Boldly Leading the Pack: The 100 Best Workplaces for Women

Transcription

1 Webinars Boldly Leading the Pack: The 100 Best Workplaces for Women Presented by: Jessica Rohman & Tabitha Russell

2 Please type any questions into the Questions Panel

3 Today s Presenters Jessica Rohman Director of Content Great Place to Work Tabitha Russell Certification Program Manager Great Place to Work

4 Sorry, Not Sorry Kim Greenspan realized she said it a lot, and then decided to do something about it.

5 Current State of Women in the Workplace 53% of Americans and 63% of women say significant obstacles continue to make it harder for women to get ahead than men. Pew Research Center Women face greater barriers to advancement and a steeper path to senior leadership. Conclusion of 2015 Women in the Workplace study by McKinsey & LeanIn.org In 2015, full-time women working in the U.S. were paid an average of 80% of what men were paid AAUW.org Among Fortune 500 CEOs, just 22 are women 2016 Pew Research Center survey

6 The 100 Best Workplaces for Women

7 About the Best Workplaces for Women List 100 winners from pool of Great Place to Work-Certified companies 290,176 total employees surveyed 47% were women List rankings based on women s overall experiences (and on differentiating issues compared to men s) Also looked at representation in the workforce and in management

8 Best Workplaces for Women TOP 5 1. Texas Health Resources 2. Child Trends 3. Build-A-Bear 4. Ultimate Software 5. PrimeLending

9 What do you think? What do you think was one of the biggest differentiators between men and women s workplace experiences at all of the workplaces we surveyed?

10 Having a Voice

11 Having a Voice 4 survey statements that clearly identified the difference between men & women s work experience 1. Management involves people in decisions that affect their jobs or work environment. 2. I can ask management any reasonable question and get a straight answer. 3. Management keeps me informed about important issues and changes. 4. Management is approachable, easy to talk with.

12 Having a Voice The Impact of Having a Voice that Leaders Hear Our key driver analysis shows that when women have a voice in the organization, they are more likely to: Want to stay Have improved perceptions of fairness Have a significantly more positive experience of the workplace overall

13 Having a Voice Impact on Retention Women are 3x more likely to want to stay if management involves them in decisions that affect their jobs they can ask management questions and get a straight answer Women are 4x more likely to want to stay if management is approachable and easy to talk with

14 Having a Voice Impact on Perceptions of Fairness Women who say management involves people in decisions that affect their jobs are 5x more likely to think promotions go to those who best deserve them 4x more likely to think they receive a fair share of profits

15 Having a Voice Impact on Perceptions of Fairness Women who say they can ask management any reasonable question and get a straight answer are 8x more likely to say managers avoid playing favorites.

16 Having a Voice Impact on Overall Experience of a Great Workplace Of women who think management is approachable and easy to talk with, 96% also say it s a great place to work. Conversely, if management isn t approachable, only 19% of women say it s a great place to work.

17 Having a Voice Impact on Overall Experience of a Great Workplace If women believe they can ask management questions and get a straight answer, 97% also say their company is a great place to work. If women do NOT believe they can ask questions, just 25% believe their company is a great place to work.

18 How can you build a workplace where women have a voice? Offer more opportunities for employees to connect with managers and leaders, either formally or informally Create feedback programs that encourage employees to speak up and share their opinions Show employees you take feedback seriously and formally follow-up or act on their suggestions Build transparency into your decision-making process by telling employees how their feedback was used Strive for strong representation of women in management and senior leadership roles

19 Having a Voice Best Practice from #1 Company Texas Health Resources Senior Leadership Rounding At each hospital, the president and C-suite executives perform regularly scheduled rounds to meet staff face-to-face Typically round quarterly in smaller departments and monthly in larger departments Leaders share out learnings from roundings at team meetings and take action

20 Having a Voice Best Practice from Ultimate Software Office Hours Departments hold regular Office Hours where top leaders and executives meet with employees Hours are published openly, so any employee on any team can talk with leader of their choice, on a topic of their choice

21 Having a Voice I have a very good relationship with branch and regional management, and always feel listened to - but more importantly heard - when I approach any member of management with feedback, constructive criticism, or flat out concerns about anything business related. I know they trust my judgment, and as a young, female, relatively-new-to-theindustry sales assistant, that is significant to me - something that has kept me here despite more monetarily advantageous offers from competitors. Being listened to and having my opinions and perspectives valued, respected, and often implemented, provides a level of job satisfaction that cannot be bought. I feel empowered and empowerment is probably the key to satisfaction. Female employee, Baird

22 What do you think? What do you think women at the 100 Best Workplaces for Women most frequently said made their workplace great?

23 Career Development

24 Career Development The Impact of Career Development Career development plays a big part in creating a great workplace. Women who reported they were offered training or development are twice as likely to say: People are willing to give extra to get the job done They want to want to work there for a long time Their organization is a great place to work

25 Career Development The Impact on Perceptions of Fairness Women who said they re offered training were 3x more likely to think: Managers avoid playing favorites They receive a fair share of profits Promotions go to those who best deserve them

26 Career Development By the Numbers Winners Non-Winners Training provided to fulltime salaried employees 73 hours/year 63 hours/year Percent of managers and senior managers/ executives that are women 54% 35% 84% of winners offer tuition reimbursement, at an average of $4,380 per employee.

27 Career Development By the Numbers Trust Index Survey Statement Percent of women employees at list winners who agree: Percent of women employees at list nonwinners who agree: Difference I am offered training or development to further myself 87% 78% 9% professionally. Promotions go to those who best deserve them. 78% 69% 9%

28 How can you create opportunities for women to succeed at your organization? Mentorships and coaching Stretch assignments Formal and informal training whether sponsoring degrees, sending employees to conferences, or time to take online/inperson courses

29 Career Development Best Practice from Quicken Loans Red Door Project Six-month mentoring and coaching program for women in leadership Each woman is paired with a senior leader that they meet at least twice a month, who gives advice and guidance Each participant also attends a bi-weekly group coaching session with peers, where they focus on topics related to increasing their opportunities

30 Career Development Plante Moran is a great place to work given the significant amount of exposure to clients and management at PM from day one with the firm. Given this exposure, professionals at Plante Moran advance quickly in their careers, feel valued for their work and are motivated to provide excellent client service. Additionally, feedback and constructive criticism is easily transmitted given the collaborative working environment of professionals at all levels of experience. Female employee, Plante Moran

31 Career Development Managers across the organization are great professional mentors. They take that responsibility seriously, they do it well, and they're really proud when their staff advance in their careers or their education. It is not unusual at Child Trends for relatively junior staff to present to clients or at professional meetings. Their managers have invested the time to train them, and give them these assignments with confidence that they'll be strong performers. And they are! Female employee, #2 company Child Trends

32 Questions?

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