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Time to talk: What has to change for women at work
www.pwc.com/timetotalk
2 | Time to talk: What has to change for women at work
Contents
03 08 12 17
Time to talk Transparency and trust Strategic support Life, family care and work
What has to change for women A two-way street Networks mobilising women Balancing priorities
at work
22 The way forward
23 A message from PwC Global Chairman
Bob Moritz
24 About the survey
25 Endnotes
26 PwC network contacts
3 | Time to talk: What has to change for women at work
Time to talk
What has to change for women at work
The collective voice of women, speaking up about their
experiences in the workplace, has never been stronger. There
is a new fearlessness and urgency to address the challenges
women face, including, but not limited to, the possibility
of discrimination and harassment, and the slow progress
in bridging the gender gap.
4 | Time to talk: What has to change for women at work
Our 2018 survey of 3,627 professional Strategic support
3,627
women from around the world tells
this story of determination, hope and
frustration. But it also gives a clear
Second, women need proactive networks
of leaders and peers who will develop,
promote and champion them at home
women
indication of three key essential elements
that business leaders must focus and in the workplace. Women don’t need
61
on to advance gender equality and help men to back away. They need dedicated
women’s career advancement as they lead
their enterprises into the 21st century.
sponsors and role models of both
genders. Lack of support from male countries
colleagues will stall progress. This blend
Transparency and trust of workplace and personal support will
First, there is a big issue with the
relationship between women and the
organisations they work for. Our survey
also work to underpin the self-advocacy
women need to advance.
Life, family care and work
6 continents
shows women around the world don’t
trust what their bosses are telling them
about promotions and pay, or what
helps or hurts their careers. They need
greater transparency about these
Third, women need employers to rethink
their approach to balancing work, life,
parenthood and family care and provide
organisational solutions that work. There
27 industries
practical markers so they understand is a move to redesign maternity and
where they stand, make their own case paternity leaves and re-entry programmes,
successfully and trust the feedback they but this should be expanded and best
get. And greater transparency won’t practices must be communicated broadly.
benefit only women; it will foster more Flexibility alone is not the issue: people
inclusive environments, which give don’t take care furloughs precisely because
everyone greater opportunities to fulfil they believe it will hurt their careers.
their potential. Employers must recognise that everyone
is making flexibility demands. It’s not
a life-stage or gender-specific issue. Source: PwC Time to talk survey 2018. Base: All respondents, 3,627.
5 | Time to talk: What has to change for women at work
Achieving gender parity throughout In 2017, the #MeToo movement brought The respondents in our survey are aged Women today are trailblazers,
the workplace is one of the most critical broad public attention to the very real 28 to 40. They are at the point in their they are more career ambitious
challenges that business leaders face challenges women face in the workplace working lives where the gap between
today. CEOs are optimistic about growth and beyond. But the momentum for men’s and women’s progression begins and financially independent
in the coming year, according to the change was quietly building long before to widen dramatically and the challenges than ever before and they expect
21st PwC CEO survey, with more then. Companies that do not promote of combining careers and personal more from employers. Talking
than half expecting to increase hiring.1 safe, equitable and bias-free environments priorities increase. They live around the the talk is no longer enough.
Yet more than one-third (38%) are for all employees do so at tremendous world and work in a variety of cultures.
extremely concerned about talent risk to their organisations. Some live in places where many women To attract and keep female talent,
shortages, a threat to their success that work; others are regarded as members employers must be transparent
is second only to cyber security. The Working Mother 2017 list of the of a minority simply because they have about their commitment to
top 100 companies to work for in the roles outside the home. They work diversity, their diversity progress,
The quality of women’s talent and US now bases its scores on a combination in all sectors of industry, from education
leadership is vitally important to business; of criteria, including gender balance data, and healthcare, which traditionally and create an open and inclusive
the skills and experience they bring, and professional and personal support employ many women, to aerospace culture where women can thrive
including experience gained outside of the programmes across the career lifecycle.3 and technology, which typically do and reach their potential.”
workplace, has proven to be essential in None of the best companies scores close not. These respondents represent the
strategic decision-making and in ethical, to 100% in all categories. One company enormous amount of female talent Agnès Hussherr, Global Human Capital Leader,
PwC
sustainable enterprise. In 2015 MSCI*, may offer generous parental leave in the global workforce, forthright and
a financial research firm, analysed more but score low on career development ambitious for success on their terms.
than 4,200 companies and found that programmes. Another might offer Women in the emerging economies,
return on equity was 2.7% higher for those mentorship but no flexibility in working we found, have even higher levels
with strong female leadership and these arrangements. These metrics are of confidence. Their high aspirations
companies were less prone to governance- increasingly recognised as indicators are a reason for hope.
related controversies.2 Women’s voices of the day-to-day problems women
on teams, especially those which span encounter when trying to build a career
cultures and functions, have been shown and raise a family at the same time.
to increase emotional commitment, which
leads the teams to push harder for success.
*Source: MSCI.
6 | Time to talk: What has to change for women at work
Women are determined to succeed Nearly half of women believe diversity is
professionally while remaining true a career barrier; they fear the effect a family
to their priorities may have on their careers
All respondents Women in Africa and Asia, in particular, are determined to succeed Q. I believe an employee’s diversity status Q. I feel nervous about the impact that having
(gender, ethnicity, age, etc.) can be a barrier children might have on my career.
to career progression in my organisation.
97% 95%
91%
86% 86%
82% 82%
75% 77%
73%
42%
Feel nervous about the
impact children might have
on their career
45%
Believe diversity
is a barrier to career
progression
25%
30% Neutral
% who feel getting % who actively % who feel % who feel % who feel % who feel having Do not believe
to the top of their seek career confident in confident in their working flexibility to balance
career is important advancement their ability ability to fulfil in a job the demands of
opportunities to lead career aspirations they enjoy career and family/
is important personal life
is important
Source: PwC, Time to talk survey, 2018. Base: All respondents 3,627, Africa and Asia respondents 1,171. Source: PwC, Time to talk survey, 2018. Base: All respondents, 3,627; women with no children, 1,463.
7 | Time to talk: What has to change for women at work
At the same time, the survey shows that It’s not surprising that women in our I was told there is the ‘risk’ The work/life balance and its effect
many professional women are deeply survey report low levels of trust in what of me having kids in the future. on career progression presents women
frustrated with their conditions their employers say about valuing and with a complex conundrum. Our survey
of employment, and skeptical of talk of promoting women, when they see what Even if not everyone is frank respondents want to succeed and rise
change. These attitudes stem from long companies actually do. enough to say it out loud, up the corporate ladder, but they want
experience — companies have been I think this has an influence jobs they enjoy and better options for
talking about gender balance for decades on my career or on the career managing the demands of work and home
— and from pessimistic predictions life. Organisations need to break away
of how long it will take women to reach
equality. According to the World
51% opportunity of every woman.” from historical behaviours and embrace
a holistic approach to diversity, which
Economic Forum’s (WEF) 2017 Global of women said they feel their employer Banking/capital markets professional,
means addressing these three essential
Germany
Gender Gap report, which measures the is doing what it takes to improve gender areas — transparency and trust, strategic
diversity.
participation gap, the remuneration gap “In my organisation, married support and life and family care options
and the advancement gap, women lag women are not recruited and — simultaneously in order to produce
men by 58% overall and are further
behind in developing countries.4 This is
42% as a single woman, you are made
the kind of healthy ecosystem that gives
greater satisfaction and fulfilment for
a systemic issue that cannot be attributed of women said they were nervous to sign an agreement that prohibits women and in turn will lead to greater
to individual circumstances; it is endemic of what having a child would do to you from getting married for success for their employers. We would
to organisational structures, cultures their careers. argue that when the problems are defined
at least two years after accepting
and practices. WEF concluded that at in an open and transparent way, and
the current rate of change, we won’t see the job. Men don’t sign this the prerequisites for success as described
gender equality in the global workforce 48% agreement and married men are here are identified and in place, women
for at least another five generations. of new mothers said they were overlooked freely employed without any of all generations and their employers,
for career advancement because they hitches. I think this is unfair.” working together, can come up with
had children. the right solutions to address issues
Public-sector logistics professional, of gender equality in the workplace
Nigeria and empower female advancement.
So, as women progress in their careers,
can organisations rise to the occasion?
Transparency and trust A two-way street Around the globe women unequivocally identify greater transparency as the critical step employers need to take to improve career development opportunities (58%). We define transparency as a way of conducting business in which employers offer their staff a clear understanding of the expectations on both sides of the employment equation.
9 | Transparency and trust
The employer provides consistent, Across the PwC network, we We have to talk about Pay is an even more pervasive issue. It’s
accurate, accessible information about know our people expect on-the-job performance and pay not easy to talk about salaries inside and
career progression and pay scales; outside work for ingrained cultural reasons,
they conduct open conversations with learning, a tech-enabled which perpetuates a lack of transparency
Clearer, more open information about
employees on where they stand and environment, personalised performance benchmarks will help about pay. This can have unintended
what is expected of them to advance. development, transparency, and everyone, men included, better consequences. For example, there are those
This outcry for greater clarity is a sign consistency. To be the leading understand the dynamics of what it takes who believe pay secrecy is a ploy to save
of the times. In the 2018 Edelman to advance and progress. This greater money, even if there’s no proof: from May
Trust Barometer, nearly seven out of developers of diverse talent, we 2015 to May 2017, PayScale, a compensation
transparency is just one part of the puzzle
10 respondents say that building trust need to not only meet our people’s and must work in parallel with efforts to data and software company, asked roughly
is the number one job for CEOs.5 needs, but empower them to own mitigate potential unconscious biases and 930,000 people “How do you think your
their development and to grow gender stereotypes that have traditionally current pay compares to other employees
Although in PwC’s 21st CEO Survey impacted career progression. like you?” Over two-thirds of respondents
53% of business leaders said being as leaders. That’s why at PwC inaccurately reported their market position,
transparent about their diversity and we’re driving a culture that fosters with the vast majority saying they were
inclusion programmes is a way to build real-time development, where underpaid when they were getting market
trust with their employees and 44% PwC Netherlands introduced an rates.6 Research shows people who know
our people learn, grow and lead, independent third-party observer
said it was important in building trust what their co-workers are paid perform
with their customers, the message is at all levels, every day.” to partake in all promotion committees better.7 In 2007, Glassdoor burst on the
not universal and it is not strong enough. to call out any unconscious bias and help scene with a web platform that allowed
Julie Gordon, Global Talent & Impact Leader,
PwC
drive the goal of promoting women. Since people to post anonymously about their
its inception in 2015, targets have been workplace experiences, including what
met, a third of all partner and director they earned. Now 50 million unique
“Women need to prove they
45% deserve a promotion; men are
appointments have gone to women and
staff report greater confidence in
users log in monthly. Glassdoor has
become an informal but systematic vehicle
of women believe an employee’s diversity promoted because they believe leadership’s commitment to diversity. for comparing workplace pay scales and
status (gender, ethnicity, age, sexual other elements of value to employees.
orientation) can be a barrier to career
in their potential.”
According to many in HR, candidates
progression in their organisation. Purchasing professional in agriculture, frequently reference it in job interviews.
Brazil
10 | Transparency and trust
The shift to greater transparency Transparency about performance
is slow although in some places this shift benchmarks ensures that leaders
will be mandated. Since 2013, two-thirds
of OECD members have introduced new and employees are both on the
policies on pay equality and in Australia, same page as to what ‘success’
Germany, Japan, Sweden and the UK looks like at their company. Our
some employers will now, by law, publish research finds that such feedback
calculations every year showing the
gender pay gap.8,9 is essential for career progression,
especially for minority employees.
In the UK, the introduction of annual When leaders publicly and
publication of mandatory pay gaps has transparently speak about the
highlighted some significant gaps in some
sectors (particularly financial services), need for pay equity reviews and
and many organisations have taken both bias mitigation strategies, they
steps to explain the reasons for the gaps build trust with employees who
and the opportunity to put in place are looking for leadership’s
diversity and inclusion programmes to
make progress on the pay gap. Employers acknowledgement of these issues.”
need to be cognisant of the reputational Sylvia Ann Hewlett, CEO,
risk that comes with such transparency Center for Talent Innovation
and communicate how they are
addressing such challenges.11 | Transparency and trust
Women, traditionally, are not self- This can put women at a disadvantage Organisations must factor implicit bias It is so encouraging to see such
promoters although when they do speak and reinforces stereotypes and bias in into decisions related to promotions. It is high levels of female confidence
up they get results. Our survey shows managers. Too often organisations will poor practice, for example, to have all-male
that women would approach a promotion not challenge this. “Human resources promotion panels. The onus is on and ambition. Employers must
opportunity in the following ways: have got a really important role to play organisations, not just women, to take focus on creating an environment
here to bring this information to light and responsibility for taking down the barriers where women — and men — can
be sure that people are equipped with to progress. As Carol Stubbings, Global have open and unambiguous
what they need,” said Karina Govindji, Leader of PwC’s People and Organisation
conversations on performance
44% Global Head of Diversity & Inclusion
at Vodafone, which has mandated
practice put it, “Never let your ambition
outweigh your ability. But women quite and progression benchmarks.
of women would expect their hard
work to be recognised as a symbol of
bias-awareness training for its senior often underestimate their ability, so they But greater transparency must
leadership. In one video, a woman don’t fulfil their ambition. It’s important also go hand in hand with efforts
their promotion aspirations and for manager discusses how a returning having mentoring and good female
their employer to approach them. colleague who has had a baby won’t want leadership programmes to constantly tell to mitigate unconscious biases
to travel. Most people do not spot this these people that they are really good, they and stereotyping that could
39% as bias. are really valued, they’ve got a great skill set
that will take them far in the organisation.”
impact career progression. This
will support a workplace culture
said they would put themselves forward The lesson: don’t make assumptions. Yes,
for a promotion if they met all of the we want women to self-advocate more. Human resource departments should where all talent can fulfil their
job criteria. But inclusiveness must also be ingrained explicitly set new parameters and potential.”
within the capabilities of people managers, systematically check that there are
so they are more instinctively attuned to uniform criteria by which the organisation Sharmila Karve, Global Diversity & Inclusion Leader,
17% identify the best talent for an opportunity, can assess employees, and that employees
PwC
be that people who shout loudest, or know what the criteria are. Can your
of women, a much smaller margin,
people with capabilities, potential and talent articulate what “high performance”
would step up even if they didn’t think
their heads down. looks like? Is the leader overseeing career
they met all the criteria.
development also the leader assessing
performance reviews? Answering these
questions will go a long way toward
building trust.Strategic support Networks mobilising women Women won’t succeed without formal and informal support networks. To support and reinforce a woman’s self-belief and self-advocacy there needs to be a blend of workplace and personal relationships and support. In the workplace, the critical issue is finding the right mix of push and pull to help women simultaneously realise their personal and professional ambitions. Providing this level of support might seem complex, but it can be done. Men have had it for years.
13 | Strategic support
#MentorHer
Think of this strategic support structure In the world outside of work, the third “If men think that the way to address
as a series of circles. In the middle is the circle, she needs a supportive network, workplace sexual harassment is to
individual woman: an ambitious skilled from parents to partner and friends to avoid one-on-one time with female
professional who needs the confidence peers that reinforce her career ambitions colleagues — including meetings,
to put herself forward to achieve her career and work/life decisions. For example, coffee breaks and all the interactions
and personal aspirations. Fundamental women might need to enlist family that help us work together effectively
to this is the support she gets from members and other people to take on more — it will be a huge setback for
the circles around her: her workplace home life or caregiving responsibilities in women. This undoubtedly will
and personal support networks. order to allow her to be successful at work. decrease the opportunities women
Interestingly, 84% of the women in our have at work. The last thing women
need right now is even more
In the workplace, she not only needs survey in a relationship identified as being
isolation. Men vastly outnumber
a manager who will help develop part of a dual-career couple and 80%
women as managers and senior
her talent and advocate on her behalf, of the women in the survey said they have
leaders, so when they avoid, ice out
but a series of informal and formal support from their family and/or partner or exclude women, we pay the price.
support people and programmes. in their career ambitions. Men who want to be on the right side
She needs role models of both genders of this issue shouldn’t avoid women.
to look up to and learn from, mentors They should mentor them.”
who help her navigate the path to
On February 7, 2018, Sheryl Sandberg,
success and sponsors who can push her Sheryl Sandberg, COO of Facebook,
COO of Facebook and a globally recognised Founder of LeanIn.org
to the next level: a network of advocates
pioneer in promoting women in work,
either in informal or formal groups
launched a new mentoring initiative called
with whom she can share experiences
#MentorHer, specifically aimed at men.
and seek advice.
LeanIn.org, the foundation she created
to promote women in work, had picked
up troubling signs that the #MeToo
movement was sparking a backlash: men
were backing away from engaging with
women in the workplace.Speaking up for yourself
— ask and you might get
As the survey data shows, women
tend to expect to be approached
Self-advocacy — negotiation pays off
for a promotion or shy away Negotiated for career opportunity Obtained career opportunity in the last two years Obtained career opportunity after negotiating for one
from roles for which they don’t
feel they meet all the criteria. A promotion A pay raise Training or development
Creating dialogue between women opportunities required for advancement
and their employers to discuss
aspirations, performance and 63% 91% 82%
needs is a critical element of career 41% 77% 64%
success. Self-promotion is frequently 48% 59% 67%
highlighted by women as outside
their comfort zone. However,
there is positive news. Women
are becoming more proactive in
negotiating for themselves and
they are seeing results.
At least half of the women in our
study are opening up discussions Assignment to a high-visibility A stretch assignment
with their employers and proactively project or client
pursuing and negotiating for raises,
promotions and the career- 91% 86%
enhancing experiences so critical 53% 52%
to advancement. And we observed 42% 44%
a strong positive correlation for
women who negotiate for a career-
enhancing action and getting what
they ask for. They are receiving
opportunities at greater frequency
than those who do not negotiate.
Source: PwC, Time to talk survey, 2018. Base: All respondents, 3,627.15 | Strategic support
Women can’t count on success and In the last year more than 350 CEOs in Getting to know employees,
fulfilment unless men help them. This is
not an admission of weakness; it is simply
the US, including Tim Ryan, Chairman
of PwC US, have taken the CEO Action
59% understanding what they need to succeed
and helping them secure that support
a matter of math: there are many more for Diversity & Inclusion pledge to of women say their managers give work are musts for sustaining a talent pipeline.
men in positions of power than women advance diversity and share programmes experiences that provide accelerated These require investment of time and
and more women who need sponsorship that work.10 It’s a smorgasbord of ideas developmental opportunity. energy, but they are too important to
than women alone can support. If men from bias training, to how-tos for setting overlook because they are a key part of
abrogate their responsibilities to help the up networking groups for minorities, what helps networks mobilise for women.
women junior to them, then the gender and includes a variety of work/life 61%
gap will persist and the old boys’ network balance initiatives too. It’s also a start of women say their managers recognise
will prevail. to a conversation that needs to continue their work and give them exposure to
to find out what works. senior leaders.
As part of this, business leaders also have
to recognise harassment and bullying The most critical element of a trusted
Leaders need to work outside their
are unacceptable in the workplace.
One-third of women in the survey said
working relationship between employer
and employee is this continuous, open
60% comfort zone and pick people for
they had experienced verbal abuse/ communication channel where priorities of women say their managers understand
and support their career aspirations.
opportunities in a non-biased way.
bullying and one in four experienced and goals can be shared freely.
sexual innuendos/harassment in the
Look at the list of people and
past two years. Employers should actively Our data show there is positive correlation intentionally choose someone you
work to change the culture where these between women whose managers provide might not have thought of on your
actions can happen. career opportunities and women who Overall, we see women in developing own. Little things like that can
have confidence in their ability to lead countries reporting higher access
and rise to the most senior levels with to career opportunities than in the
help reduce bias.”
their current employer. developed world. Reid Carpenter, head of the Katzenbach Center,
a part of PwC that studies corporate culture
and leadership16 | Strategic support
Sponsorship and role models Ideas outside of the box
Our research shows that only 54% • An accountable mentoring or
of women see role models like them sponsorship system where the
in senior management, not surprising mentor/sponsor is measured
given the fact that women are so often on the progress the mentee makes
under-represented in leadership to give the mentor/sponsor both
positions, but an indication that more accountability and an incentive
needs to be done to boost mentorship to be involved.
and sponsorship for women. “I left my
first job at an investment bank because • Managers must commit to putting
there were no female Managing all potential candidates on
Directors I could relate to,” said one opportunity lists when it comes
survey respondent. Where were the to the next promotion, stretch-
women who could answer questions that assignment or profile opportunity.
all women face? Will having kids hurt This will prevent the reliance on
me? Can I stop travelling and still make “system one” instincts and mitigate
partner? If I do go on a flexi-time, any potential unconscious bias
will my bosses still take me seriously? in the decision-making.
There are attempts to change this. • All promotion discussions would
Unilever, for example, identifies women start with a spotlight reminder
with leadership potential, sends them on on how to raise awareness
a specially designed training programme of unconscious bias and how
and specifically targets confidence to mitigate against it, and assess
building in their daily work. The company real-time KPIs to reflect on
is close to gender parity in management whether promotion outcomes
ranks, up from 38% in 2010. are representative of promotion
pool demographics.Life, family care and work Balancing priorities Demographic shifts have had a significant impact on the makeup of the global workforce in recent decades, and employers need to catch up. There has been a tidal shift in the number of CEOs now focused on gender diversity and female advancement around the globe.11 But diversity and talent strategies still remain largely unfit for purpose.
18 | Life, family care and work
Women are having children later in life.
The mean age in OECD countries rose
Although governments are mandating
more family-friendly solutions and
The motherhood penalty — alive and real
roughly four years to 29 from the 1970s many organisations now devote serious Women who fear the impact of starting a family Mothers who felt overlooked for promotions/special
to 2015, with highly educated women resources to supporting parental leave on their careers (% who said yes): projects (% who said yes):
waiting until their 30s to have policies and flexible working conditions,
children.12,13 Women today are also more this has not convinced everyone. Of the
financially empowered. They are likely women surveyed, 42% said they fear the
to be part of a dual career couple career effects of having children; 48%
— which was the case for 84% of those of new mothers returning to work felt
in our survey who said they were in overlooked for promotions and special 42% 53% 48% 63%
a relationship. Of the mothers in the survey, projects. In addition, 37% of new mothers Total
Minority-identified
Total
Minority-identified
women* women
38% said they are the primary earner said they did not take the full maternity/
in their relationship. Of those without paternity/adoption leave they were
children, 62% said they earn equal permitted because of career pressure,
to or more than their partner/spouse. feeling this would undermine their
standing at work. Employers must
This has important implications for proactively address these concerns or Women in North America, Western Europe and Asia Mothers in North America, Western Europe and Asia
women and employers. By the time they and their female employees will face who fear the effects of starting a family on their who felt overlooked for promotions/special projects
careers (% who said yes): (% who said yes):
they first become mothers, women will a lose-lose predicament: highly skilled
have established careers and employers talent will leave and women will not
will have invested significant time and fulfil their full potential. “It’s important
resources to develop this talent pool. to frame this discussion about diversity
Supporting a family and other personal in terms of talent. You don’t want to lose
commitments are often dependent the women because you have invested
on earning power. Mothers do not so much in them,” said Isabel Fernandez-
want to opt out of their careers because Mateo, Adecco Professor of Strategy and
their employers rely on outdated
stereotypes and employment policies
Entrepreneurship at the London Business
School, whose research looks at gender
40% 41% 42% 38% 40% 68%
North America Western Europe Asia North America Western Europe Asia
that penalise motherhood. diversity in top management.
*Women who identified themselves as an ethnic or racial minority in the country where they worked. Source: PwC, Time to talk survey, 2018. Base: All respondents, 3,627.19 | Life, family care and work
Work/life by design An off- and on-ramp strategy Making work family-friendly Little things that show you care
In 2015 Alcoa of Australia surveyed DBS, a leading financial services group In summer 2017, Fifth Third Bank,
Companies will need a fully integrated
expectant parents and found a fifth of in Asia, is committed to providing an where 60% of its 18,000 employees are
approach that links transparency and
managers were not keeping in touch with inclusive work environment where every women, started a maternity concierge
support networks with work/life balance
employees on parental leave which made employee can develop professionally and service for pregnant women. The
arrangements. Here are some innovative
employees anxious. They introduced personally. Instituting family-friendly concierge can source supplies, daycare
ideas to think about:
a comprehensive toolkit to assist policies, including flexible time, part- options and pediatricians. The company
managers with keeping communication time, work-from-home and sabbatical reports 180 employees have so far used
channels open. leave arrangements, is part of how DBS it but it’s too early to tell if it has had
meets the needs of its diverse workforce. an impact on retaining women.
Flexibility and advice It has also established a return-to-work
programme to support the re-entry Parental transition coaching
When exit interviews at the international of parents into the workforce. DBS
law firm Orrick showed work/life was named Asia’s best employer 2016 To help new parents adapt to life
balance prompting promising women – 2017. The goal is to position DBS as with children, maintain confidence
to leave, it introduced generous parental an employer of choice for women in the and keep career momentum on track,
leave benefits (22 weeks and nine region. It’s working: currently 60% of its PwC UK introduced parental transition
months job protection) and a Leave workforce, 40% of senior management coaching for all new parents from
Liaison officer to help the transition back and 30% of its Group Management manager grade and above. Women get
to work. During the first month back all Committee are female. four coaching sessions before, during
primary caregivers, male or female, get and after returning. New fathers
a 50% workload expectation at full pay taking longer periods of leave can
and flexible hours. In 2016, 20% of new receive pre- and post-leave coaching.
partners had used the flexi-system. The people managers of these new
parents also receive coaching sessions.
And for those below manager level there
is an eLearning module available.20 | Life, family care and work
In companies where senior leadership Trust and the myth of flexible This fear is magnified in Asia. The Flexibility at work is no longer
makes it a priority, policies can be working hours majority of our respondents from China either a nice-to-have initiative
put in place to reassure people with (97%), India (96%) and Singapore
caring responsibilities. For example, at (93%) who mirrored the global response or an optional perk mostly
Much has been made of the trend
Vodafone, CEO Vittorio Colao has made towards more flexible working that work/life balance and flexibility used by women. The common
diversity and inclusion a top priority arrangements to help women juggle is important to them, also said it is not stereotypes around flexibility
for the past eight years; today 28% the complexities of family life and work. available in practice and, further, people and importance of face-time are
of management is female with a goal It’s now possible in many parts of the who work flexibly (reduced hours
of 30% by 2020. There are structural or job sharing) are regarded as less now a fad. The ability to influence
world for women and men to share
processes in place to allay fears that parental leave; some companies pay committed to the organisation. In China the what, how and where to work
taking time off to start a family will for childcare at home so women can and India, 61% and 54% of employees, for employees should be a core
derail careers when employees return work next to their babies; others give respectively, report their organisations people priority and embedded
to work. This is combined with the anti- childcare vouchers and crèches are more do not value flexible working as a way
bias training that challenges the kinds of working effectively. in the business strategy. We need
common in the workplace. However,
of stereotypes that can disadvantage women, and particularly minority
to de-parent, de-gender, and
new parents. “It helps reduce anxiety women, remain skeptical about how de-age the perception around
for returning parents. They can continue “My progress is limited by
serious their employers are when they flexible working. It is critical
where they left off,” said Karina Govindji, say flexibility won’t hurt their progress. well-intended ‘protection’ from
Group Head of Diversity & Inclusion that we encourage candid
Many fear opting for something that stretching assignments and
at Vodafone. There is a global parental conversation about work and
helps their work/life balance, which progress, with my need for
leave policy that gives women 16 weeks 95% said was important to them, family, especially among men,
paid leave followed by a six-month re- flexibility being determined
will end up damaging their careers. and at the leadership level.”
entry period where mothers can work by others as a priority over
four days a week at full pay. “It takes my ambitions and potential Shveta Verma, Senior Director,
planning but we’ve seen that teams pull Diversity & Inclusion Programme,
together to accommodate new mothers,”
to progress. The two seem PwC India
said Govindji. incompatible and irreconcilable.”
Public-sector employee,
United Kingdom21 | Life, family care and work
Overall, women ranked lack of flexibility
and work/life balance as a top-three
Why flexibility isn’t working for everyone
reason for wanting to leave their current Women who say work/life balance/ Women who say that taking Women who say that people
employer, just behind pay and a lack flexibility programmes and policies advantage of work/life balance/ who work flexibly (e.g., reduced
of opportunities for career progression. exist in their organisation but flexibility programmes has hours, job sharing, etc.) are
The combined forces of market demand, are not readily available to them negative career consequences regarded as less committed
technology advancements, and the in practice: at their workplace: in their organisation:
growing gig economy, have allowed
flexibility to become an essential and
critical aspect of career support for
women in particular, but also for male
employees. Organisations will have
to address the disconnect between
employee values and perceptions and the 38%
kinds of flexible programmes on offer. Women
It is fundamental we see employers drive
cultural shifts, whereby their people
40% 42%
become valued and rewarded for their
performance over their presence. Women
41% Women
Minority-identified
women
45% 49%
Minority-identified 40% Minority-identified
women
women* Single mothers
*Women who identified themselves as an ethnic or racial minority in the country where they worked. Source: PwC, Time to talk survey, 2018. Base: All respondents, 3,627.22 | Time to talk: What has to change for women at work
The way We come back here to our three
prerequisites for success. If the
foundations of transparency and trust
Personal fulfilment and job satisfaction
are at the top of the agenda for women
worldwide, but women also want
We’ve identified the interdependent
elements of an ecosystem that have
to be in place and in balance for women
forward are established and women have strong
support networks that mobilise for
them, then the necessary two-way
to achieve more conventional measures
of success: reward and recognition
commensurate with their talent and
to succeed. In too many organisations,
one or the other of these elements are
either afterthoughts or absent. Women say
conversations about caregiving, family contribution. They are looking for ways they are not getting what they need. This
and broader life commitments will be to make every aspect of their employment message is too important to ignore if
easier to hold and more productive. work for them. Fear of speaking up is women are to achieve personal and career
diminishing. But there is still a fear of fulfilment and organisations are to succeed.
bias and backlash, and there is evidence Equality can’t remain a work in progress;
that this fear is justified. it must become work for progress.23 | Time to talk: What has to change for women at work
Time to talk For the past five years, PwC has launched
a global research report on International
Women’s Day, which brings to life
There are a lot of positives to be taken
from this year’s survey; 82% of women
are confident in their ability to fulfil their
Based on these powerful findings, this
report identifies an ecosystem centred
on transparency and trust, strategic
the career experiences and aspirations career aspirations, 77% feel confident support and life, family care and work
of working women around the globe, in their ability to lead and 73% are that will help all employers, including
and the actions needed to help both actively seeking career advancement PwC, accelerate change.
organisations and women thrive. opportunities. Women are confident,
ambitious and ready for what’s next and Leaders around the world must rise to
We won’t achieve gender parity they are also more proactive in pursuing the occasion. But this is not only a question
in leadership if we don’t all press for their goals. They are negotiating for raises, for women and leadership; gender
progress; to do this in a sustainable way promotions and the career-enhancing equality benefits everyone, and men must
we must target women’s advancement experiences so critical for advancement. be part of the solution. This is particularly
throughout their careers. That is why And it’s working: our survey shows that true when it comes to providing women
this year’s survey focused on women women who speak up and negotiate are with the strategic support and advocacy
aged 28 to 40. Because it is at this stage getting what they ask for. needed for career success and progression.
we start to see female representation
gaps at work widen, and the challenges The other takeaway is that there is still In fact, that’s the key message I get from
of combining personal and career a huge amount of work that needs to this report: just as companies strive
priorities increase. be done. Trust is a big issue for the women to innovate their products and services
in our survey, as is concern over what to flourish, we as employers need to be
they see as the motherhood and flexibility innovative about helping women realise
penalty. They want to see more their professional goals.
transparency about practical issues like
performance, career success and progress.
It is vital that there is two-way, open
dialogue where both women and their
employers initiate candid discussions
centred on career aspirations and what’s
Bob Moritz, needed to close the disconnect between
Global Chairman of PwC ambition and achievement.24 | Time to talk: What has to change for women at work
About the The survey went to 3,627 professional
working women, age 28 to 40, from more
Grade level of respondents
than 60 countries during a two-week
survey period in January 2018. Respondents
were obtained through paid research
(97%) and social media (3%). Leadership position
CEO 5%
11%
and the women Women from Western Europe, Mid-senior level management 36%
who took part
North America, Asia, and Australasia
make up 84% of responses. The female Junior level management 14%
age dispersion is balanced across
Below manager level position 34%
all regions, with the exception of parts
of Central America, which had few
respondents overall. The respondents
represent women working in 27 different
industry sectors.
Women’s earning power Personal demographics
36% 84% 80% 38% 60% Diagnosed disability 10%
80% of respondents were in a relationship/married 60% of respondents were mothers and 38% Lesbian, gay, bisexual* 5%
and 84% of those were part of a dual career with were the primary earner in their relationship.
36% being the primary earner.
Ethnic/racial minority 9%
International talent** 13%
Source: PwC, Time to talk survey, 2018. Base: All respondents, 3,627. *This question was only asked in countries where it was legal to do so. **Women who worked in a country that was not their place of birth.25 | Time to talk: What has to change for women at work
Endnotes
1. “21st CEO Survey: The Anxious Optimist 5. “2018 Edelman Trust Barometer Global 9. “Gender Pay Gap Reporting.” GOV.UK,
in the Corner Office,” PwC, 2018, https:// Report,” Edelman, 2018, http://cms. Government Equities Office, 28 Jan. 2017,
www.pwc.com/gx/en/ceo-survey/2018/ edelman.com/sites/default/ www.gov.uk/government/news/gender-
pwc-ceo-survey-report-2018.pdf files/2018-02/2018_Edelman_Trust_ pay-gap-reporting
Barometer_Global_Report_FEB.pdf
2. “The Tipping Point: Women on Boards and 10. “CEO Action for Diversity & Inclusion.”
Financial Performance,” MCSI, Dec. 2016, 6. Teresa Perez. “Most People (Still) Have CEO Action, PwC, https://www.ceoaction.
https://www.msci.com/documents/10199/ No Idea Whether They Are Paid Fairly.” com/the-pledge/
fd1f8228-cc07-4789-acee-3f9ed97ee8bb. PayScale, Inc.,11 Dec. 2017, https://www.
The MSCI data contained herein is the payscale.com/data/pay-perception 11. “21st CEO Survey: The Anxious Optimist
property of MSCI Inc. (MSCI). MSCI, its in the Corner Office,” PwC, 2018, https://
affiliates and its information providers 7. Elena Belogolovsky & Peter A. Bamberger. www.pwc.com/gx/en/ceo-survey/2018/
make no warranties with respect to any “Signaling in Secret: Pay for Performance pwc-ceo-survey-report-2018.pdf
such data. The MSCI data contained herein and the Incentive and Sorting Effects
is used under license and may not be of Pay Secrecy,” Academy of Management 12. OECD Family Database, Age of Mothers
further used, distributed Journal, vol. 57, no. 6, 2014, pp.1706- at Birth, 31 Oct. 2017 https://www.oecd.
or disseminated without the express 1733., doi:10.5465/amj.2012.0937 org/els/soc/SF_2_3_Age_mothers_
written consent of MSCI childbirth.pdf
8. Lianna Brinded. “It’s Going to Take 217
3. “Working Mother 100 Best Companies,” Years to Close the Global Economic Gender 13. “For most highly educated women,
Working Mother, 2017, https://www. Gap.” Quartz Media, 21 Nov. 2017, https:// motherhood doesn’t start until the 30s,”
workingmother.com/sites/workingmother. qz.com/1117632/its-going-to-take-217- Pew Research Centre, 2015, http://www.
com/files/attachments/2017/09/100best- years-to-close-the-global-economic-gender- pewresearch.org/fact-tank/2015/01/15/
chart-finalv3.pdf gap/ for-most-highly-educated-women-
motherhood-doesnt-start-until-the-30s/
4. “The Global Gender Gap Report 2017,”
World Economic Forum, 2017, http://
www3.weforum.org/docs/WEF_
GGGR_2017.pdf26 | Time to talk: What has to change for women at work
PwC network contacts
Bob E. Moritz Sharmila Karve Agnès Hussherr Aoife Flood
Global Chairman of PwC Global Diversity & Inclusion Global Human Capital Leader Global Diversity & Inclusion
+1 646 471 8486 Leader +33 1 56 57 85 48 Programme
robert.moritz@pwc.com +91 22 66691209 agnes.hussherr@fr.pwc.com +353 1 792 6459
sharmila.karve@pwc.com aoife.flood@ie.pwc.com
Dale Meikle Shveta Verma Anne Freer Ilona Steffen
Global Diversity & Inclusion Global Diversity & Inclusion Global Diversity & Inclusion Global Marketing & Insights
Programme Programme Programme Director
+1 415 498 5237 +91 124 4620508 +1 832 971 5664 +41 79 210 6692
dale.e.meikle@pwc.com shveta.verma@pwc.com anne.freer@pwc.com ilona.steffen@
strategyand.ch.pwc.com
Andrea Plasschaert Bhushan Sethi Jon P. Terry Julie McKay
Global Communications Partner, PwC US Partner, PwC UK Partner, PwC Australia
Senior Manager +917 863 9369 +44 207 212 4370 +61 3257 5436
+41 58 79 29 123 bhushan.sethi@pwc.com jon.p.terry@pwc.com julie.mckay@pwc.com
andrea.plasschaert@
ch.pwc.com27 | Time to talk: What has to change for women at work
Credits We’d like to thank the following
PwC experts for their insights
Special thanks to our featured
companies and experts:
We’d like to thank the following
for support with writing, design
and contributions: and research:
and thanks Adela Llumpo, Agnès Hussherr, Alcoa, DBS, Fifth Third Bank, Glassdoor, Adam Drummond and Priya Minhas
Amelie Jeangeorges, Anne Freer, MSCI, Orrick, PayScale, Unilever, at Opinium Research
Andrea Plasschaert, Aoife Flood, Vodafone
Arthur Kleiner, Ben Andrews, Kari Shafenberg, Dragonfly Editorial
Bhushan Sethi, Bob Moritz, Isabel Fernandez-Mateo, Adecco Luke Gifford, Charles Taylor, Sarah Dezille
Bradley Deckert, Carol Stubbings, Professor of Strategy and at lukecharles
Dale Meikle, Deborah Unger, Entrepreneurship at the London
Elizabeth Barrett, Elizabeth Johnson, Business School Deborah Unger, PwC Senior Editor,
Elizabeth Yates, Emily Hertz, strategy+business
Ilona Steffen, Jon Terry, Karina Govindji, Global Head
Jennifer Bhagwanjee, Jennifer Chapman, of Diversity & Inclusion, Vodafone
Joshua Cooper, Justine Brown, Sheryl Sandberg, COO
Julie Gordon, Julie McKay, of Facebook and Founder LeanIn.org
Julie Szydlowski, Karen Loon,
Kate Hannah, Kathy Kavanagh, Sylvia Ann Hewlett, CEO,
Lauren Kim, Lucinda Miller, Center for Talent Innovation
Melane Dawe, Mike Davies, Monica Patel,
Peter Oastler, Reid Carpenter, Sally Evans,
Sarah Churchman, Sharmila Karve,
Sheekha Rajani, Shveta Verma,
Sharon O’Connor, Yolanda Seals-Coffieldwww.pwc.com/timetotalk At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 158 countries with more than 236,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more and tell us what matters to you by visiting us at www.pwc.com. This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PwC does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2018 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details.
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