Over the last five years, there have been many discussions about harassment and equal rights at workplaces, with the advent of Me Too's movements and Time's Up. But has that really changed anything for women?
This is the fifth annual Women in the Workplace study by McKinsey and Company and Lean In. For the survey, organizations analyzed more than 68,500 employees to draw conclusions about the state of women in the US.
The study collected information from 329 different organizations with 13 million employees between May and August 2019.
Progress in closing the leadership gap
Women are making progress in the C-Suite, where the proportion of women has risen from 1
"The average Top team now has one, two or three women, "says Lareina Yee, Senior Partner at McKinsey, the company's Chief Diversity and Inclusion Officer. "While this is not a complete step towards gender equality, we consider it very important, because when women are at the key decision-making table, it's important to business."
Yee says this small increase of representation can also cause wave effects.
"When you think of the women in the organization, someone who is a first manager or a vice president, they can look up and see role models and women doing that." I trust more to them can also. "
Another sign that progress could close the gap: women continue to demand promotions and negotiate salaries at the same pace as men, as was the case in the past five years.
And not just more companies that offer paternity leave than just maternity leave for women, but also more men are taking this time off. In 2019, according to the report, the likelihood of men taking vacations was about as high as women's when they became a new parent.
"This is a step in the right direction because you want all your employees to spend time with families," says Yee.
Persistence of gender gap
Despite these signs of progress, the report says more needs to be done to ensure that all women are well represented in the corporate world.
Women of skin color are underrepresented at all levels of the company. And while one in five executives in the C-Suite is a woman, only one in 25 is a woman of color.
"Being a woman of color in business is more personal," says Yee. "There is a big inequality that starts very early … Women get stuck before they can even get through this first promotion."
McKinsey and Lean In rated the first promotions, stating that for every 100 men receiving their first promotion, only 72 women are promoted. And the numbers are much smaller, because women are colorful, with 68 Latinas and 58 black women promoted at this level.
"You can look at every level of a business and see tremendous inequality among women in color." says Yee.
The Problem of "Broken Sprouts"
Many of these struggles cause what McKinsey and Lean In call "the broken rung" – or the fact that women miss this first step to becoming a manager.
The Report According to a survey based on five-year pipeline data from hundreds of companies, this "interrupted rung" represents the biggest systemic obstacle to gender equality.
An even bigger problem: The survey revealed Few companies are aware of this disrupted rung HR managers who point out less access to sponsorship or a shortage of women across the pipeline.
And many are not aware of any problem at all: 62% of men and 54% of women think that women are well represented at the executive level when one in three executives in his or her company is a woman 659002] If this "broken Sprouts "and women are promoted at the same rates and appointed first-level managers as men, the McKinsey and LeanIn survey adds 1 million women over the next few years to US management five years.
Backlash for Women
There is also the issue of backlash for the Me Too and Time's Up movements, which have led to the expulsion of a number of high-profile men after revelations of misconduct.
"I do not think you need to investigate to claim that there is some backlash," Yee says.
But the movements have sparked talk of sexual harassment, colored women at work and micro-aggression in the workplace, she says.
] "If this is a tough discussion, let us have this discussion, we need to have a more transparent and open workplace where we can talk about it, and I think it would be surprising if there were not men who  See the best evidence in the McKinsey and Lean In Survey that there will be more progress to close gender gaps: More and more companies are committed to addressing gender gaps close and hold their managers accountable.
The study suggests that companies can make equality efforts and solve the problem of "broken shoots" in their recruitment processes, including evaluator training for unconscious bias.
The survey found that companies offer, in fact, less training for unconscious bias to employees participating in entry-level performance reviews than senior management. And that despite the fact that limiting the bias to an earlier stage has so many ripple effects.
Other solutions for companies include establishing clear assessment criteria for recruitment and promotion, as well as the requirement of a dive slate for hiring and promotion. Another recommendation: hire more women to become a manager and offer leadership training and sponsorship.
Current statistics show much room for improvement: the company's commitment to gender diversity has risen from 56% in 2012 to 87%. this year. But only 52% of companies offer unconscious bias training to address diversity. And only 55% of companies blame leaders for progress in measuring diversity.
There is also the more amorphous challenge in defining corporate culture: Only 32% of women and 50% of men surveyed indicate that they often misinterpret disrespectful behavior towards women as often approached by their company. And 73% of women report everyday discrimination.
"Companies can not necessarily rest on their laurels and assume that their policies are the most advanced or truly work for women," says Yee.
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