Increase the percentage of the workforce engaging in anti-racism, unconscious bias, and DEI training. Direct senior leadership to fully and publicly support DEI efforts both with active participation in programs and events to advance DEI, and also through ensuring that DEI initiatives are appropriately resourced. Truly hold senior leaders accountable for progress on diversity goals, treating diversity on a par with any other business priority with related incentives for achieving those goals. More fully track representation, as well as hiring and promotion outcomes, for women (and especially for women of color)-including whether they are being hired and promoted at similar rates to other employees. Address the “broken rung” in promotions at the first step up to manager, and the significant decline in representation of women of color at every level of advancement. It also includes some problem resolution, with several specific recommendations for companies to pursue in order to address these gender equality concerns, including: That type of turnover should be a board eye-opener.īut the Study is not all problem-identification. This “burnout” is contributing to substantial numbers of women employees considering a downshift in their careers, switching jobs or even leaving the company-all disturbing talent development trends.
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The pandemic continues to have a disproportionate impact on women employees-and at increasing rates.
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This is a reprise from one of the major conclusions of the 2020 Study. Women employees continue to experience greater rates of burnout. The Study attributes this as a reason why the percentage of women of color serving as corporate executives remains stagnant-at about only 4 percent over the past three years. Between the entry level and the executive suite, the representation of women of color declines at a rate exceeding 75 percent. The Study concludes that promotions at the first step up to manager are not equitable (that persistent “broken rung” challenge) and women of color lose ground in representation at every level. All of this can have incredibly negative implications for employee well-being, and the credibility of corporate efforts to prioritize gender and race in DEI efforts. They continue to experience various types of microaggressions, and at a greater level of frequency and significance than white women. Women of color are still confronting significant bias and discrimination in the workplace.
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You would think that after the increased focus on racial equity issues over the past year, the workplace experiences of women of color should have improved. Women of color continue to have a worse experience at work. It can also be harmful to companies and their employees if efforts towards employee well-being goals are being undervalued. This can be harmful to women who are investing a disproportionate time and energy in pursuing these priorities. The Study notes that the critical employee well-being and diversity, equity and inclusion (“DEI”) work that women are performing, and their evolution as stronger leaders, are in many instances going unrewarded and unrecognized by senior leadership. There is the key challenge of hierarchical validation.