Jess Huang and Irina Starikova are partners in McKinseys Silicon Valley office, where Delia Zanoschi is a consultant; Alexis Krivkovich and Lareina Yee are senior partners in the San Francisco office. This is an edited extract from Women in the Workplace 2021, a study undertaken by McKinsey and LeanIn.Org. Women are less likely to receive the first critical promotion to managerso far fewer end up on the path to leadershipand they are less likely to be hired into more senior positions. Women are ambitious and hardworking. 5. 1 They earn almost 60 percent of undergraduate degrees and 60 percent of all master's degrees. Since 2015, the number of women in senior leadership has grown. But this years findings make it clearer than ever that companies need to double down on their efforts. In 1889, Anna Bissell became the first-ever female CEO in America. Companies current priorities reflect these changes: an overwhelming majority of companies say that managers efforts to promote employee well-being are critically important and that DEI is one of their key areas of focus. When employees believe senior leaders are supportive of their flexibility needs, they are less likely to consider downshifting their careers or leaving the workforce. This is an important step in the right direction. Recent Highlights Findings from the most recent MWLI show that women comprise 51.5 percent of the Massachusetts population, yet: 31 percent serve in the state legislature; And although the number of White employees who identify as allies to women of color has increased over the past year, the number taking key allyship actions has not. Women are less likely to be hired into manager-level jobs, and they are far less likely to be promoted into themfor every 100 men promoted to manager, 79 women are (Exhibit 2). Given these challenges, its not surprising that Black women are less likely than employees of other races to report they have equal opportunity to advance at work. Regardless of where they work, all women deserve to feel valued and included. Its the only time of my career that I seriously considered a less demanding job. 2. Women leaders are leaving their companies at the highest rate weve ever seenand at a much higher rate than men leaders. Employees should feel empowered to surface bias in the moment and have the training and resources to act when they observe it. Our research finds that, compared with White women, women of color face the most barriers and experience the steepest drop-offs with seniority despite having higher aspirations for becoming a top executive. Women and men see the state of womenand the success of gender-diversity effortsdifferently. The biggest gender gap is at the first step up to manager: entry-level women are 18 percent less likely to be promoted than their male peers. As a result, one in five C-suite leaders is a woman, and fewer than one in 30 is a woman of color. The company I work for is really strict about time off, which I think has led a lot of people in the organization to become really burned out. And the disparity in promotions is not for lack of desire to advance. Until now, the share of women concurrently serving in Cabinet-level positions peaked during President Bill Clintons second term, at 40.9%. No Black or Hispanic women head Fortune 500 companies, while three Asian American women serve as CEOs. Fixing it will set off a positive chain reaction across the entire pipeline. And theyre offering a constellation of benefits to improve womens day-to-day work experiences including, flexibility, emergency childcare benefits, and mental-health support. While women remain statistically underrepresented on Fortune 500 boards, 2019 saw a particularly sharp increase: 44% of new appointments to boards in 2019 were women. Liz Cheney (R-Wyo. Most companies also need to take specific, highly targeted steps to fix their broken rung. The data set this year reflects contributions from 317 companies that participated in the study and more than 40,000 people surveyed on their workplace experiences; more than 45 in-depth interviews were also conducted to dive deeper on the issues. Moreover, among those who are planning to leave, about 80 percent intend to find a job elsewhere and remain in the workforce. Among mothers who are thinking about downshifting or leaving, a majority cite childcare responsibilities as a primary reason. Around 20 percent of employees say that their companys commitment to gender diversity feels like lip service. Despite modest gains in representation over the last eight years, womenand especially women of colorare still dramatically underrepresented in corporate America. We continue to see a troubling gapalthough more than three-quarters of White employees consider themselves allies to women of color at work, less than half take basic allyship actions, such as speaking out against bias or advocating for new opportunities for women of color. Women remain significantly underrepresented in the corporate pipeline (Exhibit 1). And while more White employees see themselves as allies to women of color, they are no more likely than last year to speak out against discrimination, mentor or sponsor women of color, or take other actions to advocate for them. This moment requires long-term thinking, creativity, strong leadership, and a laser focus on the value of women to their organizations. Percentages are the share of female representatives at the outset of each term of Congress. They are also more likely to face microaggressions that challenge their competencesuch as being interrupted, hearing comments on their emotional state, or having their judgment questioned. Managers can relieve employees stressand refocus on key prioritiesby reassessing performance criteria set before the pandemic to make sure those criteria are still attainable. Of these, 89 are Democrats, unchanged since 2019, and 29 are Republicans, up from 13 in the 116th Congress. And without fundamental changes early in the pipeline, gains in womens representation will ultimately stall. Ella Grasso, a Connecticut Democrat, was the first female governor elected in her own right, in 1975. And the emotional toll of repeated instances of racial violence falls heavily on their shoulders. Additionally, companies have found creative ways to give employees extra time off. Take gender diversity as an example. The late Katherine Graham, of The Washington Post Co., was the first female CEO to make the Fortune 500 list, in 1972. However, burnout is still on the rise, especially among women. Below, weve charted the most up-to-date data on the share of women in top U.S. political and business roles over time. This is the seventh year of Women in the Workplace, the largest study of women in corporate America. In contrast with what companies say about their commitment, only around half of all employees think that their company sees gender diversity as a priority and is doing what it takes to make progress. Leaders can also communicate their support for workplace flexibility57 percent of employees say senior leaders at their company have done this during COVID-19. Its increasingly common for employees to review their managers performance, and prompts to gather more expansive input can be added to employee evaluation forms. The fact that so many employees feel always on signals that companies need to define expectations more explicitly. Up to two million women are considering leaving the workforce. When companies take a one-size-fits-all approach to advancing women, women of color end up underserved and left behind. For more information, visit womenintheworkplace.com. Onlys stand out, and because of that, they tend to be more heavily scrutinized. By 2016, nearly 40% of all managers were women. - Mississippi State cruises past Creighton and into the second round with its 81-66 win in the First Round of the NCAA Tournament. Companies cannot rely on remote and hybrid work as a solution; they need to invest in creating a truly inclusive culture. So even as hiring and promotion rates improve for women at senior levels, women as a whole can never catch up. By 2013, 37% of women ages 25 to 29 had at least a bachelor's degree, compared with 30% of men in the same age range. Almost 70 percent of companies say that the work employees do to promote DEI is very or extremely critical, and an even greater number say this is true of the work managers do to support employee well-being. Employees need to understand the barriers that women faceparticularly women with traditionally marginalized identitiesand the benefits of a more inclusive culture. To mitigate this, leaders can assure employees that their performance will be measured based on resultsnot when, where, or how many hours they work. When managers invest in people management and DEI, women are happier and less burned out. Many companies need to do more to put their commitment into practice and treat gender diversity like the business priority it is. The first woman in the Senate was Rebecca Felton (D-Ga.), who was appointed to the seat as a political maneuver in 1922 and served just one day. Although a majority of companies provide general training for managers, far fewer address specifics that are critical to managing teams today, such as how to minimize burnout and ensure promotions are equitable. State used a commanding first quarter and grabbed a 25-16 lead. Under the highly challenging circumstances of the COVID-19 pandemic, many employees are struggling to do their jobs. As a result, the higher you look in companies, the fewer women you see. Preferences for Women. Women leaders are demanding more from their companies, and theyre increasingly willing to switch jobs to get it. Because there are so few, women Onlys stand out in a crowd of men. Younger generations are more likely to see bias in the workplacefor example, managers under 30 are more likely to say they see bias than older employees at the same level. This may affect how they view the workplace and their opportunities for advancement. If companies can create a culture that supports both in-person and remote workers, these employees will be able to take on jobs that previously would have required them to relocate, travel extensively, or manage a long commute. Lang, and Roy B.L. 1615 L St. NW, Suite 800Washington, DC 20036USA Managers and sponsors open doors that help employees advance. Its stalled. For years, fewer women have risen through the ranks because of the broken rung at the first step up to management. They are experiencing similar types of microaggressions, at similar relative frequencies, as they were two years ago. Still, women continue to be underrepresented at every level. . This points to the importance of giving employees as much agency and choice when possible; a one size fits all approach to flexible work wont work for all employees. Young women are even more ambitious and place a higher premium on working in an equitable, supportive, and inclusive workplace. Now companies need to apply the same rigor to addressing the broken rung. One woman served in a Cabinet-level position during Nixon's second term but the changing number of positions over the course of the term makes it impossible to provide a share. Employees who feel this way are much more likely to be burned out and to consider leaving their companies. Women remain underrepresented at every level in corporate America, despite earning more college degrees than men for 30 years and counting. Roughly 60 percent of all employees plan to remain at their companies for five or more years. Since 2016, we have seen the same trend: women are promoted to manager at far lower rates than men, and this makes it nearly impossible for companies to lay a foundation for sustained progress at more senior levels. Given how important it is to fix the broken rung, companies would be well served by setting and publicizing a bold goal to grow the number of women at the manager level. 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