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HOW DOES THE CABLE INDUSTRY COMPARE TO OTHERS? COMPARING THE CABLE INDUSTRY to the typical organization in the US and Canada based on Mercer’s When Women Thrive research, reveals that exit rates are higher in the cable industry. 19 The 2017 PAR Initiative survey shows that the exit rate at the staff level in the cable industry is 33%. The rate for the typical organization in the US and Canada is less than 20%. At the professional level, the exit rate in the cable industry is 23%. The rate for the typical organization in the US and Canada is roughly ten percentage points lower. At the manager level, the exit rate in the cable industry is roughly comparable to the typical organization in the US and Canada. At the executive and senior manager level, however, the exit rate is higher in the cable industry. While the 2017 PAR Initiative research demonstrates that increasing the representation of women at management levels in the cable industry will require organizations to focus on retaining women at higher rates, retention appears to be a broader issue in the industry. Given the high exit rates in the cable industry, especially at lower career levels, it’s not surprising that hire rates at the staff and professional levels in the cable industry exceed those of the typical organization in the US and Canada. Hire rates at management levels in the cable industry are comparable to the typical organization. Moreover, promotion opportunities in the cable industry are more limited as compared to the typical organization in the US and Canada. The typical company participating in Mercer’s When Women Thrive research has annual promotion rates in the 6%-10% range and these are generally consistent across career levels. As noted earlier in the report, promotion rates in the cable industry are low, with rates less than 2% at the staff and manager levels and less than 4% at the professional level. These low promotion rates may make it more challenging to create a diverse workforce by building talent from within. 19 Mercer. When Women Thrive, Businesses Thrive, 2016, p. 81, available at https://www.mercer.com/ourthinking/when-women-thrive.html 2017 WICT PAR INITIATIVE EXECUTIVE REPORT 47
CONCLUSIONS THE WICT PAR INITIATIVE SURVEY helps organizations in the cable media industry set gender diversity goals, institutionalize policies that promote gender diversity and inclusion, measure progress against goals, and achieve sustainable results. The percentage of women at executive and management levels is expected to remain stable over the next five to ten years if recent workforce dynamics persist, but could increase with improvements to turnover rates among women. Figure 27 shows the five-year industry outlook assuming recent workforce dynamics persist (i.e., under the “baseline” scenario), as well as under the assumption that organizations are able to close gaps in hiring, promotion, and, most notably, turnover rates. If organizations are able to close gaps in these key workforce flows, and, in particular, if organizations are able to retain women at the same rates as their male counterparts, we expect to see increases in the representation of women at executive and management levels over the next five years. However, these increases are expected to be relatively modest, suggesting that more aggressive efforts will be needed to see more substantial improvement. New this year, the examination of the young professional workforce has provided insight into the female representation of this cohort of the workforce. Higher female representation at executive and management levels is observed among the young professional workforce when compared to the overall workforce (40% vs. 35%) (see Figures 27 and 28). More encouraging is the observation that the five-year outlook under the “baseline” scenario for the representation of young professional women at the executive and manager levels is positive (estimated to be 44% in 2021) (see Figure 22). The key factors to further improve the representation of women among young professionals at the executive and manager levels are improvements in hiring and retention. If organizations are able to hire and retain young professional women at the same rates as their young professional male counterparts, we expect the representation of young professional women at the executive and manager levels to approach parity (47%) over the next five years. 48 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 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 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 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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