Women remain underrepresented in corporate leadership. While women earn 57% of college degrees, they hold only 20% of senior roles. They face challenges including unequal pay, lack of support from managers, carrying a larger burden of household work, and perceiving their gender as a disadvantage. However, companies that focus on accountability, flexible work policies, and fair hiring/promotions see faster progress getting more women into management and leadership. Individual actions like calling out bias, sponsoring women, and changing biased language can also help close the gender gap.

1. 0
Women
in the Workplace

2. 1
1 “Firm Value” defined as total company market cap
SOURCE: Institute for Women’s Research “The Gender Wage Gap: 2015”; Federal Reserve Bank of New York “Gender and Dynamic Agency: Theory and Evidence
on the Compensation of Top Executives”
MenWomen
79 cents average earned
by a woman for every dollar
earned by a man
VALUES
Meritocracy is important but not yet achieved
$500K average income
that a woman loses out on
over the course of her career
2x penalty in
compensation for changes in
firm value for women vs. men1
$
-63%
-33%

3. 2
57%
College graduates
43%
SOURCE: National Center for Education Statistics, Table 318.10
TALENT
Anybody who doesn’t think about
how to bring in more women won’t
be able to compete, because
they’re just cutting out
half the talent from their opportunity
set.
- Jenny Johnson, Franklin Templeton
Winning the war for talent
requires winning the war
for women

4. 3
PERFORMANCE
Diverse companies outperform
SOURCE: McKinsey Diversity Matters Database, 2017
1 Average EBIT margin, 2011-15
2 Varies by geography, but in most cases includes all non-white ethnicities. In the US, we also include Hispanic of any race. In Singapore, we include only people of Malaysian decent.
Diversity Matters I
(2014)
15%Gender
Diversity
35%Ethnic
Diversity2
1st vs. 4th quartile likelihood of financial performance1 above national industry median
Percent
In our expanded
dataset, the link
between
profitability and
representation
of women in top
teams was even
stronger
Diversity Matters II
(2017)
22%
35%

5. 4
CUSTOMER
Customers are more diverse than most companies
8%
92%
Vacations
Auto-
mobiles
Homes
Consumer
Electronics
49%51%
9%
91%
40%60%
SOURCE: Silverstein and Sayre, “The Female Economy” HBR (2009)
Who controls household spending by gender

6. 5
1 Excluding India and China
2 Excluding Central Asia
SOURCE: McKinsey “The Power of Parity: How advancing women’s equality can add $12 trillion to global growth” (2016)
… if women achieve full parity – the size
of the current US and China economies combined
$28 trillion globally $2.1 trillion in the US
… bigger than the GDP of Texas, and
would drive…
What is the power of parity?
+ 6.4 million jobs+ 1% U.S. GDP
growth per year
through 2025
12
15
10
13
22
9
19
N.
America &
Oceania
Latin
America
Africa Europe 2China India Asia1
Incremental 2025 GDP (% of $28.3 trillion)

7. 6
Yet the gap to close is wide…
SOURCE: : McKinsey “The Power of Parity: How advancing women’s equality can add $12 trillion to global growth” (2016)
McKinsey Global Institute’s Gender Parity Score points to where 95 countries stand on gender parity
0.71
Western
Europe
0.67
Eastern
Europe,
Central Asia
0.57
Sub-Saharan
Africa
0.48
Middle East
N. Africa 0.48
India
0.61
China
0.44
South Asia
(Excl. India)
0.62
East & South
East Asia
(Excl.
China)
0.74
North America,
Oceania1
0.64
Latin America
Gender inequality
(1.00 = gender parity)
High
Extremely high
These 95
countries,
grouped into 10
regions, are home
to 93% of the
world’s female
population

8. 7
Corporate America is not
on a path to gender
equality
At current rates, it would take
more than 100 years
to reach gender equality
in the C-suite

9. 8
The corporate pipeline is leaky … and women of color
face the steepest drop off1
1 Women in workplace 2017 study includes 222 companies and is North America focused
SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
White men
Men of color
White women
Women of color
2017
Pipeline
% women
36%
16%
31%
17%
47%
16%
26%
11%
54%
13%
26%
8%
61%
11%
23%
6%
70%
9%
18%
4%
67%
12%
18%
3%
47% 37% 33% 29% 21% 20%
C-suiteSVPVP
Sr. Manager/
Director
ManagerEntry level
MenWomen

10. 9
Women are even less represented in the industrial and
manufacturing sectors1
Men
Women
2017 All
companies2
pipeline
% women
74%
26%
80%
20%
80%
20%
82%
18%
84%
16%
87%
13%
47% 37% 33% 29% 21% 20%
C-suiteSVPVP
Sr. Manager/
Director
ManagerEntry level
1 Women in workplace 2017 Automotive & Industrial Manufacturing benchmark includes 12 companies and is North America focused
2 Women in workplace 2017 study includes 222 companies and is North America focused
SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
MenWomen

11. 10
For most companies attrition is not the problem
% OF EMPLOYEES WHO REPORT THEY PLAN TO STAY OR LEAVE
THEIR COMPANY WITHIN THE NEXT TWO YEARS
Taking a role at
another
company
Leaving the
workforce to
focus on family
72%
73%
2%
1%
Planning
to stay
Planning
to leave
73%
27%
26%
74%
Why employees plan to leave
MenWomen
SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study

12. 11
Women are 18% less likely than men to be promoted
to manager
Women are progressing more slowly than men
SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study

13. 12
What do women’s and men’s
experiences tell us?

14. 13
Have you ever asked
for a promotion?
Yes No

15. 14
Women are just as interested in being promoted as men, but
men move up more often without asking
SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
MenWomen
% of women who asked for a promotion
Entry level Senior
management
31% 32% 40% 38%
% that got a promotion without asking
13% 17%

16. 15
Do you get support
from managers and senior
leaders?
Yes No

17. 16SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
Women receive less support from their managers…
women than men report their manager
provides advice to help them advance
women than men report they interact
regularly with senior leadership
10% less
20% less
People who receive
advice from their
managers are statistically
more likely
to receive a promotion

18. 17
… and managers continue to lag in key practices
to improve gender diversity
SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
MenWomen
32% 45%
Managers ensure that a
diversity of voices are heard
Disrespectful behavior
toward women is quickly
addressed
34% 55%
How is your company performing on gender diversity?
Percent who agree…
30%
of managers regularly address gender-biased
language and behavior when it happens

19. 18
Do you do most or all of the
household work?
Yes No

20. 19
19McKinsey & Company 19McKinsey & Company
…this holds even for primary bread winners
on average
12%
of men
report doing
all or most of
the household
work
43%
of women
compared to
SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
Women carry most of the burden at home MenWomen
54%
22%
% OF MEN AND WOMEN THAT DO ALL
OR MOST OF THE HOUSEWORK
Women do most housework…

21. 20
Has your gender been
a disadvantage as you’ve
progressed in your career?
Yes No

22. 21SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
% OF WOMEN AND MEN WHO THINK …
MenWomen
Gender impacts women’s opportunities and day-to-day
experience
37% 8%
My gender has played a role in
missing out on a raise, promotion,
or a chance to get ahead
I have equal opportunity
for growth as my peers
My gender will make it harder to
get a raise, promotion, or chance
to get ahead
39% 15% 57% 62%

23. 22SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
WhiteAsianLatinaBlack
% OF WOMEN WHO THINK …
HOW WOMEN VIEW OPPORTUNITY
They have equal opportunity for growth
as their peers
The best opportunities go to the most
deserving employees
48%
29%
55%
38%
55%
40%
59%
Promotions are based on fair
and objective criteria 34% 39% 40% 41%
40%
… and this is particularly stark for women of color

24. 23SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
Nearly 50% of men think women
are well represented in leadership
where only one in ten senior leaders
is a woman
Remarkably 33% of women agree
Despite this, we do not all see that there is an issue –
this is particularly true for men

25. 24
So how do we change the
game?

26. 25
Six actions companies can take to accelerate diversity
Focus on accountability and results
Have managers drive day-to-day change
Give employees the flexibility to fit work into their lives
Ensure hiring, promotions, and reviews are fair
Offer trainings geared towards making the workplace more diverse
Make a compelling case for gender diversity

27. 26
More men committed to
gender diversity
Faster promotion rate of
women across the pipeline
More women in C-suite,
SVP and VP levels
More women
as managers
5x 2x 80% 15%
1 Results based on top performing vs. bottom-performing companies
SOURCE: 2017 McKinsey and LeanIn.Org Women in the Workplace study
Top performers are seeing results1

28. 27
Steps you can take today
Talk about
why
gender
diversity
matters to
you – both
up and
down
Call out
bias
when you
see it – it
only
takes
one voice
Create an
account
scorecard
Commit to
sponsoring
three
junior
women
Change
your own
language
to
eliminate
bias
Share
women’s
success
stories

29. 28
THANK
YOU
To read our 2017 study go to
www.womenintheworkplace.com