Compendium Test

Recommendations

Info

WHAT YOU CAN DO LET’S CLOSE WITH A FEW THOUGHTS on what you can do to advance diversity and inclusion in your organization. 20 First, build a business case for diversity and inclusion that’s unique to your organization. There is no generic business case; it will differ for every company. Reach out to key stakeholder groups (e.g., senior leaders, first-line and middle managers, individual contributors, HR business partners) to learn about their business objectives and where diversity and inclusion issues may be impeding the achievement of these objectives. To earn stakeholders’ support, the business case must show how diversity and inclusion efforts will help them at a personal level. Second, understand the current state of diversity in your organization and where it’s headed. For example, what proportion of your workforce are women, people of color, and other diverse groups? Based on your organization’s recent talent dynamics (e.g., recent hiring, promotion, and retention trends), how is the representation of diverse talent expected to change over the next 5 or 10 years? Third, identify the cultural dynamics that pose a risk to your organization’s culture of inclusion. Workforce diversity can only be sustained if it is supported by an inclusive culture (defined by values, norms, behaviors, leadership, and organizational practices). Measuring the experiences of employees in your organization—through interviews, surveys, and focus groups—enables you to measure the inclusiveness of your culture. Lastly, engage senior leaders in the development of data-driven diversity and inclusion strategies that are aligned with your organization’s business goals. Visible leadership is vital to successful execution, so look for those who, due to the breadth of their personal networks and respect with which colleagues view them, can be the most credible and powerful allies. 20 The views and opinions expressed in this section are solely those of Mercer. These views and opinions do not necessarily represent those of WICT or the Kaitz Foundation. 2017 WICT PAR INITIATIVE EXECUTIVE REPORT 51
SURVEY METHODOLOGY THE PRIMARY RESEARCH METHODOLOGY for this study was a survey of cable media companies. The survey consisted of 51 quantitative and qualitative questions. In January 2017, an e-mail invitation that included a hyperlink to the survey was sent to companies in the industry 21 . The survey was open for eight weeks, with periodic reminders sent to non-respondents. These efforts resulted in 24 companies completing the survey. Fifteen of these companies were programmers, six companies were MSOs, and three companies were industry suppliers. Moreover, 19 organizations participated in both the 2015 and 2017 WICT PAR Initiative surveys and five organizations were new to the survey in 2017. Industry programmers, operators, and related businesses directly employ about 417,000 people in the United States. 22 The 24 companies that responded to the survey represent more than 281,000 U.S. employees, or approximately 67.5% of this workforce, suggesting that the survey results are representative of the industry. Like the 2015 PAR Initiative survey, the 2017 survey captured information on diversity at the highest leadership levels within the industry and also captured information that enabled the creation of industry-wide Internal Labor Market (ILM) maps showing the workforce dynamics—i.e., hires, promotions, and exits—of women in the industry. New this year, the survey also captured industry-wide ILM dynamics for the young professional workforce. All of this information was used to generate projections of how representation of women at management levels can be expected to change over the next ten years. Each survey participant received ILM maps and projections reflecting its organization. Furthermore, publicly available data sources were used to generate four national representation benchmarks: all industries in the U.S., the Information sector, and the Broadcasting and 21 Seventy-one companies were invited to participate. 22 Total industry workforce estimates come from Bortz Media & Sports Group, Inc.’s Unleashing Connectivity and Entertainment in America, 2017 (retrieved from https://www.ncta.com/impact). 52 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 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 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

Compendium Test

Create successful ePaper yourself

Delete template?

Save as template?