McKinsey partnered with Lean-In to explore the impact of the COVID-19 pandemic on diversity, equity, and inclusion of women in the workplace and the state of work more broadly.
A survey of more than 65,000 employees was conducted as well as interviews with women of diverse identities, including women of color, LGBTQ+ women, and women with disabilities.
Key findings include:
- Women are more burned out than a year ago, and burnout is escalating much faster among women than men.
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42% of women say they have been often or almost always burned out in 2021, compared to 32% a year ago.
- 1-in-3 women said they have considered downshifting their careers or leaving the workforce this year, compared to 1-in-4 who said this a few months into the pandemic.
- More than 50% of women who are responsible for managing teams are often or almost always burned out, and almost 40% have considered leaving the workforce or downshifting their careers.
- 32% of Black women who’ve spoken out against bias and discrimination at work report experiencing retaliation, compared to just 6% of white men.
- It is critical that white allies actively confront bias and discrimination against women of color.
- 77% of employees said they are allies to women of color, but there is a disconnect with supporting with words or actions. Only 21% have advocated for new opportunities for women of color, and only 10% have mentored or sponsored one or more women of color.
- 38% of senior-level women said they mentor or sponsor at least one woman of color, compared to 26% of senior-level men.
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David Dozier, Ph.D., San Diego State University; Bey-Ling Sha, Ph.D., APR, California State University – Fullerton; & Masako Okura, Columbus State University
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In celebration of IPR's 65th Anniversary, we are looking back at past Public Relations Journal issues. This study was originally published in Volume 1 of the Journal in 2007.
Dr. David Dozier and colleagues examined the role of mid-career interruptions in the pay gap between men and women practitioners of public relations.
A survey of 2,405 respondents was conducted from July 7 to Sept. 4, 2004.
Key findings include:
- Men's average annual salaries were 41% greater than salaries earned by women in public relations.
- This difference in income remains after controlling for professional experience and the influence of having a baby.
- A small number of women (7%) take mid-career leaves (a year or more) to have children.
- These leaves do not account for the substantial differences in income between women and men.
- Male respondents took longer leaves from the practice than women, although the difference was not statistically significant.
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Microsoft analyzed the trends that will shape the future of a hybrid work world.
A survey of more than 30,000 people in 31 countries was conducted from Jan. 12 to 25, 2021.
Key findings include:
- 61% of leaders say they are “thriving” right now, compared to 38% of respondents with no decision-making authority.
- 41% of employees are considering leaving their current employer this year, and 46% say they’re likely to move because they can now work remotely.
- 60% of Gen Z say they are merely "surviving" or "struggling" right now.
- Gen Z specially reported difficulties "feeling engaged or excited about work," "getting a word in during meetings," and "bringing new ideas to the table."
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Researchers examined how positive and negative team gossip influence members’ “social loafing” behavior and ultimately impact team performance. Social loafing refers to the tendency of a team member to be less engaged and devoted in collective work than they are in individual work.
A survey of 272 undergraduate students at a large public university in the U.S. was conducted. Study participants were arranged into 63 teams as part of a semester-long course team project. Data were collected at three points in time over the semester.
Key findings include:
- Team gossip is not inherently beneficial or harmful, but whether it is positive or negative is a crucial factor that shapes its outcomes:
- Positive gossip can increase team members’ favorable evaluations of team competence, thereby reducing their social loafing and ultimately improving team performance.
- Negative gossip can undermine team performance indirectly by increasing social loafing behaviors at work.
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