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Breaking Down the Gender Challenge

Out of every 100 C-suite executives in the automotive and industrial manufacturing industry... ...only 13 are women Women in the workplace: Breaking down the gender challenge Women unable to enter Women stuck at the middle Women locked out of the top These companies start with close to equal numbers of men and women in their entry-level positions but then fail to advance women through middle-management roles. They have an opportunity to achieve a tipping point in their pipelines by focusing their efforts on ensuring advancement of women through the middle of the pipeline. These companies have low percentages of women in entry-level positions but representation tends to remain more constant. These companies see a high percentage of women at entry level but experience an especially high drop at the senior-executive level for a number of reasons, including the drift of women from line roles ROLES: ROLES: 1 = Entry level 2 = Manager 3 = Senior manager/director 4 = Vice president 5 = Senior vice president 6 = C-Suite 1 = Entry level 2 = Manager This problem is driven by recruiting challenges resulting from low female graduation rates from industry feeder programs. These companies can succeed by investing to improve the overall talent pool and focusing their efforts on achieving greater diversity within their recruitment processes. into support roles and lack of sponsorship. Such companies can succeed by focusing their efforts on implementing support and sponsorship programs for senior high-potential women. 3 = Senior manager/director 4 = Vice president 5 = Senior vice president 6 = C-Suite Automotive and industrial manufacturing Energy and basic materials Technology: software and hardware Logistics and transportation Healthcare and pharmaceuticals Retail and Financial and professional services" Industries Hospitality consumer goods Media and telecom Industries % of women % of women by role by role 100% 26 22 18 19 12 13 37 30 25 20 19 15 15 46 43 36 30 24 13 47 46 40 37 32 25 52 47 38 32 29 22 100% 19 23 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Career ambition Women Women Women Women Women Women Women Women Women Career ambition 72 69 60 Men 77 Men 81 Men Men 81 % who would like to % who would like to Men 80 Men 82 Men 81 Men 91 be promoted 61 69 be promoted 51 60 60 60 58 55 74.. Major A disparity Men % who would like to Men % who would like to Men 60 Men Men Men Men be a top exec utive 66 73 Mer 53 78 be a top executive 72 69 81 Career opportunity and advancement Career opportunity 55 53 and advancement % who believe women % who believe women Men 16 Men Men have less opportunity 13 15 have less opportunity 27 38 25 23 % who believe it will Men Men Men 19 Men 26 Men 15 % who believe it will be harder to advance as a Men Men 22 14 Men be harder to advance as a 6. result of their gender result of their gender Culture/organization 31 29 59 29 Culture/organization Men Men Men 46 Men Men Men Men % who believe gender diversity is a priority for CEO 53 % who believe gender diversity is a priority for CEO 43 Men 47 Men 74 53 52 Line roles Line roles 47 45 42 % of women in 37 38 36 % of women in line roles line roles 21 21 23 16 16 16 16 17 "Includes banking, consumer finance, and insurance. 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 1 2 3 4 5 6 Key questions for companies Do you understand how external and lateral hires affect Do you have flexibility programs aimed at talented women in middle- and senior-level management roles, and what is their utilization rate? Who is sponsoring and mentoring your senior high- potential women? Key questions for companies to ask Is there a significant gender disparity in our entry-level applicant pool? Why? What quantitative targets could we track to improve the gender diversity of our recruiting pipeline in a meaningful way? Are our entry- level recruitment criteria truly objective, and Do we have How do we How can we avoid incorporating biases into programs aimed at supporting early- tenure women, and what is the utilization rate for these programs? ensure that we are to ask drawing on the organization's full range of talent when making promotion decisions? promotion decisions and thereby ensure a level playing field? your pipeline? can our managers spot and interrupt unconscious bias? Out of every 100 C-suite executives in the logistics and transportation industry. ...only 15 are women McKinsey&Company Source: 2015 joint research by Leanln.org and McKinsey; data collected from 30,000 employees at 118 companies across nine industries

Breaking Down the Gender Challenge

shared by richardjosephjohnson on Apr 15
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Infographic showing the decreasing percentage of women by industry and by career level. Also includes polling and data from 30,000 employees on their opinion on gender balance. http://www.mckinsey....

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