Womeninthe

Workplace2025:

India,Nigeria,andKenya

Tableofcontents

Introduction2

Methodologicalsummary6

Summary

offindings10

India’sformalprivateworkforce16

Nigeria’sformalprivateworkforce30

Kenya’sformalworkforce44

Increasinggenderrepresentation:

Howemployerscantakeaction58

Movingforward80

Detailedmethodology88

Glossaryandkeydefinitions98

Appendix100

WomenintheWorkplace2025:India,Nigeria,andKenya

Introduction

WomenintheWorkplace2025:India,Nigeria,andKenya

WomenintheWorkplace2025:India,Nigeria,andKenya

Womenconstitutehalfoftheglobalworking-agepopulationyettheirrepresentationintheformalsector,especiallyinleadershiproles,remainslow,withsomeestimatesshowingthatwomenholdlessthanathirdofleadershippositionsintheformalsectorglobally.This

underrepresentationnotonlyunderminestheireconomicpowerandmobilitybutalso

impedescountries’inclusivegrowth.Genderdiversityintheworkforceisnotmerelyanissueofequity;itisacrucialdriverofsocialandeconomicprogress.Societiesthatfailtofully

harnessthecapabilitiesofhalftheirtalentpoolaremissingvitalopportunitiesforgrowthanddevelopment(seesidebar“ForfutureexplorationinIndia,Nigeria,andKenya:The

relationshipbetweengenderdiversityandcorporatefinancialperformance”).

Since2015,McKinseyhasconductedannualoriginalresearchonwomen’sparticipationin

theformalworkforceintheUnitedStatesandCanadathroughourWomenintheWorkplacereportseries,inpartnershipwithLeanIn.Org.Thisreportextendsthatpioneeringresearchtonewcountries—India,Nigeria,andKenya—forthefirsttime,addressingamajordatagapanddeepeningourunderstandingofwomen’srepresentationintheformalsectorinthesecriticalmarkets.WearegratefultotheGatesFoundationandCo-Impactforthefinancialsupport

theyprovidedsowecouldcarryoutthisnewresearch,andtoLeanIn.Orgfortheirvitalinputtothemethodologyinthefoundationalseries,whichhelpedinformthisreport.

ForfutureexplorationinIndia,Nigeria,and

Kenya:Therelationshipbetweengenderdiversityandcorporatefinancialperformance

Itisimportanttonotethatwhileseveralstudieshaveidentifiedacorrelationbetweengenderdiversityandhigherlevelsofcorporatefinancialperformance,thesestudies

typicallyuseacorrelationalmethodofanalysis,sotheywerenotdesignedtoestablishacausalrelationshipbetweenthevariables.Experimentalandquasi-experimental

studies,particularlyinourfocuscountriesofIndia,Nigeria,andKenya,willbeneededinthefuturetoexplorewhetherthereisacausalrelationship—and,ifso,towhat

magnitude.

Thatsaid,wealsoacknowledgethat,independentofwhethergenderdiversitycan

beprovedtobeapositivecausaldriverofhigherlevelsofcorporateperformance,

significantindividual,household,andsocietalbenefitsarisefromwomen’sgreater

participationandadvancementintheformalworkforce.Thisiswhyweconsiderthis

researchsoimportant.Althoughthereisgrowingattentiontogenderdiversityintheworkplace,amajorgappersistsintermsofdataonwomen’sparticipationinvarious

ranksoftheformalsector,particularlyinemergingmarketssuchasIndia,Nigeria,andKenya.Thisoriginalresearchisacontributiontostartfillingthatgap.

“Working-agepopulationbysexandage(thousands),”ILOSTAT,accessedSeptember21,2024.

“Genderequityintheworkplace:Breakingdowngenderbarriersandbiases,”LinkedIn,accessedSeptember23,2024.

WomenintheWorkplace2025:India,Nigeria,andKenya

Ouranalysisinthisreportisbasedondatafrom324organizations,whotogetheremploy

about1.4millionpeopleacrossIndia,Nigeria,andKenya.Whilethereportprimarilyfocusesonformalemploymentintheprivatesector,italsoincludesaspecialexaminationofthe

publicsectorinKenyatoprovideamorecomprehensiveviewofwomen’sparticipationintheformalsector.Wedefinetheformalsectorasincorporatedenterpriseswhoseoperationsaresubjecttoandcompliantwithgovernmentregulations;wedefineformalemploymentasanyformofemploymentinwhichthereisacontractualarrangementbetweentheseincorporatedenterprisesandindividualemployees.

Ourresearchdelvesintotwoareas:

—Thetalentpipeline.Inchapters1through3,weanalyzedatafrom324organizations

toassessrepresentation,promotion,attrition,andhiringacrossvariousstagesofthe

workforcepipelineoftheformalsector.Thisanalysisrevealsbothcommonandcountry-specificpatternsandbarriersthatwomenarefacingintheirprofessionaljourneysineachregion.

—Organizationalpoliciesandpractices.Chapter4exploresdatafrom185ofthese

organizations,focusingontheassociationbetweengenderrepresentationoutcomes

andthepresenceorabsenceofspecificHRpoliciesandpractices.Thefindingsexaminetherolethatstructuredpolicies,suchasbiasmitigation,flexibleworkarrangements,andfamilycaresupport,playinshapingwomen’sparticipationandadvancementintheformalsector.Thischapteralsoincludesanassessmentofemployers’self-perceptionsofthe

efficacyofdifferentpoliciesinadvancinggenderdiversityintheirorganizations.

Buildingontheseinsights,chapter5concludeswithsomecountryspecificrecommendationsandprovidesathree-stepactionplanthatemployerscanconsider,informedbythe

challengesandsuccessesoutlinedintheearlierchapters.

Thisreportprovidesactionableinsightsthatvariousaudiencesseekingtoadvancegender

diversityandinclusionwithintheirorganizationscanimplement.Forboards,theirroleis

toworkcloselywiththeCEOandexecutiveteamtosetcriticalstrategicpriorities,with

genderdiversitybeingakeytalentfocus.Tosupportaccountabilityforgenderdiversity

goals,boardswouldbenefitfromregularlyreviewinggenderdiversitymetrics,including

representationmetricssuchashiring,promotions,andattrition.TheseupdatesallowboardstoassessprogressandsupporttheCEOineffectivelyimplementinganddeliveringonthe

organization’sgenderdiversitygoals.

Boardmemberscanexploreseveraltacticstodriveprogress:

—Requestupdatesonwomen’srepresentationatalllevelsoftheorganizationmultipletimesayearatboardmeetings,andrequestdataonpromotion,attrition,andhiringatleastonceannually.

—Usethisreporttounderstandhowtheorganization’sgenderdiversitycompareswith

nationalandsector-specificbenchmarks.Thiscanhighlightareasforimprovementandhelpengagemoreeffectivelywithmanagement.

—Inquireaboutthepoliciesandpracticesthemanagementteamisimplementingto

advancegenderdiversityandabouthowtheyplantoensuretheseareeffectively

implemented.Thisreportcanserveasameanstoidentifywhichpoliciescorrelatemoststronglywithprogress.

Adaptedfromdefinitionsoftheinformalandformalsector,employment,andeconomyprovidedbytheInternationalLabourOrganizationandtheSustainableEnergyJobsPlatform.

WomenintheWorkplace2025:India,Nigeria,andKenya

ForC-suiteexecutives,thereportprovidesactionablestrategiesandinitiativesfor

promotinggenderdiversity,highlightingpoliciespositivelylinkedtowomen’sretentionandadvancementthatseniorexecutivescanexplorewiththeirbusinessunitleadersaswellas

withHRandpeopleandculturefunctions.Drawingfromthelivedexperiencesofwomeninleadership,thereportalsooffersinsightsintohowexecutivesandmanagerscancultivateaninclusiveculturewhereallemployeesfeelvaluedandsupportedtothriveprofessionally.

C-suiteexecutivescouldconsiderseveralspecificactionstodrivemeaningfulchange:

—Ensuretheorganizationcollectsandanalyzesdataonwomen’srepresentation,attraction,retention,promotion,andlateralhiring.Usethenationaldatainthisreporttosetclear

aspirationsforareaswiththemostroomforimprovement.

—CollaboratewithHRtoimplementpoliciesfocusedontheareaswiththegreatest

potentialforgrowthandstrongestassociationwithimprovedoutcomesforwomen,continuouslyiteratingontheirimplementation.

—Incorporatediscussionsonwomen’srepresentationintoannualperformance

conversationsforleadersacrosstheorganization,trackingprogressordeclinewithintheirspecificdepartmentsorteams.

—Ensurethatmanagersthroughouttheorganizationunderstandthatgenderdiversityisatoppriorityandthattheirincentivesarealignedwithdeliveringonthisgoal.

Whilethisresearchfocusesexclusivelyontheformalworkforce,itisofcoursecrucialto

recognizethatthemajorityofwomeninIndia,Nigeria,andKenyaworkintheinformalsector.Whileitisdifficulttoobtainaprecise,up-to-datesizing,theInternationalLabourOrganization(ILO)reportsthat,in2019,roughly90percentofemployedwomeninallthreecountrieswereemployedintheinformalsector.Thisunderscorestheneedforfurtherresearchandbroaderactionstoexpandwomen’seconomicopportunitiesbeyondtheformalworkforce—though

thisfallsoutsidethescopeofthisspecificreport.

Increasinggenderdiversityintheformalsectorisapivotalsteptowardequitableand

inclusivegrowth.Thisreportoffersactionableinsightstohelpleadersnavigatethecomplexterrain,supportwomeninadvancingintheircareers,fosterinclusion,andhelpbuild

workplacesthatvalueandleveragegenderequity.

Dataretrievedfrom“Informalemploymentbysex(thousands),”ILOSTAT,accessedApril23,2025.

WomenintheWorkplace2025:India,Nigeria,andKenya

Critical

?ndingsataglance

InIndia,Nigeria,andKenya,barriersimpedewomen’sascenttoleadershiprolesatscale,withC-suiterepresentation

<30%acrossallcountries.

Womenfacedistinctchallengesinenteringtheworkforceand

progressingtoleadershiprolesacrossIndia,Nigeria,andKenya

IndiaGenderrepresentation,entryleveltoC-suite,2024,%MenWomen

Womenholdonlyone-thirdofentry-levelroles,withchallengesinadvancingtomanagerialroles

Women’srepresentationdrops9percentagepointsfrom33%attheentrylevelto24%atthemanagerlevel

Men

Women

EntrylevelManagerlevelC-suite

67%76%

83%

17%

33%24%

Nigeria

Womenaccountfor~50%oftheworkforcebut

holdonly1in3entry-levelrolesintheformalsectorRepresentationremainssteadyatabout29%frommanagertotheC-suite

EntrylevelManagerlevelC-suite

Men

71%

71%

29%

Women

33%29%

67%

Kenya

Womenhold46%ofentry-levelrolesinthepublicsectorand40%intheprivatesectorC-suiterepresentationdeclinesto27%

Men

Women

EntrylevelManagerlevelC-suite

64%

73%

27%

41%36%

59%

Publicsector:46%

Privatesector:40%

46%27%

34%28%

Morecouldbedonethroughpoliciesandpracticestopromotegenderdiversity

Although77%ofCEOsviewgenderdiversityasastrategicpriority,signi?cantgapsexist

~42%donottrackthe

impactofgenderdiversity

policiesandpracticesregularly

~85%ofboardsarenotensuringaccountabilityfordrivinggenderdiversity

outcomes

3transformativestepstohelporganizationsaccelerateprogressonpathtoparity

01.Diagnose

Identifyspeci?cgender

diversitychallengesinthetalentpipelinetodeveloptargeted

improvementstrategies

02.Design

Assessthepresence,use,and

implementationofpolicies,

especiallydiferentiatorpoliciesonsponsorshipandmentorship,lexiblework,andfamilycare

03.Monitor

Enhancetrackingand

accountabilitymechanismsforefectivepolicyimplementation

WomenintheWorkplace2025:India,Nigeria,andKenya

WomenintheWorkplace2025:India,Nigeria,andKenya

8WomenintheWorkplace2025:India,Nigeria,andKenya

Methodological

summary

WomenintheWorkplace2025:India,Nigeria,andKenya9

ThisreportbuildsupontheresearchmethodologydevelopedbyMcKinseyandLeanIn.

OrgintheUnitedStatesandCanadaforourannualWomenintheWorkplaceresearchseries,whichwasfirstlaunchedin2015.ItalsodrawsinsightsfromMcKinsey’s2012research

“WomenMatter2012:Makingthebreakthrough.”

Thereportpresentsinsightsfromthreeoriginalsourcesofdata:talentpipelinedata,HR

policiesandpracticesdata,andinterviews(Exhibit1).Inouranalysis,wehaveweightedthedatabyindustrytoalignwiththedistributionoftheformalworkforceineachcountry,as

estimatedbytheILO.Amoredetailedexplanationofthemethodologycanbefoundinthe“Detailedmethodology”sectionintheappendix.

Exhibit1

OrganizationsacrossindustriessharedtalentpipelineandHRpolicyandpracticedata.

Talentpipelinedatabyindustry,numberoforganizationssharingdata

xxTotalemployeecountacrossorganizations

IndiaNigeriaKenyaAcrossall3

countries

5,804

16,998

223

10,971

2

3

1

Agricultureandagribusiness

6

152,329

2,933

2,631

9

6

157,893

17

Construction,lightmanufacturing,

32

48,743

45,796

1,034

Consumer

goods

andservices

12

20

3

5

andtransportation

1,913

26,609

40,160

8,159

5,392

2

8

25

15

202,529

6,966

9,365

Financialservices

8

13

38

17

Extraction,energy,andheavymanufacturing

218,860

59,821

75

653

60,549

8

3

12

1

Educationandsocialsector

415,258

415,258

113

Government--–-113

1,261

5,949

53,109

45,899

9

30

13

Healthcareandpharmaceuticals8

360,458

3,794

1,278

365,530

20

48

14

14

Law,professional,andITservices

880,795

42,895

453,410

1,377,100

65

182

324

77

Countrytotal

practicesdata70

30,508

36,714

676,291

185743,513

policies

and

HR

50

65

McKinsey&Company

10WomenintheWorkplace2025:India,Nigeria,andKenya

Talentpipelineanalysis

Atotalof324organizationsemployingapproximately1.4millionpeopleacrossIndia,Nigeria,andKenyaoptedintothestudyinresponsetooutreachrequestsfromMcKinseyanddifferentcollaborators.5Thisincludes211privateandsocialsectororganizationsfromacrossthethreecountriesand113publicsectororganizationsinKenya.

Foreachorganizationthatparticipatedinthestudy,ourresearchteamcollectedtalent

pipelinedataonthenumberofmenandwomenacrossdifferentlevelsofseniorityasof

December31,2023,aswellaspersonnelchanges(forexample,duetopromotion,hiring,orattrition)fromJanuary1toDecember31,2023.AlltalentpipelinedatacollectionoccurredbetweenMarchandJune2024.Thedatacollectedwasusedtocalculatewomen’sshareofrepresentation,shareofhiring,attritionrates,andpromotionrates.

HRpoliciesandpracticesanalysis

HRprofessionalsfrom185companies(ofthe324thatoptedintothestudy)electedtoalsoprovide,onbehalfoftheircompanies,informationontheirorganizations’policies,practices,andprogramsrelatedtogenderdiversity.

Thestudyassessedtheprevalenceanduptakeof108organizationalpoliciesandpracticesaimedatemployeeattraction,retention,advancement,andgenderdiversitytracking.Theanalysiswasrestrictedtopoliciesandpracticestypicallyimplementedemployersrather

thanthoseimplementedbyotherstakeholderssuchaseducationalinstitutionsorthestate.AlldatacollectionoccurredbetweenMarchandJune2024.Weanalyzedtheassociation

betweenHRpoliciesorpracticesandgenderrepresentationoutcomeswithavarietyofanalyticalmethods,includingquartileanalysis,correlationanalysis,andmultivariateregression.Onlystatisticallysignificantresultsarepresentedinthisreport.

Interviews

Ouranalysesweresupplementedbyinterviewswith78womenacrossthethreecountries

fromdifferentlevelsofseniorityandacrossavarietyofsectors.Eachinterview,lasting

between30and60minutes,probedtheirexperiencesenteringandrisingthroughtheformalsector,aswellastheirperspectiveonwhathassupportedorimpededtheiradvancement.

5Technically,325organizationsoptedintothestudy,butwehadtoexcludeoneNigerianorganizationbecauseitwastheonlypublicsectororganizationfromthecountrytoparticipateandthereforecouldnotrepresentthewholesector.As

such,theactualnumberoforganizationsreflectedintheanalysisis324.

WomenintheWorkplace2025:India,Nigeria,andKenya11

12WomenintheWorkplace2025:India,Nigeria,andKenya

Summaryoffindings

WomenintheWorkplace2025:India,Nigeria,andKenya13

AcrossIndia,Nigeria,andKenya,womenarefarfromachievingparityinrepresentation;

entrenched,systemicchallengespreventwomenfromreachingleadershiprolesatscale.Ourresearchintothesechallengesandhoworganizationsacrossthecountriesapproachgenderdiversityrevealedfourmajorfindings.First,womenfacedifferentchallengesacrossthe

threecountriesintermsofenteringtheworkforceandadvancingintoleadershiproles.Somecountriesstruggletoattractwomenintoentry-levelpositions(IndiaandNigeria),somebattleabrokenrungatthestepuptomanager(Indiatothelargestextent),andsomestrugglewithpromotionatmoreseniorlevels(Kenyatothelargestextent).Second,thesechallengesalsovarysignificantlybysector:Forexample,inthelegalsectorinNigeriaandKenya,women’s

representationisfairlyhighattheentrylevelandholdssteadyacrosstheboard.Third,somepoliciesandpractices,includingthoserelatedtomentorshipandsponsorshipandtoflexibleworkarrangements,aremorecorrelatedtoadvancinggenderdiversitythanothers,buttheireffectiveimplementationiscriticaltorealizingoutcomes.Last,thereisconsistentlylittle

measurementandaccountabilityforgenderdiversityoutcomesacrossallthreecountries.

Below,weexplorethesefindingsinmoredetailandproposethreeactionsemployerscantaketoaccelerateprogresstowardgenderequity.

1.Womenexperiencedistinctchallengesinthe

workforceacrossIndia,Nigeria,andKenyaandfaceanarrowpathtoleadershipinallthreecountries

Whilewomen’srepresentationisthehighestwithineachcountryattheentrylevel,itrangessignificantlyacrosscountries,from41percentinKenyato33percentinNigeriaandIndia.

Fromhere,womenfacedistinctchallengesacrossthethreecountries,buttheendresultis

thesame:Women’srepresentationinseniorleadershiprolesisultimatelylowacrossallthreecountries,withlessthan30percentofC-suitepositionsheldbywomen.Thesefiguresare

notsodissimilarfromexecutive-levelrepresentationseenintheUnitedStatesandCanada,wherewomenholdjust29percentofC-suiteroles.6

Thesefindingsunderscoreasharedchallenge:Regardlessofthestartingpoint,systemic

barrierspreventwomenfromadvancingtoleadershiprolesatscale.Consequently,women’srepresentationintheformalsector,especiallyatseniorlevels,remainsfarbelowtheir

proportioninthegeneralpopulation.However,thefactthatthespecificbarriersdifferacrosscountriesisinsomesenseapositivesign.Itindicatesthattheseproblemsarenotintractable;thereareactionsthatworktoimproverepresentation.Employers,then,couldlearnfrom

organizationsandsectorsthathavemadeprogressatattracting,retaining,andadvancingwomenatparticularlevels.

Women’srepresentationinIndiaislowattheentrylevelanddropssharplyatthemoveuptomanager,butwomenwhorisethatfar

faceasomewhatmoreequitablepathfrommanageron

Obstaclesemergeearly,characterizedbylowrecruitmentofwomenintoentry-levelroles,

highattritionalreadyattheentrylevel,andlimitedpromotionsforwomentomoveupfrom

entry-levelpositions.Thoughwomenrepresent48percentofenrolleduniversitystudents

inIndia,7theymakeupjust33percentoftheentryleveland24percentofthemanagerlevel.Thesedropsarequitesignificantfortheearlycareerstages.Beyondmanager,thedeclineinrepresentationslowssubstantially,decreasingbyanaverageoftwopercentagepointsperlevel.AlthoughchallengespersistaswomenmoveupinIndia,theyarenotasstarkasthosefacedattheverystartofwomen’scareers.

6WomenintheWorkplace2024:The10th-anniversaryreport,McKinsey,September17,2024.

7“HighereducationinstitutionsasperAISHE,”AISHE,accessedSeptember21,2024.

14WomenintheWorkplace2025:India,Nigeria,andKenya

LowrepresentationattheentrylevelinNigerialimitswomen’srepresentationatsubsequentlevelsofseniority,thoughtheymaintainsteadyrepresentationastheymoveuptheladder

BarrierstoenteringformalemploymentintheprivatesectorinNigeriareducethenumberofwomeninless-seniorroles,withwomenholdingonly33outof100entry-levelroles.Once

theyentertheworkforce,women’srepresentationholdsrelativelysteady,includingnodropatallafterthemanagerlevel.YetC-suiterepresentationremainslow,withwomenholding

only29outof100roles.Untilentry-levelbarrierscanbeaddressed,thenarrowpipelineat

thestartmeansseniorrolesarelikelytoremainweightedtowardmen.Senior-levelwomen

inNigeriaalsoseegreaterfluidityintheircareersthanmen:Ourinterviewsindicatedthat

womenaremorelikelytobepromotedbutarealsomorelikelytoleavetheircurrentrolesandbehiredlaterallyatotherorganizations,whetherdeterredbyfrustrationswiththeircurrent

roleorluredawaybyattractiveopportunitieselsewhere.

Women’srepresentationinKenyafollowsaclassicdecliningfunnelinboththe

publicandprivatesectorsdespiterelativelyhighrepresentationattheentrylevel

Womenstartoffrelativelywellrepresented,holding40outof100entrylevelrolesinthe

privatesectorand46outof100entrylevelrolesinthepublicsectorinKenya.However,as

theymoveuptomore-seniorleadershiproles,theirrepresentationdeclines.Intheprivate

sector,womenencountera“doubledip”challenge:first,abrokenrunghinderingtheir

progressionintomanagement,thenasecondbarriertoadvancementintoseniorleadership

roles.Thesedipsdiminishwomen’srepresentationinthetalentpipelineandeventuallyleaveonly28percentofC-suitepositionsheldbywomen.Meanwhile,inthepublicsector,women

maintainstablerepresentationatbothentryandmanageriallevels.Butaswomencontinuetoclimbthecorporateladder,theirnumbersdecline,fallingto36percentatthevicepresident

(VP)leveland27percentattheC-suitelevel.

2.Examiningsystemicbarriers:Women’srepresentationtrends

acrosskeysectorsrevealdivergenceacrossthesectorsandcountries

Lookingatthreesectorsasexamplesrevealssubstantialdifferencesinwomen’s

representationpatterns,indicatingpotentiallessonsthatcouldbeimplementedacrosssectors.

Financialservices.Thefinancialservicessectoracrossallthreecountriesrevealsacommontrendofrelativelyhighrepresentationofwomenatentrylevelsbutsignificantdrop-offs

atseniorleadershiplevels.InIndia,womenmakeup31percentattheentrylevel,butthisdecreasestojust13percentattheC-suite.NigeriaandKenyaseeevensteeperdrops,

with47and50percentrepresentationattheentrylevelinfinancialservicesandonly28and26percentatseniorlevels,respectively.Thesefindingssuggestsystemicbarriers

preventwomenfromadvancing,eveninthefinancialservicessectorwhenthereisstrongrepresentationearlyintheircareers.

Healthcare.Similar,thoughnotquiteassteep,pipelinedrop-offsarelikewiseseenin

healthcare.Despitehighinitialrepresentation,women’srepresentationdropsaftertheearlystagesofthefunnel.InNigeria,womenhold51percentofentry-levelrolesand38percentofsenior-levelroles.AsimilarpatternisseeninKenya,withwomenholding55percentofentry-levelroles,decliningto39percentattheC-suite.

Legal.AcrossIndia,Nigeria,andKenya,thelegalsectorstandsoutforhavingrelativelyhighlevelsofwomen’srepresentationthroughoutthepipeline,consistentlymaintainingrepresentationabovethenationalaverageateverylevel.InNigeria,womenrepresent

55percentofworkersattheentrylevel,withonlyaslightdeclineto49percentatseniorleadership.Similarly,inKenya,womenhold59percentofentry-levelrolesand55percent

WomenintheWorkplace2025:India,Nigeria,andKenya15

ofrolesattheC-suite,indicatingmorestabilityinrepresentationastheyadvance.InIndia,womenmakeup51percentoftheentrylevel,butthisdropsto32percentattheC-suite—amoresignificantdeclinethanthetwoothercountries’legalservicessectors.

3.Certainpoliciesandpracticesarecorrelatedwithbetteroutcomesinwomen’srepresentation,buttheirsuccessfulimplementationanduptakeiskey

Manyorganizationshavetakentheinitialstepstoaddresstheunderrepresentationofwomenintheworkplacebyadoptingmultiplepoliciesandpracticesfocusedonincreasinggender

diversity.Ourresearchfoundthat,onaverage,theorganizationsparticipatinginoursurveyhadadoptedabout40differentpoliciesrelatedtogenderdiversity.Notably,organizationswiththelowestwomen’srepresentationaremostlikelytolackcomprehensivegender

diversitypolicies,underscoringacorrelationallinkbetweenadoptionofcertainpolicies—categorizedas“differentiatorpolicies”—an