join our
in the survey. Between 2022 and 2024, female-focused internships fell, from 24% of companies surveyed to 11% and 14% to 8% for women of colour. Recruiting programmes for women also dropped from 48% to 34%, and from 30% to 18% for women of colour. If the dial had shifted on the
potential and feel like they belong is more likely to result in improved engagement, wellbeing and productivity,” said Angela Cooke. “Not having an inclusive and diverse organisation risks poorer decision-making without challenge to the status quo, it risks poorer engagement from employees, and reputational damage if organisations get it wrong. “Because of this, DEI are at the
heart of what Blick Rothenberg do – we believe that success is a people business, and we are living our purpose to improve the lives of our colleagues, clients and communities. This is encapsulated by our drive to ‘celebrate individuality’ with an emphasis on promoting diversity and inclusion.”
LEANING INTO THE FUTURE This focus on inclusive belonging could be playing out in the type of support companies are offering in the McKinsey study. Over the past few years, US employers have cut back their tailored support for women’s career advancement. In 2015, 45% of companies surveyed ran formal mentorships, rising to 48% in 2022, but dropping sharply to 37% today. For women of colour, the fall from 2022’s 25% was sharper still, to just 15% in 2024. Less support for internships and
recruiting programmes, especially for women of colour, is also evident
horizon for parity, then this would be less of a concern. But the data aligns with the sentiments and perceptions of unfairness and positive discrimination at a time when the research shows employers would do better to double down on diversity and inclusion investment. Paying attention to talent attraction and the employer value proposition and individual needs around career development and culture, as well as benefits and rewards, hybrid and international opportunities, including dual career, and wellbeing, are going to be key if the trails blazed by senior women over the past decade are to remain open and accessible to a deeper talent pool. Fortunately, companies surveyed
are setting inclusion as a top priority for managers and doing more to activate employees as agents of change. Nearly all companies now offer bias or allyship training. Yet still only around a third of women (32%) and 29% of men say they will take a public stand for racial equity and similar numbers for calling out microaggressions against women of colour in the moment. Practical training, leadership and awareness of perceptions of ‘fairness’ versus the reality, and the ability to have difficult conversations will help foster a corporate culture where everyone feels included and a sense of belonging. “The next phase of change
will require even more tenacity, creativity, and optimism, which starts with companies rekindling their commitments to equity and fairness that have gotten us this far,” says McKinsey. “For senior leaders, this means continuing to champion this important work and challenging themselves and their organisations to do better. For most companies, this will require implementing more of the right practices to help women advance.”
EVENT 7 March 2025
THINK GLOBAL WOMEN: BEST PRACTICE & POLICY GUIDELINES
Delegates at Think Global People’s 2024’s International Women’s Day event at the Institute of Directors – themed on ‘inspiring inclusion’ – shared what works in their organisation and the international context. The framework covered seven areas:
• flexible and hybrid working practices • wellbeing, resilience and mental health • menopause awareness • building confidence and creating allyship
• international mobility and career advancement
• pay disparity and pay equality.
Maintain the momentum: Book your early bird place for 7 March here. Early bird price ends 31 December 2024.
WANT TO ORGANISE AN ONLINE EVENT IN YOUR REGION? Contact Fiona Murchie
editorial@thinkglobalpeople.com
WHAT PRACTICES ARE COMPANIES MAKING THE MOST PROGRESS ON GENDER EQUITY OPERATING?
M
cKinsey’s ‘Women in the Workplace’ study reports that organisations with the most equitable workplaces have:
• a head of DEI or equivalent • leadership involved in shaping DEI strategy
• leaders who communicate bias is unwelcome
• managers trained to support employee wellbeing and recognise and address disrespectful behaviour
• employee resource groups • clear evaluation criteria consistently applied in performance and hiring
• bias training for people involved in hiring and promotion decisions
• family support and flexible working. 51
AT OUR
GLOBAL LEADERSHIP
E QUITY
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