#NALCEast

#NALCEast

Round I Track D:BURNING ISSUES: Advancement of Women and Engaging Male Allies

FACILITATOR:Carol Watson / Senior Director, Global Advisory Services / Diversity Best Practices

PRESENTERS:

Texanna Reeves / Executive Director, Global Diversity & Inclusion Office / Merck

Stacey Tisdale / On-Air Financial Journalist, President & CEO / Mind Money Media Inc. and Communications Committee / Paradigm for Parity®

,

June 18, 2018

Advancement of Women and

Engaging Male Allies

#NALCEast

Why Gender Parity?

Source: Sodexo Gender Study 2018

Operating margins significantly increased among

more gender-balanced teams than other teams.

Gender-balanced entities had an average employee retention rate

that was 8 percentage points higher than other entities.

Gender-balanced entities had an average client retention rate

that was 9 percentage points higher than other entities.

Gender-balanced management reported an employee engagement

rate that was 14 percentage points higher than other

entities.

Gender-balanced entities saw the number of accidents decrease by 12 percentage points more than other entities.

Sodexo Gender Balance Study

#NALCEast

The State of Women

Source: Bureau of Labor Statistics; DBP Engaging White Males Insight Paper

The # of women in the labor force is projected to increase between 2014

and 2024, with men's share of the labor force expected to decrease during

that period.

#NALCEast

The State of Women: NAFE Top Companies

Female representation among CEOs at the NAFE Top Companies

increased to 14% this year, outpacing the S&P 500 at 5%.

37% of senior managers are women, while almost half of

promotions to manager level and above go to women.

Source: 2018 NAFE Top Companies Survey

Women are advancing but their wages aren’t. They’re being promoted to senior level positions, but not to the highest paying

roles.

21% of Board Directors at the S&P 500 are female compared with

30% in the NAFE Top Companies.

Percentage of women in the highest-paid category dropped

significantly. 41% 36%

Historic Representation of Multicultural Women

Over almost a decade, progress is slow even at the most progressive companies.

4%3% 3% 3% 3%

4% 4% 4% 4% 4%

6%7% 7% 7% 7%

8% 8% 8% 8%9%

12% 12%13% 14% 14% 14% 14% 14% 14% 14%

CorporateExecutive

SeniorManager

Manager

Best Companies for Multicultural Women Data Over the Years Showing Percentages of Multicultural Women

Workforce Breakdown Shows 2018 Best Companies Progress

Total Employees

*First year Best Companies for Multicultural Women data collected by race and ethnicity

11%

7%

3%

0%

0%

1%

8%

6%

3%

0.2%

0.4%

MCW survey

NA

Black women

Latinas

Asian women

Native Hawaiian/

Pacific Islander women

Native American/

Alaska Native women

2+ race women

#NALCEast

Risk of Retention; Especially Women of Color

Source: WMRI Multicultural Women at Work Report; DBP Inclusion Index 2017, 2018 NAFE Top Companies Executive Summary; WMRI Status of Men As Allies to MCW Report

50% of women of color aspire to executive level positions.

83% are content with their job, but 70% are willing to leave and open to

other job opportunities.

For multicultural women and according to NAFE Top Companies, pay inequity, lack of opportunity to advance and lack of flexibility are

the top 3 reasons women leave.

Nearly 3 quarters of multicultural women say having a mentor or sponsor would be helpful to their career, but aren’t always getting that

support.

#NALCEast

The State of the Global Gender Gap

Source: Institute for Women's Policy Research; World Economic Forum

The World Economic Forum estimates at the current rate, it will take 217 years to close the global economic gap.

Globally, the average pay for women in 2017 was $12,000 vs. $21,000 for men. At the current rate, it will take 217

years to close the global gap.

It will take 100 years to close the Global Gender Gap, based on Economic Participation and Opportunity, Educational Attainment, Health and Survival, Political Empowerment.

For every dollar earned by a man in the U.S., a woman earns 76 cents.

The average annual salary for a woman in US ages 25-34 is $37,804 vs. $55,380 for a man. Women won't reach pay

equity until 2052.

#NALCEast 6/25/2018 11

30-5-1 Women on the Move Sponsorship Campaign

•Spend 30 minutes a week having coffee with a talented up and coming woman.•Spend 5 minutes a week congratulating a female colleague on a win or success.•Spend 1 minute a week talking up the woman who had that win to other colleagues around the firm.

Sponsored by Women on the Move initiative, “30-5-1” brings women and men together to devote 36 minutes a week to support their female colleagues' growth and development. These discussions are also a great way to network with colleagues. By encouraging a culture of open dialogue and interaction across all levels and business groups, Women on the Move aims to see an increase in the number of women in senior management positions at the firm.

Sample Sponsorship/Mentorship Program: JPMorgan Chase

#NALCEast 6/25/2018 12

Peer Sponsorship Circles

Groups of 4 Director level Women meet monthly for 2 hours

•Each participant spend 30 minutes sharing their successes and accomplishments. The other members listen and absorb

•Each participant takes at least 1 opportunity over the next month to talk up the other 3 women- to decision makers, colleagues, MD’s.

•Optional: Allocate time to share challenges and brainstorm solutions

•Optional: Allocate 1-2 meetings to bringing in their managers (MD’s, SVPs, EVPs) to meet the peer circle

Sample Scalable Sponsorship Program: Merrill Lynch

#NALCEast

┌

• Emphasize inclusion, not just diversity• Help build relationships across differences• Select influential male leaders to champion D&I efforts• Include males on the D&I committee and encourage an influential male leader to chair it• Educate male employees about the D&I business imperative and ROI• Help them become aware of unconscious biases and hidden inequities• Get them involved; assign tasks and recognize participation• Listen to their perspective: Conduct white male focus groups • Tie compensation and incentives to D&I participation and outcomes• Encourage ERG leaders to invite their managers to senior leader meetings • Serve as an executive sponsor• Create Male Advisory Councils or Male Ally Groups• Add Male allies to Womens ERG groups• Hold gender partnership and gender equity dialogues

Source: Diversity Journal; Diversity Best Practices

Tips for Engaging Male Allies

#NALCEast

┌

• Provide opportunities for Visibility and access to senior executives (e.g. present to leadership, work on business team)

• Enable external opportunities to engage with peer networks, develop their skills (e.g. conferences, such as NALC)

• Recognize efforts (e.g. Nominate ERG/BRG teams and leaders for Above & Beyond Awards)• Imbed D&I efforts into their performance management plans and provide recognition and rewards

for achieving objectives (e.g. donate to a charity in the name of their ERG/BRG)• Align company wide CSR and ERG/BRG efforts in the community• Hold leadership team accountable to not only support events and programs but to bring others

along with them. Show support in numbers• Send personal notes (from executives) to thank them for efforts, recognize efforts. For added touch,

send personal note to their families or significant other to share your appreciation

Tips for Inspiring Teams and Rising Leaders