical to managing teams today, such as how to minimize burnout and ensure promotions are equitable. Being an Only or double Only can dramatically compound other challenges women are facing at work. The first women to serve in a state legislature were three Republicans elected to the Colorado House of Representatives in 1894. There is a notable disconnect between the allyship actions that women of color say are most meaningful and the actions that White employees prioritize (Exhibit 7). Notably, just as many men as women say theyll leave to focus on family, and the number for both genders is remarkably low: 2 percent or less. This broken rung results in more women getting stuck at the entry level, and fewer women becoming managers. Fortunately, sponsorship is trending in the right directionjust a year ago, a quarter of employees reported having a sponsor. Although White employees recognize that speaking out against discrimination is critical, they are less likely to recognize the importance of more proactive, sustained steps such as advocating for new opportunities for women of color and stepping up as mentors and sponsors. The 118 women in the House include 24 Black women, 12 Hispanic women, seven Asian American/Pacific Islander women, two Native American women, two multiracial women and one Middle Eastern/North African woman. When managers support employee well-being and companies prioritize DEI, employees are happier, less burned out, and less likely to consider leaving their jobs. Spending time and energy on work that isnt recognized could make it harder for women leaders to advance. Now, in addition to the heightened pressures that Black women who are mothers and senior leaders are experiencing, they are also dealing with distinct issues because of their race. Average hours per day parents spent caring for and helping household children as their main activity, American Time Use Survey, US Bureau of Labor Statistics, 2019, bls.gov; Arlie Hochschild, Sundiatu Dixon-Fyle, Kevin Dolan, Vivian Hunt, and Sara Prince, . To make meaningful and sustainable progress toward gender equality, companies need to go beyond table stakes. In 1889, Anna Bissell became the first-ever female CEO in America. 8.8% of Fortune 500 CEOs are women Less than 1% of Fortune 500 Additionally, half of Black women are often Onlys for their race. The intersection of race and gender shape womens experiences in meaningful ways. Managers and sponsors open doors that help employees advance. To better support Black women, companies need to take action in two critical areas. Most managers provide this type of career support, and women and men report receiving similar amounts of help from their manager. Moreover, remote work will open up opportunities for existing employeesparticularly mothers, caregivers, older employees, and people with disabilities. Companies may be able to tap into larger and more diverse talent pools, as opposed to limiting their recruiting to specific regions. They are less likely to experience certain microaggressions, such as hearing negative comments about their appearance or having colleagues openly question their qualifications. Mothers of young children are one example of thisthey already face more bias and barriers than fathers and women overall, and when they are often the only woman in the room in their workplace, their experience is even more difficult. And finally, its increasingly important to women leaders that they work for companies that prioritize flexibility, employee well-being, and diversity, equity, and inclusion (DEI). As more women become managers, there will be more women to promote and hire at each subsequent level. Companies are more likely to require diverse candidate slates for promotions at senior levels than at the manager level. And while more White employees see themselves as allies to women of color, they are no more likely than last year to speak out against discrimination, mentor or sponsor women of color, or take other actions to advocate for them. Almost three in four cite burnout as a main reason. In 2020, only 47% of women of working age participated in the labour market, compared to 74% of men - a gender gap that has remained relatively constant since 1995. 1,2971,339; Heejung Chung and Tanja van der Lippe, Flexible working, worklife balance, and gender equality: Introduction, Social Indicators Research, September 2020. Responded: 2150 percent of employees, 5190 percent of employees, or almost all employees. In 2021, six Democratic and three Republican women are serving as governors. and employees with sponsors are far more likely to say they have opportunities to grow and advance. Being an Only for one dimension of identity is already incredibly difficult. However, fewer companies have taken steps to adjust the norms and expectations that are most likely responsible for employee stress and burnout. For more than 30 years, theyve been earning more bachelors degrees than men. And incidents of racial violence across the United States are exacting a heavy emotional toll. But outside research shows that diverse slates can be a powerful driver of change at every level. Companies current priorities reflect these changes: an overwhelming majority of companies say that managers efforts to promote employee well-being are critically important and that DEI is one of their key areas of focus. (+1) 202-419-4372 | Media Inquiries. Right now, theres a significant gap between what companies offer and what employees are aware of. Women make up 28.1% of state senate seats and 31.8% of state house or assembly seats. There is also compelling evidence that this training works: In companies with smaller gender disparities in representation,17Defined as companies with the highest ratio of manager-level to entry-level womens representation. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. Leaders and employees should speak publicly about the potentially outsize impact of bias during COVID-19. Recent Highlights Findings from the most recent MWLI show that women comprise 51.5 percent of the Massachusetts population, yet: 31 percent serve in the state legislature; Moreover, among those who are planning to leave, about 80 percent intend to find a job elsewhere and remain in the workforce. Numbers, Facts and Trends Shaping Your World, Center for American Women and Politics, Rutgers University. This early inequality has a profound impact on the talent pipeline. Nancy Kassebaum (R-Kan.), who served in the Senate from 1978 to 1997, was the first female senator who was not initially elected to fill an unexpired congressional term. For employees to move from awareness to action, training is an important step. The study builds on the Women in the Workplace reports from 2015 to 2020, as well as similar research conducted by McKinsey in 2012. Across demographic groups, when employees feel they have equal opportunity for advancement and think the system is fair, they are happier with their career, plan to stay at their company longer, and are more likely to recommend it as a great place to work. . With the victory, Mississippi State becomes the first team to play in the First Four and advance to the round of 32. Women employees who can choose to work in the arrangement they preferwhether remote or on-siteare less burned out, happier in their jobs, and much less likely to consider leaving their companies (Exhibit 5). 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