Global Diversity, Equity, and Inclusion Debrief

1. CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of McKinsey & Company is strictly prohibited December 15, 2020 Diversity, Equity, and Inclusion in a post-COVID world Copyright © 2020 McKinsey & Company. All Right Reserved.
2. McKinsey & Company 2 Introductions Ana Mendy Partner Mekala Krishnan Partner, McKinsey Global Institute
3. McKinsey & Company 3 We were making slow progress before COVID-19 Executive team Gender Ethnic minorities SOURCE: Diversity wins: How inclusion matters, McKinsey 2020 2019 Board 2017 2014 Representation in the US and UK, % 15% 19% 20% 21% 24% 28% 13% 14% 17% 7% 12% 13% +1.1 / year +.8 / year +1.1 / year +1.3 / year
4. McKinsey & Company 4 COVID-19 may set us back SOURCE: McKinsey: COVID-19 and gender equality: Countering the regressive effects, NYT: They Go to Mommy First, COVID‐19 and the gender gap in work hours; ILO Monitor: COVID-19 and the world of work. Fifth edition Jobs 54% Women accounted for 39% of the global workforce pre-COVID-19 but account for 54% of job losses Health 70% of jobs in human health and social work are held by women that are, in many regions, at the frontline of the health crisis Double shift 25% Increase in the gender gap in hours worked. Research estimates that mothers have reduced their work hours 4 to 5 times more than fathers
5. McKinsey & Company 5 Diverse employees face steeper challenges SOURCE: McKinsey: COVID-19 and gender equality: Countering the regressive effects, NYT: They Go to Mommy First, COVID‐19 and the gender gap in work hours; ILO Monitor: COVID-19 and the world of work. Fifth edition LGBTQ+ employees are ~1.4x as likely to be concerned about fairness of performance reviews, workload increases, and a lack of connectivity and belonging as straight and cisgender employees Women are 1.5x as likely to be concerned about mental health issues and balancing household responsibilities as men People of color are ~1.5x as likely to be concerned about career progression and balancing household responsibilities as white employees
6. McKinsey & Company 6 Challenges at every turn Source: 2020 Global DEI / COVID-19 employee experience survey (N=2,656 employees globally) 1.3 1.1 1.1 1.1 1.4 1.5 1.0 1.1 1.1 POC vs. white Relative likelihood that respondents cite factors as ‘a significant challenge’ during COVID-191 vs. non-diverse respondents 1. Q: Please indicate which of the following has been challenging for you as an employee during the COVID-19 crisis Mental health Healthy & safe onsite workplace Connectivity & belonging Workload increases Growth & progress opportunities Household responsibilities Job insecurity Fair performance evaluation Physical health LGBTQ+ vs. straight 1.2 1.3 1.4 1.2 1.2 1.0 1.4 1.2 1.1 1.5 1.2 1.2 1.0 1.5 1.2 1.2 1.1 1.2 Women vs. men
7. McKinsey & Company 7 Women in India, Brazil, and China are most significantly impacted Source: 2020 Global DEI / COVID-19 employee experience survey (N=2,656 employees globally) 20% 32% 22% 23% 22% 23% 15% 15% 13% 14% 10% 27% 15% 19% 7% 8% 13% 34% 29% 21% 20% 24% 18% 55% 51% 55% 59% 46% 46% 32% 34% 24% 27% 23% 23% 32% 53% 51% 37% 53% 48% 49% 17% 26% 12% 8% 17% 10% 12% 14% 13% 18% 17% 20% 51% 44% 47% 27% 17% 25% 47% 35% 44% US ChinaFrance BrazilIndiaUK & IrelandGermany Mental health Healthy & safe onsite workplace Connectivity & belonging Workload increases Growth & progress opportunities Household responsibilities Childcare and/or family care Job insecurity Homeschooling 1. Q: Please indicate which of the following has been challenging for you as an employee during the COVID-19 crisis Share of women respondents considering each factor ‘a significant challenge’ during COVID-191
8. McKinsey & Company 8 Working parents in countries with full school closures cite the most significant challenges 1. Q: Please indicate which of the following has been challenging for you as an employee during the COVID-19 crisis Parents Full school closures 655 respondents Partial school closures 567 respondents No school closures 175 respondents Workplace health & safety Child/family care Homeschooling Mental health Career progression 50% 51% 50% 45% 44% 40% 23% 35% 37% 20% 22% 26% 27% 26% 28% 24% 25% 20% Workload increases % of respondents considering each factor ‘a significant challenge’ during COVID-191 Source: 2020 Global DEI / COVID-19 employee experience survey (N=2,656 employees globally); UNESCO global monitoring of school closures caused by COVID-19 https://en.unesco.org/covid19/educationresponse Working parents in countries with school closures report more significant challenges than counterparts in countries where schools remain open ~2x Acute challenges include mental health and career progression
9. 9 COVID-19 has forced global innovation… 9 in 10 96% 9 in 10 companies say DEI is an important priority of companies have modified policies and resources for employees during COVID-19 companies say they are offering improved work-from-home policies and resources
10. 10 … But employees are not benefiting employees surveyed feel more supported by their employers 1 of 6
11. McKinsey & Company 11 What is the path forward?
12. McKinsey & Company 12 What would you point to as the biggest barriers in achieving progress on your DEI strategy? 1. We don’t know what works 2. We do not have a measurable aspiration 3. We do not have the resources necessary 4. Our DEI initiatives are stretched too thin 5. Leadership role modelling and support is insufficient 6. Financial incentives do not align with DEI goals 7. Employees are not aware of policies and resources 8. Other / no challenges
13. McKinsey & Company 13 Avoiding execution traps 9 out of 10 companies report challenges executing their DEI agenda 1. Q: Broadly speaking, what are the biggest challenges for achieving progress in your DEI strategy? SOURCE: Global executive survey (N=1,122 executives globally) Biggest challenges in achieving progress on DEI strategy % of respondents1 25% 23% 26% 25% Low employee awareness Insufficient leadership role modelling Misaligned financial incentives Initiatives stretched too thin
14. McKinsey & Company 14 Ensuring scale of effort is large enough Employer provisions1 vs. employees’ reported challenges2, % of respondents Employees’ challengesEmployer provisions 1. Q: Which of the following resources and supports are currently offered by your company to your employees?; Q: Since the start of the COVID-19 crisis, which of the following policy changes has your company implemented? 2. Q: Please indicate which of the following has been challenging for you as an employee during the COVID-19 crisis; answers considered: ‘significant’, ‘somewhat’ Source: 2020 Global DEI / COVID-19 executive survey (N=1,122 executives globally) and 2020 Global DEI / COVID-19 employee experience survey (N=2,656) employees globally) Most adversely affected employee group Mental health 62% 52% 44% Counselling Personal wellbeing and enrichment programs 67% Women LGBTQ+ Career progression Modified performance reviews 57% 49% 66% Parents Childcare / family care Parenting & home schooling resources 44% 37% 70% Office connectivity and sense of belonging Open forums with senior leaders 60% 54% 69% LGBTQ+
15. McKinsey & Company 15 External leversInternal levers Hiring Promotions Broader CommunityProducts, Services and Operations Foundational Practices 28 Visible support and commitments from senior management Publicly available commitments and data on initiatives, progress, and goals 3332 Governance structure in place to drive DEI program Measurable aspirations and goals by diversity type & level 29 30 Thorough quantitative and qualitative DEI diagnostics (e.g., updated regularly to reflect workforce changes) 31 Ongoing monitoring of aspirations and linking them to incentives 4 Diverse recruiting slates 3 Resume screening w/o demographic identifiers 1 Talent pool expansion (e.g., using analytics, hiring from HBCUs) 2 Job descriptions that excite a broader range of candidates Retention 25 Cradle to career initiatives (e.g., skill training, scholarships) 24 Resource allocation through pro-bono commitments and/or philanthropic support Leading public research 26 Proactively help employees who have been let go / furloughed 27 Supply chain and distribution channel diversity 20 21 Product & services development driven by inclusion in design 22 Customer/network engagement with company’s DEI initiatives 23 Communications (e.g., marketing and PR) leveraged for public messagingAllyship programs that are promoted and supported Strengthened partnerships with ERGs1 Mentorship and sponsorship for underrepresented groups Fair and objective performance reviews (incl. productivity tracking) 12 11 5 6 13 Frequent employee pulse surveys 8 Succession planning with diversity analytics and/or commitments 7 Diverse slates for promotions / new positions created 14 Virtual / Flexible work options, incl. extended family leave 15 Manager trainings for inclusive virtual/ hybrid leadership 16 New COVID-19 policies (e.g., sick leave, WFH stipend) 9 Conscious inclusion trainings Leadership training for underrepresented groups (incl. grants, tailored courses) 10 18 Developing and offering work re-entry programs 17 Reskilling efforts to retain under-represented talent 19 Regular leadership communication and engagement (e.g., townhalls) Blue = Particularly relevant during the COVID-19 crisis Re-thinking where to focus A framework for action
16. McKinsey & Company 16 Long term, take action now to build a more equitable and inclusive workplace to ensure a positive recovery for all Develop measurable aspirations and leadership commitments Treat DEI success like all other business priorities Dig into your data to develop a focused plan Only 50% of companies have a measurable aspiration <55% of companies have a quantitative + qualitative diagnostic DEI falls to the penultimate priority when forced to rank against other business priorities9 out of 10 employees globally say their companies should act externally Yet, the majority of companies are doing 15+ things • Be intentional about which diverse populations you will solve for first • Establish both internal and external aspirations • Establish metrics from the start • Set a DEI governance structure (e.g., task force) • Identify your specific pain points – don’t solve for generic challenges • Beware of the risk of doing too much without a focused plan • Communicate programming widely • Align incentives and rewards to aspirations • Fund DEI programs like you would any other business imperative • Build allies and champions • Monitor and manage proactively
17. McKinsey & Company 17 How can we take action differently?