The broken rung is unfixed after Covid

The broken rung for women is still unfixed accordingly to a new report done by McKinsey in partnership with LeanIn.org.

Even after the pandemic the first step of becoming a manager for a young woman is challenging and out of 100 men being promoted to be a manager, only 87 women are promoted.

This displays women in general already are in less numbers than men in relation to being promoted.

A recent study by Harvard Business Review show managers tend to promote and mentor others that remind them of themselves. As we often discuss why women are not being promoted, one reason is promotions happen regularly because of a senior mentor/promoter.

Women who want to advance often faces stronger headwinds than men, they are experiencing micro aggression, being undermined in their authority, and face colleagues who are implying that they might not be qualified for their job.

Many female leaders are overworked and under recognized supporting DEI initiatives but are not formally rewarded even though the DEI foster retention and employment satisfaction. Women therefore are stretched thinner than men in leadership.

Women leaders are seeking a different culture of work. Women wants more flexibility, and they want to work for a company who supports and are committed to DEI and employee well being.

Studies show companies are expecting managers to act and develop employees but unfortunately not all managers are not consistent in supporting initiatives towards well being and inclusion.

But how can companies equip, motivate, and reward good managers who want to make a difference at their workplace? The McKinsey report sums up 2 points:

1.Give managers more training and support. Most companies support managers with training but often it is not with focus on D&I and well being. Managers also need to have time to work with the teams and the individuals.

2. Hold managers accountable and reward those who excel in DEI initiatives. Most companies track their employees with KPI′s and attrition rates, promotion rates and other career outcomes - focus on DEI can be built into managers performance sheets.

When implementing new policies and programs, companies can ensure they don’t simply “check the box.” Programs should be high-quality—research shows that in some areas, low-quality programs can be more harmful than doing nothing at all. And companies should evaluate the impact of programs to assess whether benefits are equitable and identify areas where certain groups may need more targeted support.

The COVID-19 crisis and racial reckoning of 2020 pushed the world to re imagine the way we work. Two and a half years later, employees want to move forward with the workplace of the future.