gender equality in the workplace presentation

Women in the Workplace 2023

Women in the Workplace

This is the ninth year of the Women in the Workplace report. Conducted in partnership with LeanIn.Org , this effort is the largest study of women in corporate America and Canada. This year, we collected information from 276 participating organizations employing more than ten million people. At these organizations, we surveyed more than 27,000 employees and 270 senior HR leaders, who shared insights on their policies and practices. The report provides an intersectional look at the specific biases and barriers faced by Asian, Black, Latina, and LGBTQ+ women and women with disabilities.

About the authors

This year’s research reveals some hard-fought gains at the top, with women’s representation in the C-suite at the highest it has ever been. However, with lagging progress in the middle of the pipeline—and a persistent underrepresentation of women of color 1 Women of color include women who are Asian, Black, Latina, Middle Eastern, mixed race, Native American/American Indian/Indigenous/Alaskan Native, and Native Hawaiian or Pacific Islander. Due to small sample sizes for other racial and ethnic groups, reported findings on individual racial and ethnic groups are restricted to Asian women, Black women, and Latinas. —true parity remains painfully out of reach.

The survey debunks four myths about women’s workplace experiences  and career advancement. A few of these myths cover old ground, but given the notable lack of progress, they warrant repeating. These include women’s career ambitions, the greatest barrier to their ascent to senior leadership, the effect and extent of microaggressions in the workplace, and women’s appetite for flexible work. We hope highlighting these myths will help companies find a path forward that casts aside outdated thinking once and for all and accelerates progress for women.

The rest of this article summarizes the main findings from the Women in the Workplace 2023 report and provides clear solutions that organizations can implement to make meaningful progress toward gender equality.

State of the pipeline

Over the past nine years, women—and especially women of color—have remained underrepresented across the corporate pipeline (Exhibit 1). However, we see a growing bright spot in senior leadership. Since 2015, the number of women in the C-suite has increased from 17 to 28 percent, and the representation of women at the vice president and senior vice president levels has also improved significantly.

These hard-earned gains are encouraging yet fragile: slow progress for women at the manager and director levels—representation has grown only three and four percentage points, respectively—creates a weak middle in the pipeline for employees who represent the vast majority of women in corporate America. And the “Great Breakup” trend we discovered in last year’s survey  continues for women at the director level, the group next in line for senior-leadership positions. That is, director-level women are leaving at a higher rate than in past years—and at a notably higher rate than men at the same level. As a result of these two dynamics, there are fewer women in line for top positions.

To view previous reports, please visit the Women in the Workplace archive

Moreover, progress for women of color is lagging behind their peers’ progress. At nearly every step in the pipeline, the representation of women of color falls relative to White women and men of the same race and ethnicity. Until companies address this inequity head-on, women of color will remain severely underrepresented in leadership positions—and mostly absent from the C-suite.

“It’s disheartening to be part of an organization for as many years as I have been and still not see a person like me in senior leadership. Until I see somebody like me in the C-suite, I’m never going to really feel like I belong.”

—Latina, manager, former executive director

Four myths about the state of women at work

This year’s survey reveals the truth about four common myths related to women in the workplace.

Myth: Women are becoming less ambitious Reality: Women are more ambitious than before the pandemic—and flexibility is fueling that ambition

At every stage of the pipeline, women are as committed to their careers and as interested in being promoted as men. Women and men at the director level—when the C-suite is in closer view—are also equally interested in senior-leadership roles. And young women are especially ambitious. Nine in ten women under the age of 30 want to be promoted to the next level, and three in four aspire to become senior leaders.

Women represent roughly one in four C-suite leaders, and women of color just one in 16.

Moreover, the pandemic and increased flexibility did not dampen women’s ambitions. Roughly 80 percent of women want to be promoted to the next level, compared with 70 percent in 2019. And the same holds true for men. Women of color are even more ambitious than White women: 88 percent want to be promoted to the next level. Flexibility is allowing women to pursue their ambitions: overall, one in five women say flexibility has helped them stay in their job or avoid reducing their hours. A large number of women who work hybrid or remotely point to feeling less fatigued and burned out as a primary benefit. And a majority of women report having more focused time to get their work done when they work remotely.

The pandemic showed women that a new model of balancing work and life was possible. Now, few want to return to the way things were. Most women are taking more steps to prioritize their personal lives—but at no cost to their ambition. They remain just as committed to their careers and just as interested in advancing as women who aren’t taking more steps. These women are defying the outdated notion that work and life are incompatible, and that one comes at the expense of the other.

Myth: The biggest barrier to women’s advancement is the ‘glass ceiling’ Reality: The ‘broken rung’ is the greatest obstacle women face on the path to senior leadership

For the ninth consecutive year, women face their biggest hurdle at the first critical step up to manager. This year, for every 100 men promoted from entry level to manager, 87 women were promoted (Exhibit 2). And this gap is trending the wrong way for women of color: this year, 73 women of color were promoted to manager for every 100 men, down from 82 women of color last year. As a result of this “broken rung,” women fall behind and can’t catch up.

Progress for early-career Black women remains the furthest behind. After rising in 2020 and 2021 to a high of 96 Black women promoted for every 100 men—likely because of heightened focus across corporate America—Black women’s promotion rates have fallen to 2018 levels, with only 54 Black women promoted for every 100 men this year.

While companies are modestly increasing women’s representation at the top, doing so without addressing the broken rung offers only a temporary stopgap. Because of the gender disparity in early promotions, men end up holding 60 percent of manager-level positions in a typical company, while women occupy 40 percent. Since men significantly outnumber women, there are fewer women to promote to senior managers, and the number of women decreases at every subsequent level.

Myth: Microaggressions have a ‘micro’ impact Reality: Microaggressions have a large and lasting impact on women

Microaggressions are a form of everyday discrimination that is often rooted in bias. They include comments and actions—even subtle ones that are not overtly harmful—that demean or dismiss someone based on their gender, race, or other aspects of their identity. They signal disrespect, cause acute stress, and can negatively impact women’s careers and health.

Years of data show that women experience microaggressions at a significantly higher rate than men: they are twice as likely to be mistaken for someone junior and hear comments on their emotional state (Exhibit 3). For women with traditionally marginalized identities, these slights happen more often and are even more demeaning. As just one example, Asian and Black women are seven times more likely than White women to be confused with someone of the same race and ethnicity.

As a result, the workplace is a mental minefield for many women, particularly those with traditionally marginalized identities. Women who experience microaggressions are much less likely to feel psychologically safe, which makes it harder to take risks, propose new ideas, or raise concerns. The stakes feel just too high. On top of this, 78 percent of women who face microaggressions self-shield at work, or adjust the way they look or act in an effort to protect themselves. For example, many women code-switch—or tone down what they say or do—to try to blend in and avoid a negative reaction at work. Black women are more than twice as likely as women overall to code-switch. And LGBTQ+ women are 2.5 times as likely to feel pressure to change their appearance to be perceived as more professional. The stress caused by these dynamics cuts deep.

Women who experience microaggressions—and self-shield to deflect them—are three times more likely to think about quitting their jobs and four times more likely to almost always be burned out. By leaving microaggressions unchecked, companies miss out on everything women have to offer and risk losing talented employees.

“It’s like I have to act extra happy so I’m not looked at as bitter because I’m a Black woman. And a disabled Black woman at that. If someone says something offensive to me, I have to think about how to respond in a way that does not make me seem like an angry Black woman.”

—Black woman with a physical disability, entry-level role

Myth: It’s mostly women who want—and benefit from—flexible work Reality: Men and women see flexibility as a ‘top 3’ employee benefit and critical to their company’s success

Most employees say that opportunities to work remotely and have control over their schedules are top company benefits, second only to healthcare (Exhibit 4). Workplace flexibility even ranks above tried-and-true benefits such as parental leave and childcare.

As workplace flexibility transforms from a nice-to-have for some employees to a crucial benefit for most, women continue to value it more. This is likely because they still carry out a disproportionate amount of childcare and household work. Indeed, 38 percent of mothers with young children say that without workplace flexibility, they would have had to leave their company or reduce their work hours.

But it’s not just women or mothers who benefit: hybrid and remote work are delivering important benefits to most employees. Most women and men point to better work–life balance as a primary benefit of hybrid and remote work, and a majority cite less fatigue and burnout (Exhibit 5). And research shows that good work–life balance and low burnout are key to organizational success. Moreover, 83 percent of employees cite the ability to work more efficiently and productively as a primary benefit of working remotely. However, it’s worth noting companies see this differently: only half of HR leaders say employee productivity is a primary benefit of working remotely.

For women, hybrid or remote work is about a lot more than flexibility. When women work remotely, they face fewer microaggressions and have higher levels of psychological safety.

Employees who work on-site also see tangible benefits. A majority point to an easier time collaborating and a stronger personal connection to coworkers as the biggest benefits of working on-site—two factors central to employee well-being and effectiveness. However, the culture of on-site work may be falling short. While 77 percent of companies believe a strong organizational culture is a key benefit of on-site work, most employees disagree: only 39 percent of men and 34 percent of women who work on-site say a key benefit is feeling more connected to their organization’s culture.

Not to mention that men benefit disproportionately from on-site work: compared with women who work on-site, men are seven to nine percentage points more likely to be “in the know,” receive the mentorship and sponsorships they need, and have their accomplishments noticed and rewarded.

A majority of organizations have started to formalize their return-to-office policies, motivated by the perceived benefits of on-site work (Exhibit 6). As they do so, they will need to work to ensure everyone can equally reap the benefits of on-site work.

Recommendations for companies

As companies work to support and advance women, they should focus on five core areas:

• tracking outcomes for women’s representation
• empowering managers to be effective people leaders
• addressing microaggressions head-on
• unlocking the full potential of flexible work
• fixing the broken rung, once and for all

Sixty percent of companies have increased their financial and staffing investments in diversity, equity, and inclusion over the past year. And nearly three in four HR leaders say DEI is critical to their companies’ future success.

1. Track outcomes to improve women’s experience and progression

Tracking outcomes is critical to any successful business initiative. Most companies do this consistently when it comes to achieving their financial objectives, but few apply the same rigor to women’s advancement. Here are three steps to get started:

Measure employees’ outcomes and experiences—and use the data to fix trouble spots. Outcomes for drivers of women’s advancement include hiring, promotions, and attrition. Visibility into other metrics—such as participation in career development programs, performance ratings, and employee sentiments—that influence career progression is also important, and data should be collected with appropriate data privacy protections in place. Then, it’s critically important that companies mine their data for insights that will improve women’s experiences and create equal opportunities for advancement. Ultimately, data tracking is only valuable if it leads to organizational change.

Take an intersectional approach to outcome tracking. Tracking metrics by race and gender combined should be table stakes. Yet, even now, fewer than half of companies do this, and far fewer track data by other self-reported identifiers, such as LGBTQ+ identity. Without this level of visibility, the experiences and career progression of women with traditionally marginalized identities can go overlooked.

Share internal goals and metrics with employees. Awareness is a valuable tool for driving change—when employees are able to see opportunities and challenges, they’re more invested in being part of the solution. In addition, transparency with diversity, equity, and inclusion (DEI) goals and metrics can send a powerful signal to employees with traditionally marginalized identities that they are supported within the organization.

2. Support and reward managers as key drivers of organizational change

Managers are on the front lines of employees’ experiences and central to driving organizational change. As companies more deeply invest in the culture of work, managers play an increasingly critical role in fostering DEI, ensuring employee well-being, and navigating the shift to flexible work. These are all important business priorities, but managers do not always get the direction and support they need to deliver on them. Here are three steps to get started:

Clarify managers’ priorities and reward results. Companies need to explicitly communicate to managers what is core to their roles and motivate them to take action. The most effective way to do this is to include responsibilities like career development, DEI, and employee well-being in managers’ job descriptions and performance reviews. Relatively few companies evaluate managers on metrics linked to people management. For example, although 61 percent of companies point to DEI as a top manager capability, only 28 percent of people managers say their company recognizes DEI in performance reviews. This discrepancy may partially explain why not enough employees say their manager treats DEI as a priority.

Equip managers with the skills they need to be successful. To effectively manage the new demands being placed on them, managers need ongoing education. This includes repeated, relevant, and high-quality training and nudges that emphasize specific examples of core concepts, as well as concrete actions that managers can incorporate into their daily practices. Companies should adopt an “often and varied” approach to training and upskilling and create regular opportunities for coaching so that managers can continue to build the awareness and capabilities they need to be effective.

Make sure managers have the time and support to get it right. It requires significant intentionality and follow-through to be a good people and culture leader, and this is particularly true when it comes to fostering DEI. Companies need to make sure their managers have the time and resources to do these aspects of their job well. Additionally, companies should put policies and systems in place to make managers’ jobs easier.

3. Take steps to put an end to microaggressions

Microaggressions are pervasive, harmful to the employees who experience them, and result in missed ideas and lost talent. Companies need to tackle microaggressions head-on. Here are three steps to get started:

Make clear that microaggressions are not acceptable. To raise employee awareness and set the right tone, it’s crucial that senior leaders communicate that microaggressions and disrespectful behavior of any kind are not welcome. Companies can help with this by developing a code of conduct that articulates what supportive and respectful behavior looks like—as well as what’s unacceptable and uncivil behavior.

Teach employees to avoid and challenge microaggressions. Employees often don’t recognize microaggressions, let alone know what to say or do to be helpful. That’s why it’s so important that companies have employees participate in high-quality bias and allyship training and receive periodic refreshers to keep key learnings top of mind.

Create a culture where it’s normal to surface microaggressions. It’s important for companies to foster a culture that encourages employees to speak up when they see microaggressions or other disrespectful behavior. Although these conversations can be difficult, they often lead to valuable learning and growth. Senior leaders can play an important role in modeling that it is safe to surface and discuss these behaviors.

4. Finetune flexible working models

The past few years have seen a transformation in how we work. Flexibility is now the norm in most companies; the next step is unlocking its full potential and bringing out the best of the benefits that different work arrangements have to offer. Here are three steps to get started:

Establish clear expectations and norms around working flexibly. Without this clarity, employees may have very different and conflicting interpretations of what’s expected of them. It starts with redefining the work best done in person, versus remotely, and injecting flexibility into the work model to meet personal demands. As part of this process, companies need to find the right balance between setting organization-wide guidelines and allowing managers to work with their teams to determine an approach that unlocks benefits for men and women equally.

Measure the impact of new initiatives to support flexibility and adjust them as needed. The last thing companies want to do is fly in the dark as they navigate the transition to flexible work. As organizations roll out new working models and programs to support flexibility, they should carefully track what’s working, and what’s not, and adjust their approach accordingly—a test-and-learn mentality and a spirit of co-creation with employees are critical to getting these changes right.

Few companies currently track outcomes across work arrangements. For example, only 30 percent have tracked the impact of their return-to-office policies on key DEI outcomes.

Put safeguards in place to ensure a level playing field across work arrangements. Companies should take steps to ensure that employees aren’t penalized for working flexibly. This includes putting systems in place to make sure that employees are evaluated fairly, such as redesigning performance reviews to focus on results rather than when and where work gets done. Managers should also be equipped to be part of the solution. This requires educating managers on proximity bias. Managers need to ensure their team members get equal recognition for their contributions and equal opportunities to advance regardless of working model.

5. Fix the broken rung for women, with a focus on women of color

Fixing the broken rung is a tangible, achievable goal and will set off a positive chain reaction across the pipeline. After nine years of very little progress, there is no excuse for companies failing to take action. Here are three steps to get started:

Track inputs and outcomes. To uncover inequities in the promotions process, companies need to track who is put up for and who receives promotions—by race and gender combined. Tracking with this intersectional lens enables employers to identify and address the obstacles faced by women of color, and companies can use these data points to identify otherwise invisible gaps and refine their promotion processes.

Work to de-bias performance reviews and promotions. Leaders should put safeguards in place to ensure that evaluation criteria are applied fairly and bias doesn’t creep into decision making. Companies can take these actions:

• Send “bias” reminders before performance evaluations and promotion cycles, explaining how common biases can impact reviewers’ assessments.
• Appoint a “bias monitor” to keep performance evaluations and promotions discussions focused on the core criteria for the job and surface potentially biased decision making.
• Have reviewers explain the rationale behind their performance evaluations and promotion recommendations. When individuals have to justify their decisions, they are less likely to make snap judgments or rely on gut feelings, which are prone to bias.

Invest in career advancement for women of color. Companies should make sure their career development programs address the distinct biases and barriers that women of color experience. Yet only a fraction of companies tailor career program content for women of color. And given that women of color tend to get less career advice and have less access to senior leaders, formal mentorship and sponsorship programs can be particularly impactful. It’s also important that companies track the outcomes of their career development programs with an intersectional lens to ensure they are having the intended impact and not inadvertently perpetuating inequitable outcomes.

Practices of top-performing companies

Companies with strong women’s representation across the pipeline are more likely to have certain practices in place. The following data are based on an analysis of top performers—companies that have a higher representation of women and women of color than their industry peers (Exhibit 7).

This year’s survey brings to light important realities about women’s experience in the workplace today. Women, and particularly women of color, continue to lose the most ground in middle management, and microaggressions have a significant and enduring effect on many women—especially those with traditionally marginalized identities. Even still, women are as ambitious as ever, and flexibility is contributing to this, allowing all workers to be more productive while also achieving more balance in their lives. These insights can provide a backdrop for senior leaders as they plan for the future of their organizations.

Emily Field is a partner in McKinsey’s Seattle office; Alexis Krivkovich and Lareina Yee are senior partners in the Bay Area office, where Nicole Robinson is an associate partner; Sandra Kügele is a consultant in the Washington, D.C., office.

The authors wish to thank Zoha Bharwani, Quentin Bolton, Sara Callander, Katie Cox, Ping Chin, Robyn Freeman, James Gannon, Jenn Gao, Mar Grech, Alexis Howard, Isabelle Hughes, Sara Kaplan, Ananya Karanam, Sophia Lam, Nina Li, Steven Lee, Anthea Lyu, Tess Mandoli, Abena Mensah, Laura Padula, David Pinski, Jane Qu, Charlie Rixey, Sara Samir, Chanel Shum, Sofia Tam, Neha Verma, Monne Williams, Lily Xu, Yaz Yazar, and Shirley Zhao for their contributions to this article.

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Gender bias can lead to productivity losses of about $2.8 million a year. Image:  Unsplash/Christina @ wocintechchat.com

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Stay up to date:, education, gender and work.

• Gender in-equity in the workplace can be inherent in recruitment processes, particularly in male-dominated industries.
• Yet gender bias can lead to productivity losses of about $2.8 million a year, a recent study found.
• Standardized interviews and skills-based assessments can help address the issue.
• So can salary transparency and offering flexible working to allow for childcare duties.

Despite efforts to improve gender equality in the workplace, women still earn considerably less than their male colleagues and remain under-represented at senior level. Indeed, the global pay gap between the sexes stood at 50% last year , according to the World Economic Forum.

Yet improving workplace equality also has its benefits for employers. A 1% gender bias effect at a Fortune 500 company that hires 8,000 people a year can lead to productivity losses of about $2.8 million a year , found a recent study from Oregon State University.

Have you read?

The future of jobs report 2023, how to follow the growth summit 2023, growth summit 2023: how can we accelerate economic equity, here are five ways to improve gender equality in the workplace:.

1. Make a longer shortlist when recruiting

Gender inequities can be inherent in informal recruitment processes, particularly in male-dominated industries.

To address this, recruiters should make their informal shortlist longer, suggest researchers writing in the Harvard Business Review . Adding an additional three candidates to an initial shortlist of three saw the women-to-men ratio rise from 1:6 on the original list, to 1:4 on the extended one, their study showed.

2. Remove the gender pay gap

The gender pay gap measures the difference in average earnings between male and female employees. In 2020, women worldwide earned 81 cents for every US dollar earned by men , according to Statista. While this has improved over the years – up from 74 cents in 2015 – more work is needed, particularly as women are still less likely to negotiate their salary.

Employers can promote gender equality in the workplace by being transparent about wages, to ensure women aren’t receiving less than men in equivalent roles.

Pay brackets can encourage female applicants and employees to negotiate their wage by giving an indication of reasonable expectations for a particular role.

3. Use skills-based assessments

Employers in the UK are encouraged to use skills-based assessments and structured interviews when recruiting, to reduce the risk of unfair bias.

Asking candidates to perform tasks they would be expected to carry out in the role they are applying for, enables organizations to assess their suitability based on their performance, says a report from the Government Equalities Office. These tasks need to be standardized across all applicants to ensure fairness.

Recruiters are also urged to use structured interviews, where all candidates are asked the same questions in a predetermined order and format. Grading the responses using standardized criteria reduces the risk of unconscious bias, the report says.

4. Have women mentor men

Another way to improve gender equality in the workplace is by letting women mentor men. Mentoring in the workplace can prove invaluable in helping an employee progress their career. The benefits of junior business women having a mentor to help break the barriers they face are well documented.

But specifically having women mentor men could benefit both parties , and society as a whole, by allowing people to learn more about different working and leadership styles, according to research reported on the Social Science Research Network.

“We’re hoping that if we encourage more women mentoring men, maybe we can generate more empathy, more co-operation and just more willingness to see each other as people and to work for everybody’s success,” says study co-author Cindi Schipani, professor of business law at the University of Michigan.

5. Make work-life balance a priority

Improving work-life balance can benefit both men and women.

Insurance company Zurich saw a 16% increase in women applying for jobs after it became the first firm in the UK to advertise all its vacancies with the options of ‘part-time’, ‘job-share’ or ‘flexible working’. It also saw a rise in applications from men.

Gender equality in the workplace also widens considerably after women have children – an issue which can be tackled by shared parental leave policies and enabling working parents to share childcare more equally.

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Goal 5: Achieve gender equality and empower all women and girls

Gender equality is not only a fundamental human right, but a necessary foundation for a peaceful, prosperous and sustainable world. There has been progress over the last decades, but the world is not on track to achieve gender equality by 2030.

Women and girls represent half of the world’s population and therefore also half of its potential. But gender inequality persists everywhere and stagnates social progress. On average, women in the labor market still earn 23 percent less than men globally and women spend about three times as many hours in unpaid domestic and care work as men.

Sexual violence and exploitation, the unequal division of unpaid care and domestic work, and discrimination in public office, all remain huge barriers. All these areas of inequality have been exacerbated by the COVID-19 pandemic: there has been a surge in reports of sexual violence, women have taken on more care work due to school closures, and 70% of health and social workers globally are women.

At the current rate, it will take an estimated 300 years to end child marriage, 286 years to close gaps in legal protection and remove discriminatory laws, 140 years for women to be represented equally in positions of power and leadership in the workplace, and 47 years to achieve equal representation in national parliaments.

Political leadership, investments and comprehensive policy reforms are needed to dismantle systemic barriers to achieving Goal 5 Gender equality is a cross-cutting objective and must be a key focus of national policies, budgets and institutions.

How much progress have we made?

International commitments to advance gender equality have brought about improvements in some areas: child marriage and female genital mutilation (FGM) have declined in recent years, and women’s representation in the political arena is higher than ever before. But the promise of a world in which every woman and girl enjoys full gender equality, and where all legal, social and economic barriers to their empowerment have been removed, remains unfulfilled. In fact, that goal is probably even more distant than before, since women and girls are being hit hard by the COVID-19 pandemic.

Are they any other gender-related challenges?

Yes. Worldwide, nearly half of married women lack decision-making power over their sexual and reproductive health and rights. 35 per cent of women between 15-49 years of age have experienced physical and/ or sexual intimate partner violence or non-partner sexual violence.1 in 3 girls aged 15-19 have experienced some form of female genital mutilation/cutting in the 30 countries in Africa and the Middle East, where the harmful practice is most common with a high risk of prolonged bleeding, infection (including HIV), childbirth complications, infertility and death.

This type of violence doesn’t just harm individual women and girls; it also undermines their overall quality of life and hinders their active involvement in society.

Why should gender equality matter to me?

Regardless of where you live in, gender equality is a fundamental human right. Advancing gender equality is critical to all areas of a healthy society, from reducing poverty to promoting the health, education, protection and the well-being of girls and boys.

What can we do?

If you are a girl, you can stay in school, help empower your female classmates to do the same and fight for your right to access sexual and reproductive health services. If you are a woman, you can address unconscious biases and implicit associations that form an unintended and often an invisible barrier to equal opportunity.

If you are a man or a boy, you can work alongside women and girls to achieve gender equality and embrace healthy, respectful relationships.

You can fund education campaigns to curb cultural practices like female genital mutilation and change harmful laws that limit the rights of women and girls and prevent them from achieving their full potential.

The Spotlight Initiative is an EU/UN partnership, and a global, multi-year initiative focused on eliminating all forms of violence against women and girls – the world’s largest targeted effort to end all forms of violence against women and girls.

Facts and figures

Goal 5 targets.

• With only seven years remaining, a mere 15.4 per cent of Goal 5 indicators with data are “on track”, 61.5 per cent are at a moderate distance and 23.1 per cent are far or very far off track from 2030 targets.
• In many areas, progress has been too slow. At the current rate, it will take an estimated 300 years to end child marriage, 286 years to close gaps in legal protection and remove discriminatory laws, 140 years for women to be represented equally in positions of power and leadership in the workplace, and 47 years to achieve equal representation in national parliaments.
• Political leadership, investments and comprehensive policy reforms are needed to dismantle systemic barriers to achieving Goal 5. Gender equality is a cross-cutting objective and must be a key focus of national policies, budgets and institutions.
• Around 2.4 billion women of working age are not afforded equal economic opportunity. Nearly 2.4 Billion Women Globally Don’t Have Same Economic Rights as Men  
• 178 countries maintain legal barriers that prevent women’s full economic participation. Nearly 2.4 Billion Women Globally Don’t Have Same Economic Rights as Men
• In 2019, one in five women, aged 20-24 years, were married before the age of 18. Girls | UN Special Representative of the Secretary-General on Violence Against Children

Source: The Sustainable Development Goals Report 2023

5.1 End all forms of discrimination against all women and girls everywhere

5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation

5.3 Eliminate all harmful practices, such as child, early and forced marriage and female genital mutilation

5.4 Recognize and value unpaid care and domestic work through the provision of public services, infrastructure and social protection policies and the promotion of shared responsibility within the household and the family as nationally appropriate

5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decisionmaking in political, economic and public life

5.6 Ensure universal access to sexual and reproductive health and reproductive rights as agreed in accordance with the Programme of Action of the International Conference on Population and Development and the Beijing Platform for Action and the outcome documents of their review conferences

5.A  Undertake reforms to give women equal rights to economic resources, as well as access to ownership and control over land and other forms of property, financial services, inheritance and natural resources, in accordance with national laws

5.B Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women

5.C Adopt and strengthen sound policies and enforceable legislation for the promotion of gender equality and the empowerment of all women and girls at all levels

He for She campaign

United Secretary-General Campaign UNiTE to End Violence Against Women

Every Woman Every Child Initiative

Spotlight Initiative

United Nations Children’s Fund (UNICEF)

UN Population Fund: Gender equality

UN Population Fund: Female genital mutilation

UN Population Fund: Child marriage

UN Population Fund: Engaging men & boys

UN Population Fund: Gender-based violence

World Health Organization (WHO)

UN Office of the High Commissioner for Human Rights

UN High Commissioner for Refugees (UNHCR)

UN Education, Scientific and Cultural Organisation (UNESCO)

UN Department of Economic and Social Affairs, Gender Statistics

Fast Facts: Gender Equality

Infographic: Gender Equality

The Initiative is so named as it brings focused attention to this issue, moving it into the spotlight and placing it at the centre of efforts to achieve gender equality and women’s empowerment, in line with the 2030 Agenda for Sustainable Development.

An initial investment in the order of EUR 500 million will be made, with the EU as the main contributor. Other donors and partners will be invited to join the Initiative to broaden its reach and scope. The modality for the delivery will be a UN multi- stakeholder trust fund, administered by the Multi-Partner Trust Fund Office, with the support of core agencies UNDP, UNFPA and UN Women, and overseen by the Executive Office of the UN Secretary-General.

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Advancing social justice, promoting decent work ILO is a specialized agency of the United Nations

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Imprese e lavoro dignitoso

Presentation by Yulia Gershinkova, ILO Office for Italy and San Marino

Date of publication

25 October 2021

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Gender Equality in the Workplace: Why It's Important?

Sep 23, 2023

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Get informed on why gender equality in the workplace is important and how it affects businesses. Learn practical steps towards it now.

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Gender Equality at Work: Why It’s Important and How It Affects Your Business https://goodmanlantern.com/

Gender equality is a critical component of any workplace environment. It’s vital for employers to acknowledge the importance of gender equality and actively promote policies and practices that support it.When employees, regardless of gender identity, feel safe and valued in their work environment, they’re more likely to contribute positively to the organisation’s success. The 2022 study conducted by McKinsey & Company states that gender-equal workplaces improve collaboration, innovation, and creativity. They positively impact the overall business.In this article, we’ll highlight the importance of gender equality in the workplace. We will discuss its impact on businesses and provide actionable steps for promoting gender equality within organisations.

The Importance of Gender Equality in the Workplace Gender equality is a profoundly complex and multifaceted issue that demands a great deal of ethical and moral consideration. At its core, the pursuit of gender equality ensures that all individuals, regardless of gender, are treated fairly and equitably in all aspects of life. 

From access to educational and employment opportunities to social and political engagement, gender equality seeks to eliminate the longstanding and deeply ingrained biases and prejudices that have long plagued our societies.  Workplace equality ensures that employees receive equal pay, promotions, and job opportunities, regardless of gender identity. The benefits of gender equality extend far beyond promoting company diversity and inclusion. 

Ensuring gender equality in the workplace positively impacts employee well-being and job satisfaction. Research shows that when employees feel that their gender is not a barrier to opportunities and advancement, they are more likely to have higher levels of job satisfaction and commitment to their work. Furthermore, gender equality policies such as paid parental leave and flexible work arrangements have decreased stress levels and improved overall well-being. Creating an inclusive workplace culture becomes increasingly critical as companies compete for top talent. 

Women now make up a significant portion of the workforce. They’re looking for employers who recognise their value and provide equal opportunities for growth and career advancement. By promoting gender equality, companies can create a more positive work environment for all employees. This will ultimately increase productivity and profits.

How Gender Equality Affects Business Performance The impact of gender equality on innovation and problem-solving is undeniable. Studies have shown that diverse teams, including those with gender diversity, are more innovative and productive than homogenous groups.  When individuals of different genders work together, they bring unique perspectives and ideas. Women, specifically, bring a different approach to problem-solving that is generally more collaborative and empathetic. This approach can lead to more effective solutions and solutions that better address the needs of individuals and communities. 

Additionally, gender equality in leadership positions allows for more representation and diversity in decision-making. This will ultimately lead to more ground-breaking and beneficial innovations. Research has delved into the relationship between gender equality and financial performance, and the results have been illuminating. A study conducted by the Harvard Business School has found that increasing gender diversity at all company levels can lead to better economic outcomes, including higher revenue and profits. 

Moreover, companies with gender-diverse leadership are seen as more attractive to investors, customers, and employees. This can further boost financial performance. Promoting gender equality isn’t just a moral imperative but a strategic business move that can benefit all stakeholders involved. As we continue to strive towards gender equality in the workplace and beyond, it is essential to recognise the positive impact it has on our ability to innovate and solve complex problems.

Implementing Gender Equality in the Workplace As society progresses, the push for gender equality becomes more prevalent in all aspects of life, including the workplace. However, the implementation of policies and practices that promote gender equality is not an easy feat. It requires a fundamental shift in the way we view gender roles and biases, as well as a commitment from all levels of the organisation. 

Gender equality in the workplace is the right thing to do, leading to increased productivity and profitability. Companies that prioritise gender equality attract diverse talent, bringing a range of perspectives and innovative ideas. By fostering a welcoming and inclusive environment, your business can contribute to a more just world. It will reap the many benefits of a diverse and equitable workforce. Below is a guide to cultivating and promoting equality in the workplace.

Establishing Clear Policies and Guidelines As companies prioritise diversity, equity, and inclusion initiatives, creating and adhering to policies that promote gender equality must be a top priority. By setting clear expectations for behaviour, outlining consequences for discrimination and harassment, and creating opportunities for feedback and dialogue, your organisation can foster an environment where all employees feel valued and respected.  Additionally, gender equality policies can benefit your business. These include improved employee retention and morale, increased productivity, and a better reputation among customers and stakeholders.

Encouraging a Diverse and Inclusive Work Culture A diverse and inclusive workplace culture is critical to implementing gender equality in any organisation. When employees feel valued, respected, and supported, they are more likely to feel motivated and engaged. It ultimately leads to a more productive and successful workplace.  To foster this environment, companies should actively seek out and hire diverse candidates. They should also invest in employee training and development, and create policies that support work-life balance and flexibility.

Offering Flexible Work Arrangements and Family-Friendly Policies As organisations seek to optimise gender equality in the workplace, offering flexible work arrangements and family-friendly policies can play a critical role. Research has consistently shown that employees who feel supported personally and professionally are more productive, engaged, and loyal.  By providing flexible work arrangements, such as telecommuting or flexible schedules, your company can better accommodate the needs of working parents and caregivers. Additionally, introducing family-friendly policies such as paid parental leave, on-site daycare, and lactation support can contribute to a workplace culture that values the needs of all employees, regardless of gender.

Setting Measurable Goals and Monitoring Progress The road to achieving gender parity is filled with many obstacles. Still, when your business clearly define their objectives and track the progress towards them, businesses can better understand what works and what needs improvement. 

This process helps fulfil obligations towards a more equitable workplace and ensures companies make genuine strides towards this goal. It’s not about checking boxes but ensuring that your efforts are deliberate, meaningful, and effective in creating a genuinely inclusive environment. Building an effective CSR initiative and tracking its progress is a surefire way of implementing impactful and sustainable changes. 

Overcoming Challenges to Achieve Gender Equality Overcoming challenges to achieve gender equality involves a multi-faceted approach that includes education, policy change, and community engagement. It requires recognising and tackling the root causes of inequality, such as gender stereotypes and discrimination, and empowering women and girls to participate fully in all aspects of society. While it may seem like an uphill battle, the rewards of achieving gender equality are immeasurable for women and entire communities and societies.

Gender equality in the workplace is a vital component of any successful business. So by acknowledging its importance and implementing actionable steps, your company can foster inclusive work cultures that promote gender equality.  It is up to business owners, HR professionals, and managers to take the lead in creating a sustained workplace culture. It should encourage inclusivity, diversity, and equality for all genders.  By engaging in gender equality policies and practices, businesses can promote sustainable success and become inclusive employers – and reap the plethora of benefits that come with it. 

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Research: When Employees Identify with Their Company, They’re Less Likely to Recognize Gender Discrimination

• Jamie L. Gloor,
• Tyler Okimoto,
• Brooke Gazdag,
• Michelle Ryan

Beware the “not here” bias.

Identifying as an organizational member — or feeling a strong sense of attachment to the organization — is generally a positive thing for employees and employers. But our research on workplace incivility and mistreatment shows that it can also shape when — and if — employees recognize and respond to subtle forms of discrimination against women at work. Evidence shows that leaders, as well as employees, play a key role in identifying and remedying gender discrimination in all its forms. If the goal is to proactively address gender discrimination in the workplace and encourage leaders and workers to remove their rose-colored glasses, this article offers a few suggestions.

You’re in the elevator of your office building. The doors open and two coworkers — one male and one female — enter the elevator in a heated debate. The female employee is trying to explain an issue on a project she’s leading, but the male employee interrupts her: “ Geez, I’ve heard enough of you and your opinions!” The woman falls silent, clearly upset and shaken by the comment.

• JG Jamie L. Gloor is a Swiss National Science Foundation professor of Leadership & Diversity Science at the University of St.Gallen in Switzerland. Her research, teaching, and speaking focus on diversity and inclusion, leadership, humor, and sustainability to craft more equitable, enjoyable, and productive workplaces with positive impact.
• TO Tyler Okimoto is a professor of management and academic dean within the faculty of Business, Economics, and Law at the University of Queensland. His research aims to understand the factors that bias employee judgments and lead to discrimination at work, and how organizations can work through biased viewpoints to promote consensus and a greater sense of fairness.

Xinxin Li is an associate professor of management at the Antai College of Economics and Management at the Shanghai Jiao Tong University. Her research focuses on DEI, business ethics, and emotions at work.

• BG Brooke Gazdag is an associate professor and academic director of executive education at the Kühne Logistics University in Hamburg, Germany. Through her research and teaching, she seeks to improve employees’ experience at work through leadership, negotiations, and diversity and inclusion.

Michelle Ryan is a professor of social and organizational psychology and the director of the Global Institute for Women’s Leadership at The Australian National University. Her work centers on understanding the psychological processes underlying workplace gender inequality, and designing and implementing innovative and evidence-based interventions to increase gender equality.

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Gender equality at the workplace can triple women’s productivity and loyalty

Recent results from an extensive survey demonstrate the major advantages of gender equality in the workplace. In addition to boosting women’s loyalty and productivity, an egalitarian workplace also raises issues and problems that must be resolved to maximize workplace dynamics.

The benefits of gender equality

Deloitte’s recent “Women @ Work” survey has brought to light that gender equality at the workplace can triple women’s productivity and loyalty. In contrast, women working in environments that lack these measures report significantly lower scores in both areas. This stark difference underscores the importance of gender-inclusive practices in boosting organizational performance.

Enhanced loyalty and productivity

Companies that have made gender equality a priority have seen increases in employee loyalty as well as increased productivity among their female staff. For businesses looking to succeed and remain sustainable over the long run, this dual advantage is essential.

Challenges in transition to full-time work

As businesses evolve, the transition back to full-time work has posed significant challenges for many women:

Requests for reduced hours

A considerable portion of the workforce—41%—has requested a reduction in working hours, suggesting that corporate structures need to be more flexible in order to support employees’ need to balance their personal and professional lives.

Impact on mental well-being

The change has also had an adverse effect on mental health, according to 31% of women. This emphasizes how important it is for workplaces to have mental health support networks.

Perceptions of employers

Furthermore, 36% of women stated that they had a worse opinion of their company as a result of the lack of assistance during this change, which may indicate that management and staff are not communicating or understanding one another well.

The dilemma of flexible working

The preference for flexible working arrangements remains high, yet nearly all surveyed women in India feel that seeking such arrangements could hinder their career progression.

Career growth concerns

A striking 96% of women believe that requesting flexible work might impact their career growth, pointing to an underlying bias in workplace policies.

Communication barriers

Furthermore, 91% of respondents feel uncomfortable discussing work-life balance challenges with their managers, indicating a need for a more open and supportive dialogue within teams.

Workload adjustments

An overwhelming 94% do not believe that their workload would be adjusted if they utilized flexible working options, which calls for a reassessment of work distribution and performance metrics.

Caregiving and safety concerns

Caregiving responsibilities and safety at work remain significant concerns for women, affecting their work environment and sense of security.

Dependency on paid help

In India, there is a higher dependence on paid help, with 31% relying on it, compared to a global average of 6%, reflecting cultural and social dynamics.

Safety at work

Personal safety is another critical concern, with 46% worried about their safety at work or during commutes, and over a quarter fear attacks or harassment related to their workplace location.

Saraswathi Kasturirangan, Chief Happiness Officer at Deloitte India , emphasizes the undeniable business case for inclusive practices. She notes that true organizational growth requires all employees to be empowered to excel. When policies aimed at advancing women’s careers are effectively implemented, businesses not only benefit from a diverse range of perspectives but also foster a nurturing and safe workplace environment.

This survey serves as a crucial reminder of the benefits that gender equality brings to the workplace and the work that still needs to be done to make these benefits a reality for all.

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30% of Americans intend to apply for hybrid jobs in the future

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Gender Discrimination in Society

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