2025年职场女性（英）2025

About the Study Women in the Workplace is the largest study on the state of women in corporate America.1Over thepast 11 years, more than 1,000 companies and almost 500,000 employees have participated. For thisreport, we collected information from 124 organizations employing approximately 3 million people,surveyed 9,500 employees, and conducted interviews with 62 HR leaders. In 2015, LeanIn.Org andMcKinsey & Company launched this annual study to provide companies with the insights and tools toadvance women in the workplace. Sign up to participate in the 2026 study atwomenintheworkplace.com. Introduction Employee experiences Pipeline and best practices Solutions Conclusion Corporate America risks rolling backprogress for women This year, only half of companies are prioritizing women’s career advancement, part of aseveral-year trend in declining commitment to gender diversity.2And for the first time, there isa notable ambition gap: women are less interested in being promoted than men. When women receive the same career support that men do, this gap in ambition to advancefalls away. Yet women at both ends of the pipeline are still held back by less sponsorship andmanager advocacy. This is a solvable problem, but it requires a greater investment in women’s careers at a timewhen a number of companies may be deprioritizing them. Some have already scaled backprograms beneficial to women like remote work, formal sponsorship, and targeted careerdevelopment, and HR leaders worry about the long-term impact of changes like thesefor women. Corporate America has made real progress in women’s representation over the pastdecade—and companies that prioritize gender diversity see bigger gains. For companies thatlost focus this year, 2026 should be the year of recommitting to women in the workplace. PART 1 Employeeexperiences Women still face an uneven playing field, with lesscareer support and fewer opportunities to advance. Women get less of the sponsorship that opens doors Women are less likely than men to have a sponsor … … And entry-level women miss out on the most impactful kinds of sponsorship % of entry-level women and men with multiple sponsors or a senior-level sponsor7 Multiple sponsors—and sponsors in leadership—have even more impact.When employees have senior-level sponsors, theyare more likely to have been promoted in the last two years than employees with sponsors at lower levels. And when employeeshave multiple sponsors, they are over twice as likely to be promoted than employees without.9 Entry-level women miss out on key opportunities Women at the entry level are less likely to get help from more senior colleagues … % of entry-level women and men who have received the following support from a senior colleague who is not their manager10 Even when they aren’t formal sponsors or managers, senior colleagues can play a pivotal role inhelping early career employees advance.11Yet entry-level women are less likely than men to receivethis kind of critical support. … And are less likely to receive promotions % of entry-level women and men who have received a promotion within the last two years12 Entry-level women are less likely than men to bepromoted within the entry level. In addition, theyface a “broken rung” at the first major promotionfrom entry level to manager—a pattern that hasheld for 11 consecutive years.13 Entry-level women may be limited by lessexposure to AI.Only 21% of entry-level womenare encouraged by their manager to use AI,compared to 33% of men at the same level—and there is a strong link between using AI andfeeling optimistic about its impact.14Perhaps as aresult, only 37% of entry-level women believe AIwill improve their career prospects, compared to60% of employees overall.15 A CLOSER LOOK Asian women face barriers to advancingto leadership At mid-career, Asian women receive notably less support from senior colleaguesthan other women at their level. And the same trend holds for day-to-day managersupport: mid-level Asian women are less likely to have a manager who regularlyfocuses on their career advancement or provides actionable feedback.16 These factors likely have a concrete impact on their career advancement: acrossfive years of pipeline data, Asian women are less likely than women overall tohave received a promotion to the VP level.17 % of mid-level women, by race, who report receiving any of the following from someone in a more senior role who is not their manager Some mid-level Asian women miss out on keycareer supports entirely.Half of mid-careerAsian women say that no one in leadership hasconnected them to helpful contacts, put themforward for promotion, or recommended themfor a stretch assignment—far higher than forother women at this level.19 Bias still impacts Asian women.Research shows Asian women are often held back by biased assumptionsthat they lack the assertiveness needed for senior roles. And when Asian women do act assertively, they canface pu