2025年职场女性：印度、尼日利亚和肯尼亚

Table of contentsIntroduction2Methodological summary6Summaryof findings10India’s formal private workforce16Nigeria’s formal private workforce30Kenya’s formal workforce44Increasing gender representation:How employers can take action58Moving forward80Detailed methodology88Glossary and key definitions98Appendix100Women in the Workplace 2025: India, Nigeria, and Kenya IntroductionWomen in the Workplace 2025: India, Nigeria, and Kenya Women constitute half of the global working-age populationyet their representation inthe formal sector, especially in leadership roles, remains low, with some estimates showingthat women hold less than a third of leadership positions in the formal sector globally.Thisunderrepresentation not only undermines their economic power and mobility but alsoimpedes countries’ inclusive growth. Gender diversity in the workforce is not merely an issueof equity; it is a crucial driver of social and economic progress. Societies that fail to fullyharness the capabilities of half their talent pool are missing vital opportunities for growthand development (see sidebar “For future exploration in India, Nigeria, and Kenya: Therelationship between gender diversity and corporate financial performance”).Since 2015, McKinsey has conducted annual original research on women’s participation inthe formal workforce in the United States and Canada through ourWomen in the Workplacereport series, in partnership with LeanIn.Org. This report extends that pioneering research tonew countries—India, Nigeria, and Kenya—for the first time, addressing a major data gap anddeepening our understanding of women’s representation in the formal sector in these criticalmarkets. We are grateful to the Gates Foundation and Co-Impact for the financial supportthey provided so we could carry out this new research, and to LeanIn.Org for their vital inputto the methodology in the foundational series, which helped inform this report.“Working-age population by sex and age (thousands),” ILOSTAT, accessed September 21, 2024.“Gender equity in the workplace: Breaking down gender barriers and biases,” LinkedIn, accessed September 23, 2024.For future exploration in India, Nigeria, andKenya: The relationship between gender diversityand corporate financial performanceIt is important to note that while several studies have identified a correlation betweengender diversity and higher levels of corporate financial performance, these studiestypically use a correlational method of analysis, so they were not designed to establisha causal relationship between the variables. Experimental and quasi-experimentalstudies, particularly in our focus countries of India, Nigeria, and Kenya, will be neededin the future to explore whether there is a causal relationship—and, if so, to whatmagnitude.That said, we also acknowledge that, independent of whether gender diversity canbe proved to be a positive causal driver of higher levels of corporate performance,significant individual, household, and societal benefits arise from women’s greaterparticipation and advancement in the formal workforce. This is why we consider thisresearch so important. Although there is growing attention to gender diversity in theworkplace, a major gap persists in terms of data on women’s participation in variousranks of the formal sector, particularly in emerging markets such as India, Nigeria, andKenya. This original research is a contribution to start filling that gap.Women in the Workplace 2025: India, Nigeria, and Kenya Our analysis in this report is based on data from 324 organizations, who together employabout 1.4 million people across India, Nigeria, and Kenya. While the report primarily focuseson formal employment in the private sector, it also includes a special examination of thepublic sector in Kenya to provide a more comprehensive view of women’s participation in theformal sector. We define the formal sector as incorporated enterprises whose operations aresubject to and compliant with government regulations; we define formal employment as anyform of employment in which there is a contractual arrangement between these incorporatedenterprises and individual employees.Our research delves into two areas:—The talent pipeline.In chapters 1 through 3, we analyze data from 324 organizationsto assess representation, promotion, attrition, and hiring across various stages of theworkforce pipeline of the formal sector. This analysis reveals both common and country-specific patterns and barriers that women are facing in their professional journeys in eachregion.—Organizational policies and practices.Chapter 4 explores data from 185 of theseorganizations, focusing on the association between gender representation outcomesand the presence or absence of specific HR policies and practices. The findings examinethe role that structured policies, such as bias mitigation, flexible work arrangements, andfamily care support, play in shaping women’s participation and advancement in the formalsector