What Works is built on new insights into the human mind. It draws on data collected by companies, universities, and governments in Australia, India, Norway, the United Kingdom, the United States, Zambia, and other countries, often in randomized controlled trials. It points out dozens of evidence-based interventions that could be adopted right now and demonstrates how research is addressing gender bias, improving lives and performance. What Works shows what more can be done—often at shockingly low cost and surprisingly high speed.
Throughout our history, the labor movement has accomplished a lot. If you get weekends off or overtime pay, thank the union members who fought for those rights. None of our movement’s achievements would have happened without the effort, organization and advocacy of our brothers and sisters. But injustice still runs amok. We must look to the past not only for inspiration, but for the tools we need to continue the fight. The roots of the problems we face today can be found in our past. So can the beginnings of the solutions we need for our future.
This year, 329 companies employing more than 13 million people shared their pipeline data or completed a survey of their HR practices. In addition, more than 68,500 employees were surveyed on their workplace experiences, and we interviewed women and men of different races and ethnicities, LGBTQ women and men, and women with disabilities at all levels in their organizations
for additional insights.
Our 2019 findings build on our data from the last four years, as well as similar research conducted by McKinsey & Company in 2012.
For the last four years, companies have reported that they are highly committed to gender diversity. But that commitment has not translated into meaningful progress.
Women continue to be vastly underrepresented at every level. For women of color, it’s even worse. Only about one in five senior leaders is a woman, and one in twenty-five is a woman of color.
Progress isn’t just slow—it’s stalled. And we know why.
In corporate America, women fall behind early and continue to lose ground with every step
Here’s the short of it: even though both men and women reported loving their groups, because of the study’s findings, the program will not put a woman alone on a team of men again.
What happens when women are outnumbered? After years spent analyzing lab and real-life settings to determine what it takes for a woman to really be heard—to truly be perceived as competent and influential—these professors have found the same truth: for women, having a seat at the table does not mean having a voice.
Will the office be obsolete by 2030? Knowledge workers think so.
About three-quarters of knowledge workers would be willing to quit a job that didn’t allow remote working for one that did.
Companies looking to attract and retain talent should think about their remote work policies. 95 percent of U.S. knowledge workers want to work remotely, and 74 percent would be willing to quit a job to do so.
Women value remote work more than men, but are less likely to have the opportunity.
62 percent of female knowledge workers say the option to work remotely is one of the perks they would most want an employer to offer, as opposed to just 53 percent of male knowledge workers. And yet there are significant gender disparities: 40 percent of female knowledge workers say they don’t work remotely because their company doesn’t allow it, compared to 25 percent of men of the same group saying the same thing.
Using a unique sample of 5,022 workers in 94 large German workplaces, the authors explore whether and how women’s access to higher level positions, firms’ human resources practices, and workers’ qualification levels are associated with gender differences in earnings. First, they find that having more women in management reduces the gender earnings gap for jobs with low qualifications, but not those with high qualifications. Second, they find that while men’s compensation is positively affected by having a male supervisor, women with a female supervisor do not receive such an advantage. Finally, they find that human resources practices and job-level qualifications moderate the association between gendered power and gender earnings inequalities. Integrating women into managerial and supervisory roles does not automatically reduce gender inequalities; its impacts are contingent on organizational context.
Accenture has found that a culture of equality—the same kind of workplace environment that helps everyone advance to higher positions—is a powerful multiplier of innovation and growth. Global gross domestic product would increase by up to US$8 trillion by 2028 if innovation mindset in all countries were raised by 10 percent. Diversity positively influences an innovation mindset, and equality is the multiplier. A culture of equality is anchored by three pillars: an Empowering Environment (one that trusts employees, respects individuals and offers freedom to be creative and to train and work flexibly), Bold Leadership (a diverse leadership team that sets, shares and measures equality targets openly), and Comprehensive Action (policies and practices that are family-friendly, support all genders and are bias- free in attracting and retaining people).
Valuing the risk of workplace sexual harassment
Using data on sexual harassment charges filed with the Equal Employment Opportunity Commission, Hersch calculates the risk of sexual harassment by gender, industry, and age and establish that white females, but not nonwhite females, receive a compensating wage differential for exposure to a higher risk of sexual harassment.