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According to the fifth report on Women In the Workplace by McKinsey & Company and LeanIn.org, female representation at entry level positions is not encouraging enough
McKinsey & Company and LeanIn.org have come out with their fifth report about Women in the Workplace 2019. Even with more women in the boardrooms, female representation – especially for women of colour – in the entry-level positions is not encouraging. This definitely will have an impact on women trying to go higher up the hierarchical chains in organisations.
This data is collected from around 600 companies. The companies have over a quarter of a million employees surveyed, along with more than 100 in-depth one-on-one interviews, to know about their experiences at work.
In 2019, around 44 percent of the total companies surveyed had three or more women in their topmost level of management, the C-suite. This is definitely an improvement from the 29 percent in 2015.
The companies are realising the benefits of having more women in top-level management as they influence the business decisions and the organisation culture. This is probably why they are hiring or promoting more women at the director level and above in the past few years. Though the progress made is heartening, even now, only 1 in 5 among top-level executives is a woman—and only 1 in 25 of the total number of executives is a woman of colour, something that needs to be looked into.
The percentage of women representation may have seen a growth in the past 5 years, but the reality is that they continue to be underrepresented at every level. But the key impediment that women face is much earlier in the pipeline when they try and take their first step from an entry-level executive to a manager.
Taking care of this “broken rung” is the key to achieving parity. The present numbers state that the ratio of entry-level executives being promoted or hired to managerial positions is 100 to 72 in favour of men. No wonder then that men end up holding 62 percent of manager-level positions. This leads to more women being stranded at the entry-level, and fewer women are becoming managers which no doubt affects their morale.
The inequality has a long-term impact on the talent pipeline. Because men outnumber women at the managerial level considerably, there are significantly fewer women to hire or promote to senior managers. The number of women decreases at every subsequent level due to which they are still playing catch up.
The case for fixing the broken rung is powerful. If women are promoted and hired to first-level managers at the same rates as men, corporates in the US will add one million more women in their management over the next five years.
The employers need to be proactive and work on finding optimal solutions to address this problem before it is too late. To do so they can take the following steps:
Employees across all demographic groups are happier with their company and are more likely to stay when they feel they have equal opportunity for advancement and think the system is fair. But many of the employees do believe that the system is not fair for everyone.
Less than half of the women and men think the best opportunities are given to deserving employees. And fewer than a quarter feel that the most qualified candidates are promoted to managerial roles.
Employees feel that adequate support from their superiors (through giving more responsibilities and providing sponsorship opportunities) along with impartial hiring and promotion practices are important to create a fair and equitable workplace environment.
Managerial support is essential because, as per the report, only about one in four employees confirm that their managers assist them in shaping their career. And about one in three employees say that their managers provide them better career opportunities. At the same time, less than a third of the employees get the sponsorship from their superiors to get ahead in their career.
Women of colour, lesbian and bisexual women and women with disabilities face even worse experiences than other women. More barriers to advancement, inadequate support from managers and fewer sponsorship opportunities leave them less happy at work. That they are more likely to quit their jobs is a very serious concern.
Although 87 percent of companies are right behind the goal of gender diversity, compared to the 74 percent in 2015, many employers need to do more treat gender diversity with utmost seriousness.
Setting diversity targets and sharing diversity metrics across the board, holding leaders accountable and rewarding them when they make progress is the need of the hour.
Picture credits: Pexels
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Women's Web is an open platform that publishes a diversity of views, individual posts do not necessarily represent the platform's views and opinions at all times.
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Bhool Bhulaiyaa 2 might have had a box office collection of 260 crores INR and entertained Indian audiences, but it's full of problematic stereotypes.
Bhool Bhulaiyaa 2 starts with a scene in which the protagonist, Ruhaan (played by Kartik Aaryan) finds an abandoned pink suitcase in a moving cable car and thinks there is a bomb inside it.
Just then, he sees an unknown person (Kiara Advani) wave and gesture at him to convey that the suitcase is theirs. Ruhaan, with the widest possible smile, says, “Bag main bomb nahi hai, bomb ka bag hai,” (There isn’t a bomb in the bag, the bag belongs to a bomb).
Who even writes such dialogues in 2022?
Be it a working or a homemaker mother, every parent needs a support system to be able to manage their children, housework, and mental health.
Let me at the outset clarify that when I mention ‘work’ here, it includes ANY work. So, it could be the work at home done by a homemaker parent or it could be work in a professional/entrepreneurial environment.
Either way, every parent struggles to find that fine balance between ‘work’ and ‘parenting’, especially with younger kids who still need high emotional and physical support from their caretakers. And not just any balance, but more importantly, balance that lets them keep their own sanity intact!