Shattering the Glass Screen: Gender inequality in media and entertainment

McKinsey & Company
McKinsey & CompanyMcKinsey & Company
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
McKinsey & Company 3
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
McKinsey & Company 3
McKinsey & Company 44
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
McKinsey & Company 4
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
McKinsey & Company 4
McKinsey & Company 5
21
17
26
23
30
27
34
32
38
37
In corporate America, we see encouraging progress at the top, yet
women remain underrepresented at all levels
% of employees by level1
2019
% of women
2015
48
45
+24%+9%+9%+8%+3%5 year change +6%
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.
10
18
68
10
21
64
12
24
57
14
26
51
17
27
45
C-suite
4
SVP
5
VP
7
Sr. Manager/
Director
9
Manager
12
Men of color
White women
Women of color
White men
Entry level
18
16
30
35
Source: 2019 Women in the Workplace research
McKinsey & Company 6
In Media and Entertainment, the pipeline of women is better at the
entry-level but drops off at the C-suite
Source: 2019 Women in the Workplace pipeline data for U.S./Canada
Note: Numbers may not add exactly to 100% due to rounding
1. Aggregate results from participating companies in Media & Entertainment (15 companies submitted pipeline data) 2. Aggregate results from Press Forward data (8 companies submitted pipeline data) 3. Aggregate results from 320 companies
that reported their pipeline data, weighted by industry to the F500
% of women
across all
companies3
48% 38% 34% 26% 21%30%
Entry level: Compared to
corporate America, there are
more women entering at entry-
level for Media and
Entertainment but slightly less
women for News
Senior levels: Compared to
corporate America, both Media
and Entertainment and News
have a slightly higher
representation of women at
SVP and C-suite levels
Women representation across the pipeline in Media and Entertainment1
Women representation across the pipeline in News2
C-suiteSVPVP
Sr. Manager/
DirectorManagerEntry level
Men of color
White women
Women of color
White men
Men of color
White women
Women of color
White men
8
22
65
4
2
22
71
5
7
33
50
10
5
35
51
9
9
32
53
6
7
30
59
4
11
36
43
11
10
32
47
10
14
35
36
14
14
31
42
14
17
16
33
34
14
14
32
39
Women of color are less
represented in News compared
to both Media and
Entertainment and corporate
America, particularly in the VP
level
Percent of employees by gender within each level
McKinsey & Company 7
Overall in corporate America, 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
Source: 2019 Women in the Workplace research
McKinsey & Company 8
And the “broken rung” at the first step up to manager is the primary
barrier preventing women from reaching the top
Women are promoted at lower rates than men – Black
women and Latinas are more likely to be held back
Representation of women, %
Most women are getting left behind
at the first step up to manager
ManagerEntry-level
38
48
All Men
100
All Women
72
Latinas
68
Black
Women
58
Source: 2019 Women in the Workplace research
For every 100 men…
McKinsey & Company 9
However, for women in Media & Entertainment, the
primary issue is promotion rate of women to the VP
and C-suite levels
Promotions at the very top: For
women in News, there were no
promotions from SVP to C-suite in
2019 for reporting companies
Promotion rates by position for Media and Entertainment, %
Men
Women
Entry level Manager Senior manager Vice president Senior vice president C-suite
3 3 4 3 1
6 7 2 11 0
Promotion rates by position for all other industries, %
Men
Women
Entry level Manager Senior manager Vice president Senior vice president C-suite
9 6 4 3 5
6 6 4 4 4
Promotion rates by position for News, %
Men
Women
Entry level Manager Senior manager Vice president Senior vice president C-suite
2 3 3 3 0
3 4 2 6 0
Promotions at the bottom: At the
lowest organizational levels, women in
Media and Entertainment are
promoted at twice the rate of men
Promotions at the top: Compared to
corporate America, promotion rates for
both Media and Entertainment and
News slow substantially from SVP to
C-Suite
McKinsey & Company 10
And for news organizations specifically, attrition of
women is another driver of a tilted pipeline early on
Attrition rates by gender in News organizations, %
Entry level
13
15
12
13
11
12
7
20
6
3
8
7
Manager Senior
Manager
Vice President Senior Vice
President
C-suite
Men Women
McKinsey & Company 11McKinsey & Company 11
Culture of
work
McKinsey & Company 12
To reach equality, companies
need to invest in creating a
strong culture
12
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
McKinsey & Company 12
McKinsey & Company 13
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
Source: 2019 Women in the Workplace research
McKinsey & Company 14
In Media and Entertainment, women and men in have
similar levels of job and career satisfaction overall
78
76
77
75
83
82
Men Women
Job satisfaction Career satisfaction Desire for promotion
McKinsey & Company 14
McKinsey & Company 15
However, while employees across all industries think they have
equal opportunity — they are less convinced the system is fair for all
% of employees across all industries 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
Source: 2019 Women in the Workplace research
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
McKinsey & Company 16
Women in Media and Entertainment say their
gender hinders their advancement
opportunities
Employees who think gender will
affect their ability to seize future
opportunities, % of respondents
Employees who think gender is
affecting their ability to seize current
opportunities, % of respondents
Women being judged by different
standards than men is the biggest
challenge to achieving gender parity in
management, % of respondents who agree
35
15
Women
Men
2.3x
27
7
Women
Men
3.9x
47
20Men
Women
2.3x
McKinsey & Company 16
McKinsey & Company 17
Key practices shape how employees view opportunity and fairness
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 across Media & Entertainment
Men Women
33%
34%
% of employees who say their managers help
them navigate organizational politics
% of employees who say they have 1 or more
sponsors
Source: 2019 Women in the Workplace research
46%
45%
There are clear best
practices in hiring and
promotions, but not enough
companies deploy them
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
Manager support Sponsorship1
Media &
Entertainment All companies
Media &
Entertainment All companies
32%
32%29%
28%
McKinsey & Company 18
Microaggressions can have a macro impact
% of employees who say they experience microaggressions across all industries
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
Source: 2019 Women in the Workplace research
Men Women
McKinsey & Company 19
Women in the Media and Entertainment industry experience
microaggressions slightly more than women in other industries
Types of microaggressions
57
51
43
41
36
22
17
15
13 12
47
42
38 38
30
18
16
14 13
10
Having others
take or get
credit for
your ideas
Being mistaken
for someone at a
much lower level
Being interrupted
or spoken over
Having others
explain things
to you that you
already know
Hearing others
surprise at your
language skills
or other abilities
Having your
judgment
questioned
in your area
of expertise
Needing to
provide more
evidence of your
competence
than others do
Hearing
demeaning
remarks about
you or people
like you
Hearing insulting
or disrespectful
remarks about
you
Feeling you
can't talk about
yourself or your
life outside work
Media and entertainment
All industries
McKinsey & Company 20
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
McKinsey & Company 21
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
Source: 2019 Women in the Workplace research
McKinsey & Company 22McKinsey & Company 22
Commitment
to diversity
23
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.
Source: 2019 Women in the Workplace research
WomenCompanies
74
87
20151 20191
Companies overall
+18%
44
61
2015 2019
Women overall
+39%
2015 2019
33
51
Men overall
+55%
McKinsey & Company 23
Men
McKinsey & Company 24
Commitment to gender and diversity in Media and Entertainment
is 6% higher than broader Corporate America
1.In 2019, % of HR leaders who answered: How much of a priority is gender diversity for your company I A very important priority.
Source: 2019 Women in the Workplace research
All Companies 2019
Media and Entertainment 2019
Companies overall Women overallMen overall
201920191
93
87
61
51
2019
44
71
61
71
Companies and employees who say gender diversity is a high priority, %
McKinsey & Company 25
Across all industries, there is still room to drive commitment into
action through all levels of the organization
Source: 2019 Women in the Workplace research
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
McKinsey & Company 26
Taking action
McKinsey & Company 27
1. To help women advance to senior positions
Source: 2019 Women in the Workplace research
Establish senior-
sponsorship programs
Create a commit to a
culture of accountability by
ensuring people at the top
are held accountable for
diversity & inclusion
Ensure fair evaluations by
establishing clear and
objective evaluation criteria
before the process begins
Evaluate all candidates
against criteria
Sponsors and
accountability CriteriaBoard positions
Appoint more women to
board positions
Adding more women to the
board can help ensure
greater gender party as
companies evaluate senior
level candidates
McKinsey & Company 28
2. To help address culture issues
Source: 2019 Women in the Workplace research
Combat biases
Establish a systematic
training program to combat
biases
Offer unconscious bias
training at important
decision making junctures
Listen
Listen to senior women’s
perspective learn from those
that have successfully
navigated obstacles
throughout their career
Enlist male allies
Enlisting men as allies can
help close the awareness
gap in regards to noticing
biased behaviors in the
workplace
McKinsey & Company 29
Thank you
Read the full report: www.womenintheworkplace.com
Contact: workplace_survey@mckinsey.com
1 von 29

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Shattering the Glass Screen: Gender inequality in media and entertainment

  • 1. Copyright @ 2019 McKinsey & Company. All rights reserved. Women in the Workplace 2019 5TH YEAR
  • 2. 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
  • 3. McKinsey & Company 3 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 McKinsey & Company 3
  • 4. McKinsey & Company 44 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 McKinsey & Company 4 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 McKinsey & Company 4
  • 5. McKinsey & Company 5 21 17 26 23 30 27 34 32 38 37 In corporate America, we see encouraging progress at the top, yet women remain underrepresented at all levels % of employees by level1 2019 % of women 2015 48 45 +24%+9%+9%+8%+3%5 year change +6% 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. 10 18 68 10 21 64 12 24 57 14 26 51 17 27 45 C-suite 4 SVP 5 VP 7 Sr. Manager/ Director 9 Manager 12 Men of color White women Women of color White men Entry level 18 16 30 35 Source: 2019 Women in the Workplace research
  • 6. McKinsey & Company 6 In Media and Entertainment, the pipeline of women is better at the entry-level but drops off at the C-suite Source: 2019 Women in the Workplace pipeline data for U.S./Canada Note: Numbers may not add exactly to 100% due to rounding 1. Aggregate results from participating companies in Media & Entertainment (15 companies submitted pipeline data) 2. Aggregate results from Press Forward data (8 companies submitted pipeline data) 3. Aggregate results from 320 companies that reported their pipeline data, weighted by industry to the F500 % of women across all companies3 48% 38% 34% 26% 21%30% Entry level: Compared to corporate America, there are more women entering at entry- level for Media and Entertainment but slightly less women for News Senior levels: Compared to corporate America, both Media and Entertainment and News have a slightly higher representation of women at SVP and C-suite levels Women representation across the pipeline in Media and Entertainment1 Women representation across the pipeline in News2 C-suiteSVPVP Sr. Manager/ DirectorManagerEntry level Men of color White women Women of color White men Men of color White women Women of color White men 8 22 65 4 2 22 71 5 7 33 50 10 5 35 51 9 9 32 53 6 7 30 59 4 11 36 43 11 10 32 47 10 14 35 36 14 14 31 42 14 17 16 33 34 14 14 32 39 Women of color are less represented in News compared to both Media and Entertainment and corporate America, particularly in the VP level Percent of employees by gender within each level
  • 7. McKinsey & Company 7 Overall in corporate America, 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 Source: 2019 Women in the Workplace research
  • 8. McKinsey & Company 8 And the “broken rung” at the first step up to manager is the primary barrier preventing women from reaching the top Women are promoted at lower rates than men – Black women and Latinas are more likely to be held back Representation of women, % Most women are getting left behind at the first step up to manager ManagerEntry-level 38 48 All Men 100 All Women 72 Latinas 68 Black Women 58 Source: 2019 Women in the Workplace research For every 100 men…
  • 9. McKinsey & Company 9 However, for women in Media & Entertainment, the primary issue is promotion rate of women to the VP and C-suite levels Promotions at the very top: For women in News, there were no promotions from SVP to C-suite in 2019 for reporting companies Promotion rates by position for Media and Entertainment, % Men Women Entry level Manager Senior manager Vice president Senior vice president C-suite 3 3 4 3 1 6 7 2 11 0 Promotion rates by position for all other industries, % Men Women Entry level Manager Senior manager Vice president Senior vice president C-suite 9 6 4 3 5 6 6 4 4 4 Promotion rates by position for News, % Men Women Entry level Manager Senior manager Vice president Senior vice president C-suite 2 3 3 3 0 3 4 2 6 0 Promotions at the bottom: At the lowest organizational levels, women in Media and Entertainment are promoted at twice the rate of men Promotions at the top: Compared to corporate America, promotion rates for both Media and Entertainment and News slow substantially from SVP to C-Suite
  • 10. McKinsey & Company 10 And for news organizations specifically, attrition of women is another driver of a tilted pipeline early on Attrition rates by gender in News organizations, % Entry level 13 15 12 13 11 12 7 20 6 3 8 7 Manager Senior Manager Vice President Senior Vice President C-suite Men Women
  • 11. McKinsey & Company 11McKinsey & Company 11 Culture of work
  • 12. McKinsey & Company 12 To reach equality, companies need to invest in creating a strong culture 12 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 McKinsey & Company 12
  • 13. McKinsey & Company 13 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 Source: 2019 Women in the Workplace research
  • 14. McKinsey & Company 14 In Media and Entertainment, women and men in have similar levels of job and career satisfaction overall 78 76 77 75 83 82 Men Women Job satisfaction Career satisfaction Desire for promotion McKinsey & Company 14
  • 15. McKinsey & Company 15 However, while employees across all industries think they have equal opportunity — they are less convinced the system is fair for all % of employees across all industries 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 Source: 2019 Women in the Workplace research 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
  • 16. McKinsey & Company 16 Women in Media and Entertainment say their gender hinders their advancement opportunities Employees who think gender will affect their ability to seize future opportunities, % of respondents Employees who think gender is affecting their ability to seize current opportunities, % of respondents Women being judged by different standards than men is the biggest challenge to achieving gender parity in management, % of respondents who agree 35 15 Women Men 2.3x 27 7 Women Men 3.9x 47 20Men Women 2.3x McKinsey & Company 16
  • 17. McKinsey & Company 17 Key practices shape how employees view opportunity and fairness 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 across Media & Entertainment Men Women 33% 34% % of employees who say their managers help them navigate organizational politics % of employees who say they have 1 or more sponsors Source: 2019 Women in the Workplace research 46% 45% There are clear best practices in hiring and promotions, but not enough companies deploy them 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 Manager support Sponsorship1 Media & Entertainment All companies Media & Entertainment All companies 32% 32%29% 28%
  • 18. McKinsey & Company 18 Microaggressions can have a macro impact % of employees who say they experience microaggressions across all industries 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 Source: 2019 Women in the Workplace research Men Women
  • 19. McKinsey & Company 19 Women in the Media and Entertainment industry experience microaggressions slightly more than women in other industries Types of microaggressions 57 51 43 41 36 22 17 15 13 12 47 42 38 38 30 18 16 14 13 10 Having others take or get credit for your ideas Being mistaken for someone at a much lower level Being interrupted or spoken over Having others explain things to you that you already know Hearing others surprise at your language skills or other abilities Having your judgment questioned in your area of expertise Needing to provide more evidence of your competence than others do Hearing demeaning remarks about you or people like you Hearing insulting or disrespectful remarks about you Feeling you can't talk about yourself or your life outside work Media and entertainment All industries
  • 20. McKinsey & Company 20 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
  • 21. McKinsey & Company 21 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 Source: 2019 Women in the Workplace research
  • 22. McKinsey & Company 22McKinsey & Company 22 Commitment to diversity
  • 23. 23 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. Source: 2019 Women in the Workplace research WomenCompanies 74 87 20151 20191 Companies overall +18% 44 61 2015 2019 Women overall +39% 2015 2019 33 51 Men overall +55% McKinsey & Company 23 Men
  • 24. McKinsey & Company 24 Commitment to gender and diversity in Media and Entertainment is 6% higher than broader Corporate America 1.In 2019, % of HR leaders who answered: How much of a priority is gender diversity for your company I A very important priority. Source: 2019 Women in the Workplace research All Companies 2019 Media and Entertainment 2019 Companies overall Women overallMen overall 201920191 93 87 61 51 2019 44 71 61 71 Companies and employees who say gender diversity is a high priority, %
  • 25. McKinsey & Company 25 Across all industries, there is still room to drive commitment into action through all levels of the organization Source: 2019 Women in the Workplace research 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
  • 26. McKinsey & Company 26 Taking action
  • 27. McKinsey & Company 27 1. To help women advance to senior positions Source: 2019 Women in the Workplace research Establish senior- sponsorship programs Create a commit to a culture of accountability by ensuring people at the top are held accountable for diversity & inclusion Ensure fair evaluations by establishing clear and objective evaluation criteria before the process begins Evaluate all candidates against criteria Sponsors and accountability CriteriaBoard positions Appoint more women to board positions Adding more women to the board can help ensure greater gender party as companies evaluate senior level candidates
  • 28. McKinsey & Company 28 2. To help address culture issues Source: 2019 Women in the Workplace research Combat biases Establish a systematic training program to combat biases Offer unconscious bias training at important decision making junctures Listen Listen to senior women’s perspective learn from those that have successfully navigated obstacles throughout their career Enlist male allies Enlisting men as allies can help close the awareness gap in regards to noticing biased behaviors in the workplace
  • 29. McKinsey & Company 29 Thank you Read the full report: www.womenintheworkplace.com Contact: workplace_survey@mckinsey.com