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FIGURE 7 REPRESENTATION OF WOMEN OF COLOR IN KEY INDUSTRY JOBS 2017 INDUSTRY 2017 OPERATORS 2017 PROGRAMMERS Advertising Sales 16% 12% 21% Call Center/Customer Support 33% 33% -- Call Center/Customer Support Management 18% 18% -- Creative and/or Content Development 13% 11% 13% Digital Media 13% 7% 15% Enterprise/Business-to-Business Sales and Support 18% 16% 42% Technology Management 3% 2% 6% Technology Non-Management 5% 5% 8% Note: A dash (-) indicates data were not available. Percentages have been rounded to the nearest whole percent. Industry results include operators, programmers, and suppliers. 2017 WICT PAR INITIATIVE EXECUTIVE REPORT 11
INTERNAL LABOR MARKET MAPS AND PROJECTIONS Every organization has an internal labor market—either by design or default. People are selected in to the organization and they advance, perform, stay, or leave in response to an organization’s unique mix of workforce management practices. Internal labor market dynamics constantly shape an organization’s workforce. Unlike external labor markets, these dynamics are controllable. An internal labor market (ILM) map is one way an organization can visualize its internal labor market. ILM maps are “system-at-a-glance” descriptive summaries of key aspects of an organization’s workforce dynamics. The maps display where employees currently stand and how they move according to career levels in the organization. Career levels represent major points of career advancement within the organization. Each career level typically has a different level of responsibility, authority, job scope, and pay. The ILM map depicts headcount at each career level, entry into career levels from the outside (via hiring) versus from below (via promotions), and departures from the organization. ILM maps can help an organization understand the proportion of employees at each career level; the extent to which an organization is “buying” talent (via hiring) or “building” talent (via promotion) and if this aligns with the organization’s talent strategy; if there is sufficient velocity or movement in the system to motivate employees; and if there are career “choke points” or bottlenecks. ILM maps can also be used to depict the flow of different demographic groups (e.g., women and men) throughout an organization. The ILM map in Figure 8 depicts the flow of talent in 2016 throughout the organizations that participated in the 2017 PAR Initiative survey and paints a picture of the workforce dynamics in the industry. 6 The ILM map has four career levels—Executives/Sr. Managers, Managers, Professionals, and Staff. 7 The lavender horizontal bars in the center of the map represent 2016 headcount at each career level. 8 The longer the bar is, the more people in a career level. The shape of the ILM map shows that the bulk of employees in the industry are located at the Staff level (~54%), with considerably fewer people at the Professional level (~23%) and Manager level (~22%), and very few at the Executive/Sr. Manager level (~2%). The large arrows between career levels indicate 2016 promotion rates. 9 There is limited upward mobility out of the Staff level (1.8% promotion rate), slightly more movement from the Professional level to the Manager level (3.6% promotion rate), and very limited movement into the Executive/Sr. Manager level (1.1% promotion rate). The yellow arrows on the left hand side of the map indicate the 2016 hire rate at each career level. 10 Hire rates are higher at lower levels, suggesting that the primary ports of entry into the industry are at the Staff and Professional levels. The red arrows on the right hand side of the map indicate the 2016 exit rate at each career level. 11 As we typically see for organizations and industries, exit rates are higher at lower levels of the career hierarchy. The ILM map in Figure 9 depicts the flow of women and men throughout the industry in 2016. The red portion of the horizontal bars represents the number of women in each career level, while the yellow portion represents the number of men. The percentages near or inside the horizontal bars show the representation of women (on the left) and men (on the right). The representation of women declines moving up the career hierarchy, from 46% at the Staff level to 33% at the Executive/Sr. Manager level. The map also depicts promotion rates from one career level to the next for men versus women. The promotion rate for women at the Staff level (1.9%) is comparable to that of men (1.8%). The promotion rates for women at the Professional (4.3%) and Manager levels (1.6%) exceed those of men (3.2% and 0.8%, respectively). Looking 6 The ILM map reflects 22 organizations that provided the information needed to create the map. 7 The Blue Collar career level has been excluded. 8 Headcount is the average of the number of full-time employees reported on December 31, 2015 and December 31, 2016. 9 Promotion rate is the number of promotions from one level to the next, divided by the headcount in the originating level. 10 Hire rate is the number of hires into a level, divided by the headcount at that level. 11 Exit rate is the number of exits at each level, divided by the headcount at that level. 12 2017 WICT PAR INITIATIVE EXECUTIVE REPORT
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Page 4 and 5: ABOUT THIS REPORT Women in Cable Te
Page 6 and 7: EXECUTIVE SUMMARY THE BUSINESS CASE
Page 8 and 9: Currently, 38% of executives and se
Page 10 and 11: FIGURE 5 CHANGE IN REPRESENTATION O
Page 14 and 15: FIGURE 8 2017 INDUSTRY-WIDE ILM MAP
Page 16 and 17: at hire rates, the female hire rate
Page 18 and 19: FIGURE 11 2017 INDUSTRY-WIDE ILM MA
Page 20 and 21: 2017 INDUSTRY SCORECARD REPRESENTAT
Page 22 and 23: PERCENT OF ORGANIZATIONS WITH FLEXI
Page 24 and 25: TRAINING FORMAT FOR DIVERSITY AND I
Page 26 and 27: For each major employee group exami
Page 28 and 29: FIGURE 14 2017 MULTI-SYSTEM OPERATO
Page 30 and 31: FIGURE 15 2017 MULTI-SYSTEM OPERATO
Page 32 and 33: KEY FINDINGS FOR PROGRAMMERS Collec
Page 34 and 35: FIGURE 17 2017 PROGRAMMERS ILM MAP
Page 36 and 37: FIGURE 19 2017 PROGRAMMERS ILM MAP:
Page 38 and 39: Figure 12 illustrates that, among p
Page 40 and 41: FIGURE 21 PAY EQUITY 2017 INDUSTRY
Page 42 and 43: FIGURE 23 KEY RESOURCES FOR WORK/LI
Page 44 and 45: FIGURE 24 WAYS IN WHICH ORGANIZATIO
Page 46 and 47: FIGURE 26 WAYS IN WHICH ORGANIZATIO
Page 48 and 49: HOW DOES THE CABLE INDUSTRY COMPARE
Page 50 and 51: FIGURE 27 INDUSTRY DIVERSITY OUTLOO
Page 52 and 53: WHAT YOU CAN DO LET’S CLOSE WITH
Page 54 and 55: Telecommunications industries, whic
Page 56 and 57: WICT BOARD OF DIRECTORS Executive C
Page 58 and 59: DEFINITION OF TERMS ADVERTISING SAL
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