2019 Women in the Workplace

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

10
18
68
10
21
64
12
24
57
14
26
51
17
27
45
C-suite
21
17
4
SVP
26
23
5
VP
30
27
7
Sr. Manager/
Director
34
32
9
Manager
38
37
12
Encouraging progress at the top, yet women remain
underrepresented at all levels
% of employees by level1
2019
Men of color
White women
Women of color
White men
% of women
2015
Entry level
48
45
+24%+9%+9%+8%+3%5 year change +6%
18
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.
16
30
35

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

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

The case for fixing the broken rung is
powerful
If women are promoted and hired to first-level
manager at the same rates as men, we will add
to management in
corporate America over
the next five years
1 million
more women
McKinsey & Company 8Source: 2019 Women in the Workplace research
… vs 5years if women were promoted and
hired at equal rates as men
30years at current rate of progress
For women to reach close to parity with
men at first-level manager, it would take…

Organizations should take what is working
at senior levels to fix the broken rung
% of companies who have this in place for…
1. Compares junior levels of management and senior levels of management
2. Companies who say they have mentorship and sponsorship programs
Entry-level
employees
Senior-level
employees
McKinsey & Company 9Source: 2019 Women in the Workplace research
41 34
Difference
18 11
45 30
71 66
51 39
-17%
-39%
-33%
-7%
-24%
Set a goal for women’s representation at all
levels1
1
Require diverse slates of candidates2
Put evaluators through unconscious bias
training
3
Establish clear evaluation criteria to
prevent bias
4
Put more women in line for the step up to
manager (e.g. sponsorship, high-profile
opportunities) 2
5

McKinsey & Company 10McKinsey & Company 10
Culture of
work

To reach equality, companies
need to invest in creating a
strong culture
11
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

Many employees think they have equal opportunity — but they are
less convinced the system is fair for all
% of employees 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

Key practices shape how employees view opportunity and fairness
There are clear best practices in hiring
and promotions, but not enough
companies deploy them
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, but overall numbers are low
% of employees who say their
managers help them navigate
organizational politics
Men Women
29%
28%
32%
32%
% of employees who say they
have 1 or more sponsors
Manager support Sponsorship
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

Microaggressions can have a macro impact
% of employees who say they experience microaggressions
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

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

Employees want more
flexibility to fit work into their
life
issue raised regarding workplace
inclusion by women and men last
year1
% of employees who say they have a
lot of flexibility when it comes to…
Taking time off for family
or personal reasons
60%
Setting their work
schedules
48%
Working from home
32%
1. Out of the following issues: work/life flexibility, equal pay, gender or racial bias, need for mentorship or
sponsorship, need to improve diversity, reverse discrimination, sexual harassment or none of the above
Work/life flexibility was the

Employees continue to face consequences for taking leave, but
women more so
But women suffer more consequences
Career trajectory
Financial well being
Colleagues’ or managers’ belief
in your commitment to work
% of employees who feel taking leave had a negative effect on
their
47%
Women and men take leave at similar rates
45%
21
11
20
10
15
8
Men Women
% of employees who took leave due to a health or family event
Men Women

Dual career couples are on the rise
2015 2019
Men Women
2019
Senior men Senior women
Senior men are significantly more likely to have a
stay-at-home partner
% of employees with stay-at-home partners1% of employees in dual career couples
More women and men are in a dual career couple
47
75
56
81
40
18
1. Stay-at-home includes stay at home parent, unemployed and not looking for work and retired

McKinsey & Company 21McKinsey & Company 21
Commitment
to diversity

22
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

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. Debias hiring and promotions processes
Targets
Set diversity targets
Strive for at least two
women on every slate
Criteria
Establish clear and
objective evaluation criteria
before the process begins
Evaluate all candidates
against criteria
Evaluations
Train all evaluators on
unconscious bias
Consider having a third
party in the room to
highlight bias

2. Build a culture of fairness and opportunity
Opportunities
Provide high-profile, growth
opportunities for women
and minority groups
Create networking
opportunities and support
groups
Managers
Provide tools and training
for managers to fully
support their team
Enable managers to create
a respectful and inclusive
environment
Sponsors
Create sponsorship
opportunities through formal
programs
Reward leaders who act as
mentors and sponsors

3. Create inclusive workplaces
Leadership
Publicize senior leadership’s
commitment to diversity
and inclusion
Create space for candid
conversations between
leadership and employees
Empowerment
Train employees to recognize
bias and create a culture
where bias is not tolerated
Make managers champions of
diversity
Flexibility
Provide parents the support
they need by offering
extended leave, transition
programs and child support
Mitigate potential negative
consequences of taking leave

Thank you
Read the full report: www.womenintheworkplace.com
For additional info or to sign up for the 2020 survey, contact
WorkplaceSurvey@mckinsey.com

2019 Women in the Workplace

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