Accenture Getting To Equal 2020 Research Presentation
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Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
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Accenture Getting To Equal 2020 Research Presentation
- 1. Provocativethinking,transformativeinsights, tangibleoutcomes Where Culture Makers lead, organizations grow twice as fast GETTING TO EQUAL 2020 THEHIDDENVALUE OFCULTUREMAKERS
- 2. To get to equal, we must transform workplace culture, but progress remains slow.
- 3. 67% Men 77% Women How important are the following factors in helping you to thrive in the workplace? % of employees who cite 8+ (out of 11 total) culture elements as “(very) important” 77% of women and 67% of men believe culture is important in helping them to thrive in the workplace. Culture is important for the majority of employees Source: Employee survey, Women N=14,900, Men N=15,213
- 4. Employee expectations around culture are on the rise How important are the following factors in helping you to thrive in the workplace? % of employees (by generation) who cite 8+ (out of 11 total) culture elements as “(very) important” Younger generations tend to be even more concerned with workplace culture than their older counterparts: 75% of Gen Z (vs. 64% Boomers) say culture is important. Source: Employee survey, Baby Boomers N=3,047, Gen X N=9,863, Gen Y N=15,474, Gen Z N=2,043 Baby Boomers 1944-1964 Gen X 1965-1980 Gen Y 1981-1994 Gen Z 1995 or later 64% 70% 75% 75%
- 5. Over the past three years, we have asked employees to share their perceptions of leaders’ efforts to build more inclusive cultures – the results are flat indicating that employees see no improvement. Index showing employee perception of leaders' efforts to build more inclusive cultures Score out of 100, where 100 is complete commitment; 9 questions used in total. Yet, employees report no progress in leaders' efforts to build a more equal workplace 55 58 55 2018 2019 2020 Source: Employee survey, 2018 N=19,522, 2019 N=15,629, 2020 N=30,282
- 6. Leaders say they recognize the importance of culture, but it remains a low priority
- 7. How important do you believe the following factors are to the profitability and long-term viability of your organization? % important % important -> % top 2 box, 5pt importance scale Most leaders say a culture of equality is important 75% Women 65% Men Source: Executive survey, N=1,748 Financial Performance 63% Work diversity Environmental impact/sustainability 64% 68% 68% 72% 75% 77% 77% An inclusive workplace environment/culture Using emerging technologies responsibly Attracting and retaining the right talent Innovation Brand reputation Majority of leaders (68%) believe an inclusive workplace environment/culture is vital to the success of their business.
- 8. Financial Performance 76% 72% 57% 54% 54% 34% 21% 17% Brand / Quality Innovation Expansion Talent Diversity Culture Environment Just 21% of leaders identify culture as a top priority; 76% identify financial performance. Which of the following are the top current priorities for your organization? Respondents could select up to 5 from list of 16 But culture remains a low priority Source: Executive survey, Non-government organizations, N=1,656
- 9. We found big perception gaps between what leaders say they are doing and what employees experience
- 10. Two thirds of leaders (68%) feel they create empowering environments in which employees can be themselves; can raise concerns; and can innovate without fear of failure. Just one third (36%) of employees agree. Leaders believe employees are more empowered than they actually feel Source: Employee survey, Women N=14,900, Men N=15,213 To what extent do you agree or disagree with the following statements? % respondents who agree with 5 or more statements about an empowering workplace environment 36% Employees 68% Executives
- 11. We found big perception gaps between what leaders say they are doing and what employees experience Executive: How would they describe your employees’ sense of inclusion within your organization? Employee: Which of the following statements best describes how you feel in your team/organization? The proportion of employees who do not feel included in their organizations is 10x higher than leaders believe. 26% 37% 18% 51% 36% 10% 20% 2% Not at all included Completely includedSomewhat includedNot very included 44% 88% EMPLOYEES EXECUTIVES x10 Source: Employee survey, 2018 N=19,522, 2019 N=15,629, 2020 N=30,282
- 12. To what extent are employees in your organization given the ability to work from home and/or the freedom to work around personal commitments? % Mostly / Completely How much flexibility does your organization provide over when and where you can work? % A lot of flexibility / Complete flexibility More than three-quarters of leaders (76%) say employees have good control over when, where, how they work. Just 29% of employees agree. Employees disagree with leaders over how much flexibility they have Source: Employee survey, Women N=14,900, Men N=15,213 29% Employees 76% Executives
- 13. Many employees don’t feel safe raising sensitive issues Employees feel much less safe raising a range of sensitive issues than leaders believe. Source: Executive survey, All Leaders N=1,748, Culture Makers N=112, Employees survey N=30,282 Executive: To what extent do you believe employees in your organization feel safe to... Employee: To what extent do you feel safe to... % Quite / Completely safe Raise a concern about the behaviour of a senior colleague Employees Executives Raise a concern about their mental health Be open about a physical disability Tell their manager/supervisor that they are not coping with the pressure at work Be open about the fact that they identify as LGBT+ 81% 65% 81% 61% 84% 67% 81% 66% 77% 64%
- 14. Copyright © 2020 Accenture. All rights reserved. Proprietary and confidential. 14 If leaders close the gap by half, organizations and employees would benefit
- 15. Closing the perception gap benefits employees significantly Narrowing the perception gap by half, would have very positive impacts on employee’s feelings of inclusion, their senior leadership aspirations and retention. INCLUSION Employees would be more likely to feel completely included. The proportion of women who feel like a key member of their team would rise* by 43% from 1-in-4 to over 1-in-3, while the proportion of men who also feel that way would rise by 5%. Employees would be more likely to aspire to senior leadership. The proportion of women who have a strong ambition to reach a leadership position in their organization would increase by 22% from 24% to 29%, while men’s leadership aspirations would remain the same. Employees would be less likely to leave their employer. The proportion of women planning to stay with their current employer over the next 12 months would rise* by 5% from 85% to 89%. The retention rate for men would rise by 1%. ASPIRATIONS RETENTION *% change
- 16. If companies were able to close perception gaps by half, we estimate that global profits would be 33% higher per year. This would have added USD3.7 trillion to global corporate profits in 2019. Impact on global profits if the perception/reality gap of employees is cut by 50% USD trillion (2019) Closing perception gaps could boost global profits Source: Employee survey, 2018 N=19,522, 2019 N=15,629, 2020 N=30,282 3.7 11.3 Potential Profits Current Profits (2019) Annual increase in global profits in our model scenario +33%
- 17. Copyright © 2020 Accenture. All rights reserved. Proprietary and confidential. 17 Culture Makers lead the way by ‘Saying, Doing and Driving’ cultural change
- 18. We identified a subset of senior executives who are ahead of the curve – they “Say, Do and Drive” inclusive culture. Just 6% of leaders (9% of women leaders) are fully committed ‘Culture Makers’. Introducing the culture makers Source: Employee survey, Women N=14,900, Men N=15,213 Leaders segmented by commitment to building more equal workplace cultures % leaders What does it mean to “Say-Do-Drive”? These leaders… • Say: Building a more inclusive culture is an organizational priority • Do: Recognize the importance of culture and identify change as a personal goal • Drive: Reward their people for building a more inclusive culture Culture Makers Say & Do; but don’t Drive Say; but don’t Do Not saying: Do not believe culture is important for viability of their organization All Executives 32% 31% 31% 6% Women Executives 25% 32% 34% 9%
- 19. MORE GENDER- BALANCED YOUNGER LEAD GROWING ORGANIZATIONS Key culture maker demographics Culture Makers comprise a more gender-balanced and younger group leading organizations that are growing more than twice as fast as their peers. 45:55 Women/Men vs 32:68 (Average) 68% Millennials vs 59% 25% $1bn+ Revenues vs 19% Source: Employee survey, 2018 N=19,522, 2019 N=15,629, 2020 N=30,282
- 20. Culture makers recognize the importance of culture for employees Culture Makers are more in tune with the workforce; the importance they assign to culture is very similar to that of employees. Source: Executive survey, All Leaders N=1,748, Culture Makers N=112, Employees survey N=30,282 How important do you believe the following factors are in helping your employees/you to thrive in the workplace? % top 2 box, 5pt importance scale A workplace environment free from discrimination and harassment Culture Makers Employees All Executives Pay equality and transparency Being given the trust and the freedom to be creative Availability of family leave Flexibility over where and when I work 92% 87% 76% 94% 82% 72% 93% 84% 77% 88% 79% 67% 78% 76% 68%
- 21. Culture makers lead faster growing organizations Culture makers lead organizations which are growing more than twice as fast as average. Source: Executive survey, All Leaders N=1,748, Culture Makers N=112 By what percentage have the sales and EBITDA (profits) of your organization shrunk or grown over the past 3 years? Average percentage growth All Executives Culture Makers Sales 3.7% 8.2% x2.2 x3.2 Profits 2.3% 7.3%
- 22. BOLD LEADERSHIP • Leaders must believe that culture matters • Prioritize culture • Benchmark progress • Setting & publishing targets • Reward & recognize people on progress COMPREHENSIVE ACTION EMPOWERING ENVIRONMENT • Go beyond the data • Solicit dialogue with employees • Face-to-face meetings • Focus groups • Capture feedback to quickly drive change • Cultivate Culture Makers • Creative opportunities for future Culture Makers • Bring leaders and culture- minded employees together • Develop specific & actionable solutions Make improving company culture as important as financial growth, talent and productivity. Achieving a Culture of Equality Proven Anchors
- 23. ThankYou