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New Workforce Data on Women Breaking the Glass Ceiling

New research on the gender divide in leadership shows cracks appearing, but there’s still more we can do and data can help us get there.


@Raimonds_Kalva via Twenty20

Unleash Your Workforce Diversity Workforce data can have a role to play in your strategy for improving female equality.

  • In early 2020, a Visier Report, showed that organizations using people analytics for at least two years had improved their female leadership retention by over 70% and the female to male ratio by 11.5%.
  • In this latest study, Visier looked at 19 organizations with movement from external hiring, internal hiring and promotions. When analyzing all manager roles (all levels), they had 44 organizations. These 19 to 44 organizations employed 257,860 to 463,699 employees.
  • Here’s everything you need to know to crack the glass ceiling.

Download Visier’s Insights Report – Cracks in the Glass Ceiling

Women represent half of the world’s population and half its potential. Empowering women spurs economic growth, productivity, innovation, and trust. 

Despite countless research that shows empowering women positively impacts growth, productivity, innovation and trust, a glass ceiling continues to exist that holds women back from moving into leadership positions. However, there are signs that cracks in this barrier are starting to appear.

New data from the Visier Insights database shows the dynamics of gender replacement during hiring and internal movement, and how these activities contribute to moving towards equitable female representation in leadership and management ranks.

While their key finding shows some progress toward gender equality, true progress means we need to see an increase in women replacing males in upper management, not just replacing other women in leadership roles.

This report identifies the powerful role of unleashing your workforce data to improve female equality in management. It lays out a comprehensive data-supported strategy, where to focus on removing bias from all aspects of the employee lifecycle, and encourages all individuals to step up to take personal responsibility for advancement. Change happens when you take responsibility to accomplish the change you want.

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