The Press Forward Discussion: Pipeline to Leadership for Women in News
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This document summarizes the findings of the 2020 Women in the Workplace report by McKinsey & Company and LeanIn.org, which surveyed over 40,000 employees from 317 companies. It finds that while there has been some progress for women in senior roles, the "broken rung" at the manager level remains. COVID-19 has exacerbated challenges like childcare responsibilities and burnout, particularly for women like mothers and senior-level women. It also highlights difficulties for groups like Black women. Companies are encouraged to offer more flexible work policies and support employee well-being and diversity to help address these issues.
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: [email protected]