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Figure 12 illustrates that, among programmers, the representation of women at the Executive and Manager levels is projected to remain constant at 46% over the next ten years with no changes to the observed 2016 hiring, promotion, and exit rates (third row of table under “Overall Industry Workforce”). If both promotion and turnover rates of women, where they are not on par with their male counterparts, are brought into alignment, programmer representation of women at the Executive and Manager levels is expected to reach parity over the next ten years (53%). Among programmers, the key factor to increase representation of women at the executive and management levels is improvement in retention (turnover) of women. Figure 12 also shows the estimated changes in programmer representation of the 2016 cohort of young professional women at the Executive and Manager levels over the next ten years (third row under “Young Professional Workforce”). With no changes to workforce dynamics, representation of the 2016 cohort of young professional women at the Executive and Manager levels is expected to decrease from 56% to 53%, yet still remaining above parity. If both hiring rates and turnover rates of young professional women, where they are not on par with their young professional male counterparts, are brought into alignment, representation of young professional women at the Executive and Manager levels is expected to reach 65% over the next ten years. The key factors to increase representation of young professional women at the executive and management levels among programmers are improvements in hiring and retention (turnover) of young professional women. 2017 WICT PAR INITIATIVE EXECUTIVE REPORT 37
PAR FINDINGS The PAR Initiative actively monitors the use of policies and practices in the cable and telecommunications industry that support Pay equity, Advancement opportunities, and Resources for work/life integration. PAY EQUITY In 2017, 73% of participating organizations reported that gender pay equity is a core part of their organization’s compensation philosophy and strategy (see Figure 21). Moreover, 60% conduct pay equity analyses for women at least annually. The percent of MSOs and programmers conducting pay equity analyses for women is 100% and 46%, respectively. For organizations that conduct pay equity analyses, 45% use an approach that relies on a robust statistical approach, such as multiple regression. These figures are 33% and 64% for MSOs and programmers, respectively. Less than half (45%) of participating organizations have a formalized remediation process to address pay equity risks, although MSOs (83%) are more likely to than programmers (31%). Mercer’s When Women Thrive research shows that having a process for analyzing pay equity is a driver of gender equity. For greatest impact, these processes should rely on statistical analysis, clearly identify process owners, and include formal remediation protocols. 18 ADVANCEMENT OPPORTUNITIES Seventy-one percent of organizations routinely check for and act to close gender and race/ ethnicity gaps in promotion rates (see Figure 22). Moreover, 58% of participating organizations report that they have targeted leadership development opportunities that are designed 18 Mercer. When Women Thrive, Businesses Thrive, 2016, p.24, available at https://www.mercer.com/our-thinking/ when-women-thrive.html 38 2017 WICT PAR INITIATIVE EXECUTIVE REPORT
Page 2 and 3: PAR INITIATIVE EXECUTIVE REPORT 201
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 12 and 13: FIGURE 7 REPRESENTATION OF WOMEN OF
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 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
Page 61: 2000 K STREET, NW SUITE 350 WASHING

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