Diversity + Inclusion in the Global Workplace
Topline Findings

“ Inclusion to me means that everyone getsalong and has the opportunity to be
accepted and to be themselves. We needmore inclusion in today’s society.”- Female, 20, US

2

Table of Contents
1.

Research Objectives + Methodology

2.

Key Findings

3.

New Workplace Norms

4.

D&I: An Emerging Expectation

5.

Inclusion as Empowerment

6.

Facilitating D&I in the Workplace

7.

Mentors and Resource Groups

8.

A Focus on Mental Health9.

Technology as a Facilitator

33

An Inclusive Workplace Makes People Thrive
Diversity and Inclusion (D&I) has undergone a seismic shift; one that is holistic, expansive, and delivers on a fundamental
human need to be accepted, supported and valued.
In brief: to belong.
We learned through this research that the workplace is today’s modern laboratory for D&I, where people now expect theplace where they choose to work to conform to them, not the other way around. They are asking more from theworkplace and aligning themselves with companies that reflect their own personal values. Purpose is also a critical marker
of D&I– employees want to see it at the center of their employers’ business practices.
D&I is not only about ticking demographic boxes or living solely as an HR function. It now requires policies and processes
hardwired into the workplace culture that eliminate bias and foster genuine inclusion – where all groups can belong andthrive. And it will demand that D&I works its way through the entire organization, beginning in the C-Suite and permeating
throughout every level of the workplace culture. Employees want companies to put D&I at the center of the hiring andrecruitment process, as well as to provide the resources and support that enable people of all backgrounds to thrive on
the job and rise through the ranks.
There is a major opportunity for companies that embrace this new paradigm. In this study, employees indicate thatdiverse and inclusive workplaces allow them to feel a greater sense of belonging, stay more engaged with their work, andfeel more loyal to their employers. And there are potential consequences for companies that fall behind, with a majorityof respondents in this study saying that they consider a prospective employer’s D&I policies when deciding where to work.

4Research Objectives
Our Mission
We conducted a comprehensive research study in five markets to understand the perceptions, gaps, wants, andneeds of employees across all generations when it comes to Diversity and Inclusion (D&I) in the workplace—aswell as the critical role technology will play. This thought leadership initiative serves as a follow-up to Lenovo’s
2018 Diversity & Inclusion study, which identified the greater focus on inclusion over diversity among the general
population in the same five markets and examined the differences in how respondents defined inclusion acrossgenerations and geographies.
These findings will further position Lenovo and Intel as authorities and leaders in this space. The study will
also allow the companies to re-evaluate their own practices to stay at the forefront of corporate D&I and ensure
they are meeting the needs of current and future generations entering the workforce.

5

Methodology Overview
Who

How many

United Statesn = 1,054

UnitedKingdomn = 1,007

Germany

n = 1,011

Braziln = 1,012

China

n = 1,012

When

December 19, 2019 –January 7, 2020

What

D&I in the Global
WorkplaceHow

Margin of Error

Online Survey

MOE of+/- 3 percentage points
per country–
95% confidence level

More details on methodology in the appendix.

6Key Findings: The Evolution of D&I in the Workplace
In this research, we have uncovered a few trends integral to the evolution of workplace D&I inrecent years…

1

Today, people expect the workplace to work for them, not the other way around.

2

People are defining “inclusion” in a more holistic, comprehensive and actionable way.

3

Inclusive workplaces allow people to give their best.

4

People increasingly want, and expect, the workplace to conform to their needs, their values, andtheir lifestyles – allowing them to seamlessly integrate their work with the rest of their lives. It’s
about putting people and teams at the center of what a company does, not the other way around.
For people, an inclusive culture has gone far beyond checking demographic boxes when considering
new talent. It is about enabling people of all backgrounds, ethnicities, orientations, and levels tocontribute and to be appreciated.

In an inclusive culture, all people feel they can thrive – resulting in employees that are moreengaged, more productive, and more loyal.
Technology has a critical role to play—as long as no one is left behind.

Technology can be the vital facilitator of workplace D&I, but concerns persist about who could
be left behind.
7Key Findings: In Detail

1

Employees today expect the workplace to work for them, not the other way around.

People increasingly assume the workplace will conform to them, mirroring their values and allowing them to bring theirwhole selves to work

•
•
•
•
•
•

How a company treats its employees has become synonymous with its brand purpose.
The workplace is the #1 sector of society where respondents believe D&I is critically important - alongside schools and universities.
In many markets, employees are prioritizing factors like work-life balance, indicating it is just as important - if not more so - than salary andbenefits; similarly, they value paid time off and how engaging their work is.
Employees now consider a company’s D&I policies and performance when deciding whether to accept a job.
Despite this, the majority of respondents feel their workplace lags behind in diversity.
At the end of the day, employees want their employers to treat them like human beings with complex needs and lives outside of work.

People are redefining inclusion as multi-dimensional, higher order, and actionable.

Employees view inclusion as more than checking demographic boxes or fulfilling outdated quotas.

2

•

•
•

Inclusion is defined broadly and is deeply personal. It is about representation of people of different genders
or ethnicities, but it is also about creating an environment where intellectual diversity flourishes, where disabilities are accommodated, where
employees of all backgrounds can find mentors and allies, and where mental health is taken seriously as a critical aspect of wellbeing.
Inclusion done right eliminates biases and allows teams to feel accepted, supported and valued. Ultimately, this gives them a sense of belonging,a vital human need and a rising value in the last two years.
Mental health is of critical importance with increasing numbers of diagnosed, and undiagnosed cases, as well as higher levels of anxiety than inprevious generations. People want their workplaces to support total wellbeing with mental health and “psychological safety” being a criticalaspect.

8

Key Findings: In Detail, Continued

3

Inclusive workplaces support employees’ personal, long-term career ambitions.

Cultivating inclusion in the workplace empowers employees to thrive and make big contributions.

•••

In genuinely diverse and inclusive cultures, people are more motivated to engage, contribute, take risks, and to give their loyalty to a company.
Workplace inclusion embraces often marginalized groups so that they can participate equally.
Employees today applaud the ways that technology has enabled people of varied backgrounds to thrive at work, by allowing for more flexible
work patterns, enabling cross-cultural communication, and providing assistive technology to aid those with disabilities.

Technology has the potential to get us from where we are now to where we strive to be in workplace inclusion.

4

Technology can be the vital facilitator of workplace D&I, but concerns persist about who could be left behind.
••••Technology already enables the ability to work in more dynamic, flexible ways, especially in emerging markets, with employees in Brazil and China
valuing the ability to collaborate with co-workers across various markets as the #1 benefit of tech in the workplace.
People recognize how technology improves employees’ communication beyond cultural or language barriers, expands digital access to crucial
training programs, and makes careers more accessible to people with disabilities.
Artificial Intelligence (AI) is bound to play an important role in the advancement of D&I and those in emerging markets (Brazil and China) are most
excited about its positive potential.
There continues to be concern about who technology could leave behind by inadvertently eliminating the voices of marginalized orunderrepresented communities.

9Why This Research Matters More Now
D&I becomes even more imperative now with a workforce that, for the first time, spans four generations, eachbringing their unique experiences and needs to the table. This unprecedented dynamic is enabling diverse
populations to collaborate, contribute and thrive in new and more expansive ways. Whereas Millennials sparked
fresh debate around D&I, the youngest generations entering the workforce, Gen Z, is driving a new demand forinclusion that is even more of an active imperative – and they’re influencing people inside and outside theorganizations where they work.
Gen Z - our most diverse generation to-date is quite accustomed to inclusion at home, on school campuses and intheir local communities, courageously calling out and standing up to injustices, including the mistreatment of
typically marginalized groups. These activist citizens value their personal brand, are the leaders of ‘cancel culture’and carry it through in everything they do, including where they choose to work.
Companies have heard the business case for D&I; the rewards are great, but so are the risks. Those who don’t
make the grade will jeopardize the chance of attracting and retaining one of the best and brightest workforces
we’ve seen globally to-date.

10

NEW WORKPLACE NORMS
Employees increasingly expect the workplace to work for themGreat Expectations
Years ago, when people entered the workforce, they expected to have toconform to the norms and customs set by their employers – to respect
the hierarchy, adhere to a set schedule and dress code, and keep theirperspectives and opinions largely to themselves.
But employees’ expectations have changed dramatically inrecent years. People increasingly feel the workplace must conform tothem, not the other way around. They want their employers toaccommodate their lives outside of work, support their overall health +wellbeing, and enable employees to express themselves and be heard on
matters both big and small.
This has changed the game for employers who want to
attract and retain top talent.

companies that have a strong mission and purpose, and to be able toadvance in their careers without compromising their values.
In order to feel supported and equipped to succeed in the workplace,
today’s employees demand more accommodating benefits, such as worklife balance, opportunities for advancement, interesting and engaging
work, and a diverse and inclusive environment where they will
feel safe, respected and valued.
And, for the first time in history, there are four generations in theworkforce—putting more pressure on companies to foster environments
where people from a variety of backgrounds and life stages can all workand thrive together.

It is no longer enough to provide a decent salary. People want to work for12

What’s Important at WorkWhen thinking about what’s most important to employees at their jobs, work-life balance, vacation time / PTO, and interesting /engaging work emerge as some of the most important – even above salary in some markets. Employees also want opportunities toadvance and to feel safe in the workplace.

US

UK

Germany

BrazilChina

1 Work-life balance

Vacation time /paid time off

SalaryWork-life balance

Salary2

SalaryInteresting or engaging work

Work-life balance

Vacation time / paid time off

Benefits

3

Feeling safe in the workplace

SalaryVacation time /paid time off

Opportunities for advancement

Opportunities for advancement

4

Benefits

Work-life balance

Interesting or engaging work

Benefits

Work-life balance

5

Relationship(s) with supervisor,boss

Feeling safe in the workplace

Relationship(s) with coworkers,
colleagues

SalaryInteresting or engaging work

6

Interesting or engaging work

Relationship(s) with coworkers,
colleagues

Feeling safe in the workplace

Feeling safe in the workplace

Feeling safe in the workplace

7

Vacation time / paid time off

Benefits

Benefits

Relationship(s) with coworkers,
colleagues

Vacation time / paid time off

8

Relationship(s) with coworkers,
colleagues

Flexibility with work hours,
remote work

Flexibility with work hours,
remote work

Relationship(s) with supervisor,
boss

Relationship(s) with supervisor,boss

Thinking about your job, how important is each of the following to you? [Ranked using Top-2 Box, “Extremely” + “Very” Important]

13

The Satisfaction Gap
There is a distinct satisfaction gap in the modern workplace – with a significant deficit between
how important employees rank various parts of their job and how satisfied they are with thatpart of their working lives.
Of course, salary and benefits will always be a top concern. But it is notable that in Brazil andChina, opportunities for advancement are also seen as a major gap rivaling or even surpassing
salary and benefits.

US

UK

Germany

BrazilChina% Diff% Diff% Diff% Diff% DiffSalary

-29%

-22%

-21%

-22%

-33%

Benefits

-17%

-20%

-10%

-18%

-28%

Work-life balance

-16%

-16%

-14%

-15%

-19%

Opportunities for advancement

-15%

-15%

-13%

-21%

-28%

Vacation time / paid time off

-12%

-15%

-7%

-13%

-20%

Interesting or engaging work

-11%

-16%

-11%

-12%

-22%

Feeling safe in the workplace

-9%

-10%

-6%

-13%

-13%

Relationship with supervisor, boss

-9%

-12%

-6%

-12%

-16%

Difference between Importance [Top-2 Box, “Extremely” + “Very”] and Satisfaction [Top-2 Box, “Extremely” + “Very”]

14What Employees Need
When it comes to how companies can best support their employees in general, employees want a variety of benefits beyond
salary, with flexible hours rising to the top in the US and Europe, and the opportunity for sabbatical andreskilling/upskilling programs ranking as #1 in China and Brazil.
In Brazil, employees would like their places of work to provide mentorship programs, while policies on diversity
and inclusion made the top 5 in just two markets: the US and Brazil.

US

1

UK

Germany

BrazilChina
Offer employees theopportunity forsabbatical

Flexible hours

Flexible hours

Flexible hours

Reskilling / upskilling
programs

2

Severance for employees affectedby layoffs or other termination

Severance for employees affectedby layoffs or other termination

Severance for employees affectedby layoffs or other termination

Provide mentorship programs

Reskilling / upskilling programs

3

Reskilling / upskilling programs

Reskilling / upskilling programs

Reskilling / upskilling programs

Flexible hours

Severance for employees affectedby layoffs or other termination

4

Company has developed apolicy on diversity andinclusion

Job coaching for employees
affected by layoffs or othertermination

Offer free or discounted
transportation to work

Offer free or discounted
transportation to work

Support / offer employee resourcegroups5

Ability to work remotely

Ability to work remotely

Job coaching for employees
affected by layoffs or othertermination

Company has developed apolicy on diversity andinclusion

Flexible hours

Thinking in general about ways companies can support their employees, how important are each of the following? [Ranked based on Top-2 Box, “Extremely” + “Very” Important]15

D&I: An Emerging Expectation
What it means for employees

Inclusion: An Evolving Definition
In Lenovo’s 2018 study on Diversity & Inclusion, our researchdemonstrated the evolution from a focus on diversity to agreater emphasis on inclusion. Checking demographic boxes
is no longer enough.
In this follow-up research study, we spoke to employees infive global markets to understand how they are defining
inclusion in their own lives today – and especially in theirworkplaces.

We found that these global employees are talking about D&I
in new, dynamic, and deeply personal ways.
Inclusion in the workplace is defined broadly – yes, it is about
representation of people of different genders, ethnicities, ororientations; but it is also about creating an environment
where intellectual diversity flourishes, where those withdisabilities can fully participate and thrive, where employeesof all backgrounds can find mentors and allies, and where
mental health is taken seriously as a core part of overall
wellbeing.

17

D&I: Evolving Expectations
A company’s diversity and inclusion policies and performance has
become a significant factor in employees’ decisions about where to
apply for a job and where to accept a job offer.
In fact, more than half of employees across all markets say that acompany’s diversity and inclusion policies are “extremely” or “very”
important when deciding where to apply and whether to accept anoffer. This is even higher in the US, China, and Brazil. Employees
today want to know that people like them can thrive and succeed in
the workplace.

75%

59%

52%

“Sinto muita realização de ver pessoas portadoras de deficiência
ir trabalhar em seu carro adaptado, transitar com sua cadeira derodas com facilidade e ser produtiva.”“I feel very fulfilled to see people with disabilities go to work intheir adapted car, move around with their wheelchair easily andbe productive.”– Male, 59, Brazil

88%

89%

Thinking ahead – if you were looking for a new job, how important would a possible employer’s diversity and inclusion policies be when deciding where to apply for a job and where to accept a job offer? [Top-2 Box, “Extremely” + “Very”
Important]18

D&I: A Rising Expectation
The workplace, schools and universities, and the government consistently emerge as the top
sectors of society where people feel D&I are most important. These are the sectors that people
not only rely on for their livelihoods, but also for investing in and growing their future.
Integrating work into the rest of their lives, employees want to be able to succeed without
muting their identities or compromising their values. The professional is personal.

US

UK

Germany

BrazilChina

The workplace

79%

76%

61%

92%

85%

Schools, universities

78%

75%

64%

93%

84%

The government, public
sector

76%

74%

58%

91%

86%

Media, news, entertainment

74%

71%

58%

89%

83%

Within your community

73%

68%

56%

91%

76%

Within your friends

72%

67%

55%

90%

80%

With your family

68%

64%

52%

89%

85%

Within your religious
community

65%

53%

45%

88%

60%

In your opinion, how important do you think diversity and inclusion are in each of the following sectors of society? [Top-2 Box, “Extremely” +“Very” Important]

19

The Slow March of Progress in the Workplace
Inclusion in the workplace has been a journey, and most employees acknowledge that some progress has been made – anddespite expectations, there is still a long way to go.
• In China and Brazil, a rapid change of pace has been observed in recent years – although there is still widespread desire formore D&I.
• Employees in Germany don’t feel they’re seeing change as quickly as others, with 42% saying progress is staying about
the same.

Getting better:

57%

55%

45%

71%

78%

Staying about the same:

34%

34%

42%

20%

19%

Getting worse:

9%

11%

14%

8%

3%

In your opinion, are things generally getting better or getting worse in terms of diversity and inclusion, as compared to 5 – 10 years ago, in the workplace? [Top-2 Box, “Getting much” + “Getting somewhat” Better; Bottom-2 Box, “Getting much” + “Getting
somewhat” Worse]

20

Where Employees Think Their Companies Stand
Amid a challenging landscape, employees generally feel their workplaces are at least “better than average” when it comes to D&I
compared to other companies. But far fewer think their employers are “leaders” in this space – in China and Germany, less than
one-in-five employees believe their companies are “leaders”.
4% middle of the pack5%

better than average

25%

leader

34%

32%

5%

My employer is a leader

6%

38%

29%

23%

My employer is somewhat
better than average
My employer is middleof the pack

8%

33%

38%

7%

15%

My employer is fallingbehind5%6%My employer is somewhat
worse than average

28%

30%

32%

3%
6%
Thinking about your workplace, which of the following applies?

31%

44%

16%
21

A Demand for Change
Many employees indicate they feel that theiremployers should be doing more toproactively advance D&I.
This is especially true in Brazil and China,
where about two-thirds of people wish theiremployers would do more to promote D&I.
In the US, almost half of employees want to
see their workplaces doing more, while 4-in-10
UK employees feel the same. German
employees are more satisfied with the status
quo.

30%
45%

41%
55%

46%

67%

65%

26%

29%

7%

6%

51%

15%
9%

8%

Do moreDo about the same

Do less

Thinking about diversity and inclusion where you work, do you think your employer should be doing more or less to promote diversity and inclusion?
[Top-2 Box, “5 – Should do more” + “4”; Bottom-2 Box, “ 1 – Should do less” + “2” on scale 1 – 5]

22

Employees Want Fairer Hiring Processes, Intellectual Diversity
For those who feel that their company should do more to promote diversity and inclusion, many are focused on the hiring process, having
the workplace be more inclusive of various points of view, and having more diversity in senior roles.
What ways do you think your employer could improve diversity and inclusion in the workplace?
“Specifically, we need to attract faculty and mid to senior level managers as well as new board
members to represent diverse audiences. Our student body is already well represented bymultiple groups, but they need to see people like them in positions of authority.” – Male, 51,
US“Uma das formas é convidar pessoas que já trabalham com diversidade e inclusão. O
importante aqui é criar um ambiente de empatia e acolhimento para o recebimento de novas
e diferentes informações que a empresa e seus colaboradores não estão acostumados a ter
acesso.”“One way is to include people who already work with diversity and inclusion. The important
thing here is to create an empathetic and welcoming environment to receive new and different
information that the company and its employees are not used to having access to.”– Male, 54, Brazil“Hire people of other ethnic backgrounds and integrate more women into leadership
positions.” – Female, 38, US“Dies bei der Besetzung neuer Stellen mehr berücksichtigen und aktiv bewerben.
Ausbildungsplätze speziell für Menschen mit Migrationshintergründen anbieten.““Take this into account when filling new positions and apply actively. Offer training places
especially for people with migration backgrounds.”– Male, 36, Germany“Support more events nationwide, not just those that promote the company but those behindthe scenes that empower and support employees.”– Female, 24, UK“Give people more chances to show what they are capable off regardless of experience. Invite
more disadvantaged people to train.” – Female, 30, UK

23

INCLUSION AS EMPOWERMENT

Inclusion supports employees’ personal, long-term career ambitions

Inclusion as Empowerment
Ultimately, inclusion in the workplace is about creating anenvironment where employees of all backgrounds feel
comfortable and supported so that they can succeed andcontribute. Inclusion enables people, especially thosehistorically marginalized groups, to fully participate and thriveon the job.
And the benefits of a diverse and inclusive
workplace extend to employers. Whenemployees feel a sense of belonging, engagement, andsatisfaction where they work, they will be more likely to stayat their company longer and perform their jobs better.
Inclusion is about empowerment – enabling employees toachieve their fullest potential, take risks and make boldmoves, and thrive at work no matter what identity andhistory they bring into the office each day.

25

Breaking Down the Buzzwords: Defining D&I“Diversity” and “inclusion” are often paired as a singular idea, but employees see distinctions between the concepts. They typically think of diversity
as people who look different than them, think differently than them, and seeing themselves reflected in those around them, while inclusion is more
focused on accepting and including all walks of life in any situation.

“To me the word inclusion means no one in modern media or just in everyday life being shamed forunapologetically expressing who they are. Some words that come into my mind when I think of it
include feminism and acceptance. Some thoughts that I have when I think about it include howmuch more inclusive modern generations are amongst our friends and our peers. Some images thatcome into my mind include entertainers such as Lizzo that are really promoting an inclusive culture
amongst young people.” – Female, US, 30“[Inclusion] means thateverybody has a say, andnobody is excluded from a rolein society. “- Male, UK, 53“Diversidade celebra a diferença das pessoas em qualquer âmbito depensamento e atitude que cada um tem na vida, respeitar a
individualidade e opinião dos outros.”“Diversity celebrates the difference of people in any sphere of thought
and attitude that each has in life, respecting the individuality andopinion of others.” – Male, Brazil, 32“多元化对我来说意味着多重文化元素互相融合，互相包容，人种多元化。整个社会的价值观不是单一的，而是多层次的.”“Diversity means to me that multiple cultural elements are fused with each other,tolerant of each other, and ethnic diversity. The values ​of the entire society are notsingle, but multi-level.”– Female, China, 36“[Inklusion ist] wenn sich Ausländer in eine andere Gesellschaft integrieren. Dies kann jedoch nur passieren,wenn die Gesellschaft dies zulässt.““[Inclusion is] when foreigners integrate into another society. However, this can only happen if society allows
it.” – Male, Germany, 28“Vielfalt bedeutet, Einzigartigkeit füretwas zu haben. Zum Beispiel könnte
es kulturelle Vielfalt innerhalb derGemeinde geben, oder es gibt
religiöse Vielfalt im Land.““Diversity means having somethingunique. For example, there could be
cultural diversity within thecommunity, or there is religious
diversity in the country.”– Male, Germany, 27

26

Positive Impact of a Diverse andInclusive Workplace
Employees globally feel that diversity and inclusion at work has apositive impact on them personally, providing various benefits
for both the employee and the employer.

74%

64%
“It feels great to work for a company
that supports and promotes inclusivity.
Having an environment where
inclusivity is part of daily life helps
break down barriers away from work.”– Male, 33, UK

53%“Me sinto orgulhosa por fazer partedesse time, trabalho em um lugar
que respeita as diferenças.”87%“I feel proud to be part of this team, I
work in a place that respects
differences.”– Female, 28, Brazil

88%“Very” or “Somewhat” positive impact on me personally at work

Diversity and inclusion at work is something that has a… [Top-2 Box, “Very” + “Somewhat” Positive] impact onme personally at work.

27

The Top Benefits of a Diverse and Inclusive Workplace
Globally, employees feel a greater sense of belonging in diverse and inclusive workplaces. This leads to a greater sense ofengagement, more loyalty to their employers, and a feeling of psychological safety at work. A greater sense of belonging will also
lead employees to realize their full potential.

EMPLOYEES WILL…
US

UK

Germany

BrazilChina

Feel a greater sense ofFeel a greater sense of
belonging

Feel a greater sense of
belonging

Be more engaged andsatisfiedFeel a greater sense of
belonging2

Be more engaged andsatisfied

Be more likely to stay longer
at the company

Be more engaged andsatisfiedFeel a greater sense of
belonging

Realize their full potential

3

Be more likely to stay longer
at the company

Be more engaged andsatisfiedFeel safer

Feel safer

Be more engaged andsatisfied4

Feel safer

Realize their full potential

Be more likely to stay longer
at the company

Be more likely to stay longer
at the company

Feel safer

5

Realize their full potential

Feel safer

Realize their full potential

Be more creative

Be more likely to stay longer
at the company

1 belonging

Which of the following are the greatest benefits of a diverse and inclusive workplace?

28Equal Treatment
An important element of inclusion istreating people equally andallowing employees withdifferent backgrounds toreceive the same
opportunities.
Across all markets, employees wantcompanies to ensure equal pay for
employees who are equally qualified,equally experienced, and performing
the same role.
In Brazil, providing diversity training
for employees is of criticalimportance.
In China, the UK, and Brazil, having acompetitive merit-based selection
processes for recruitment andpromotion rises to #2.

Ensures equal pay for
employees of similar roles whoare equally qualified andexperienced
Provides consistentaccommodations toemployees from all religions,regarding extra time off during
religious holidays & prayer in theworkplace
Competitive merit-based
selection processes forrecruitment and promotion
Provides diversity training for
managers and/or all employees,
which may include unconscious
bias training
Provides specific benefits forgroups with different needs
Offers all employees
opportunity to purchasestock in company

US

UK

Germany

Brazil

China

83%

79%

72%

93%

89%

78%

63%

53%

88%

71%

77%

70%

58%

87%

88%

77%

68%

54%

93%

71%

71%

62%

54%

82%

81%

68%

55%

39%

81%

73%

When thinking about equal treatment in the workplace, how important is it that your employer does each of the following? [Top-2 Box, “Extremely” + “Very” Important]

29

FACILITATING D&I IN THE WORKPLACE
A Closer Look at the Hiring Process + Career Development

From Interview to Retirement
People are looking to their employers to take concrete action tocreate inclusive environments from recruiting and hiring candidates
to helping people advance their careers.
They want companies to seek out more diverse applicants and toevaluate candidates with standard criteria related to job performance
rather than personal characteristics. They want promotions to be
based on fair evaluations of merit rather than favoritism. And theywant to see more diversity at all levels of their organizations –especially among senior leadership, where it is currently lacking.

31

The Recruiting Process
Employees feel it is highly important that companies advertise open positions in a variety of locations to ensure that as wide anddiverse of an applicant pool as possible sees them.
They also feel companies should specifically target job advertisement platforms that include diverse job applicants.
90% 91%
79%

87% 86%

75%
70%
63%

64%

61%

The job post is advertised in a variety oflocations to as wide an audience aspossible
When advertising the position, thecompany deliberately seeks out platforms
that include diverse job applicants

How important is it for a company to consider each of the following when advertising for an open position? [Top-2 Box, “Extremely” + “Very” Important]32

Deciding Whom to Interview
When a company is deciding who to interview for a position, employees across all markets feel that companies should use the same
standardized criteria for all applicants.
In Brazil, employees also feel it is particularly important that the hiring manager seeks out diverse applicants as well.

US

UK

Germany

BrazilChina

The same standardized criteria are used for all
applicants

83%

79%

68%

90%

84%

Before the hiring manager sees a job application,
applicant’s information that is not relevant to
the job is removed

75%

66%

53%

83%

81%

The hiring manager seeks out diverse applicants

75%

57%

53%

89%

82%

Company has a requirement for a diverse slate ofcandidates, inclusive of gender, ethnicity/race, age,sexual identity or orientation, abilities, etc.

73%

64%

52%

81%

80%

How important is it for a company to consider each of the following when deciding whom to interview? [Top-2 Box, “Extremely” + “Very” Important]33

Conducting an Interview
During the interview stage, employees want companies to use standardized
questions for every applicant. Employees also want companies to inform
applicants that the company seeks, values, and promotes diverse
applicants.
In Brazil and China, employees also especially want interviews to make reasonableaccommodations for diverse applicants.

US

UK

Germany

BrazilChina

The same standardized questions are used for every applicant

84%

77%

68%

89%

87%

Applicants are informed that the company seeks, values, andpromotes diverse applicants

79%

70%

61%

89%

82%

A diverse panel of interviewers with a variety of different
backgrounds is used

77%

65%

60%

85%

78%

Interviewer makes reasonable accommodation for diverse
applicants, including willingness to meet when and whereconvenient for the applicant

73%

62%

57%

83%

82%

How important is it for a company to consider each of the following when conducting interviews for an open position? [Top-2Box, “Extremely” + “Very” Important]34

Fairness, Not Favoritism
When it comes time to hire an applicant, most respondents feel that it is “extremely” or“very” important that employers offer jobs to candidates that best fit therole, rather than based on personal connections or preferences.
Employees in the UK, Germany, and Brazil also want companies to have the sameonboarding process for all employees and evaluate candidates on thesame criteria.

US

UK

Germany

BrazilChina

Jobs are offered to candidates that best fill the role,
not based on personal connections or preferences

87%

81%

73%

90%

87%

New employees all go through the same onboarding
process

87%

82%

74%

93%

84%

All candidates are evaluated after interviews using
the same criteria

86%

81%

74%

94%

84%

All candidates for a position at the same level
receive the same offer, decided in advance

84%

77%

71%

92%

83%

How important is it for a company to consider each of the following when evaluating candidates and ultimately offering a position? [Top-2Box, “Extremely” + “Very”
Important]35

D&I and Long-term Career Development / Advancement: US + UK + Germany
However, hiring is not the only time in which companies should focus on diversity and inclusion. Companies also need to consider
their diversity and inclusion policies when thinking about the long-term career development / advancement of employees.
Across the US, UK, and Germany, employees feel it is most important companies ensure that all employees are evaluatedequally when considered for a promotion and that all companies ensure that no employee is dismissed / notpromoted for any personal characteristic.

US

UK

Germany

All employees are evaluated equally when considered for promotion

88%

81%

74%

Ensure that no employee is dismissed or not promoted because of personal characteristics(e.g., gender, age, sexual orientation, ethnicity, etc.)

87%

81%

74%

All employees are given opportunities for ongoing training, advancement, and promotion

86%

80%

73%

Ensure that no employee is paid more or less than another employee with similar
qualifications, experience
Company provides all employees opportunity annually to participate in feedback about company
culture

85%

80%

72%

84%

75%

64%

Company establishes benchmarks for workforce

81%
80%

73%
72%

65%
60%

Company holds leadership accountable to workforce diversity numbers (hiring, current
representation, promotions, and attrition)

77%

68%

56%

Company commits to diverse succession planning for leadership positions

76%
74%

69%
64%

60%
55%

Company audits HR processes to identify and address implicit bias

Offers programs to advance underrepresented groups in key positions
How important is it for a company to try to achieve each of the following for long-term career development / advancement of employees? [Top-2Box, “Extremely” + “Very” Important]36

D&I and Long-term Career Development / Advancement: Brazil + China
In Brazil, employees want companies to ensure that all employees are given opportunities for ongoingtraining, advancement, and promotion and to ensure that no employee is paid any more or lessthan other similarly experienced employees.
In China, employees feel it is most important that companies ensure all employees are given opportunities forongoing training, advancement, and promotion, and that companies establish benchmarks forthe workforce.
BrazilChina

All employees are evaluated equally when considered for promotion

93%

88%

Ensure that no employee is dismissed or not promoted because of personal characteristics(e.g., gender, age, sexual orientation, ethnicity, disability, etc.)

93%

89%

All employees are given opportunities for ongoing training, advancement, and promotion

94%

91%

Ensure that no employee is paid more or less than another employee with similar
qualifications, experience
Company provides all employees opportunity annually to participate in feedback about company
culture

94%

83%

92%

86%

Company establishes benchmarks for workforce

89%
88%

85%
89%

Company holds leadership accountable to workforce diversity numbers (hiring, current
representation, promotions, and attrition)

89%

85%

Company commits to diverse succession planning for leadership positions

92%
88%

85%
84%

Company audits HR processes to identify and address implicit bias

Offers programs to advance underrepresented groups in key positions
How important is it for a company to consider each of the following when deciding whom to interview? [Top-2Box, “Extremely” + “Very” Important]

37

The Importance of Diverse Leadership
It’s not enough to be diverse and inclusive in the lower rungs of an organization.
Employees in this study indicate that they want their leaders to be diverse as well.
Across all markets, employees say it is “extremely” or “very” important that they see
more women in leadership at their workplace, followed by people withdisabilities, ethnic / racial minorities, and parents.

US

UK

Germany

Brazil

China

1

Women

Women

Women

Women

Women

2

Ethnic / racial
minorities

People withdisabilities

People withdisabilities

People withdisabilities

Parents3

People withdisabilities

Ethnic / racial
minorities

Parents

Ethnic / racial
minorities

Ethnic / racial
minorities

4

Parents

Parents

Ethnic / racial
minorities

Parents

People withdisabilities

5

LGBT

LGBT

LGBT

6 Religious minorities Religious minorities Religious minorities

Religious minorities Religious minorities
LGBT

LGBT

Thinking about leaders at your workplace, how important is it for you to see leaders representing each of the following areas? [Ranking based on
Top-2 Box, “Extremely” + “Very” Important]38

D&I Through the Ranks
However, while employees feel it is important to see diverse and inclusive
leadership, this ideal has not been achieved.
Across all markets, employees see less and less diversity and inclusion as theywork their way up the hierarchical ladder of a company.

US

UK

Germany

BrazilChina

1

Entry-level
employees

Entry-level
employees

Entry-level
employees

Entry-level
employees

Mid-level
employees

2Mid-level employees

Mid-level employees

Mid-level employees

Mid-level employees

Senior leadership / CSuite

3

Senior level
management

Senior level
management

Senior level
management

Senior level
management

Entry-level employees

4

Senior leadership / CSuite

Senior leadership / CSuite

Senior leadership / CSuite

Board of Directors

Senior level
management

5

Board of Directors

Board of Directors

Board of Directors

Senior leadership / CSuite

Board of Directors

Thinking about your workplace, how diverse and inclusive would you say your company is at each of the following levels? [Ranking based on Top2 Box, “Extremely” + “Very” Diverse and Inclusive]

39

MENTORS AND RESOURCE GROUPS
The importance of empowering and uplifting employees of all
backgrounds

Mentorship and Resource Groups in
the Workplace
Employees want to see more diversity among the leaders of theirorganizations – and one way to achieve this is by helping those whoare just starting find mentors who can help counsel and sponsor
them as they advance.
And employees agree that it is important to have access to mentors
or allies, especially those of similar backgrounds as them. However,fewer feel it is easy to find such an advocate.
This gap creates an opportunity for companies to invest in
mentoring programs and employee resource groups to help theirrising stars develop the kinds of productive professional
relationships that will help them navigate their path up the ladder.

4141

The Mentorship Gap
Employees believe it is important that they be able to find mentors of similar backgrounds or identities as them, but far fewer currently
have a mentor or believe it is easy to do so, especially in Brazil and China.
84%

83%
73%

65%
59%
49%
44%

48%
44%

45%

41%
33%

37%
30%

44%

Important that employees can find mentors,
allies, or advocates of similar backgrounds oridentities
Easy to find a mentor, ally, or advocate at yourworkplace of similar backgrounds
Currently have a mentor, ally, or person who
will advocate for them at their workplace

How important do you think it is that employees at your workplace are able to find mentors, allies, or advocates who are of similar backgrounds or identities as they are? [Top-2 Box, “Extremely” + “Very” Important]Thinking about your employer, how easy is it to find a mentor, ally, or advocate at your workplace who is of a similar background or identity as you? [Top-2 Box, “Extremely” + “Very” Easy]
Do you personally have a mentor, ally, or a person who will advocate for you at your workplace? [“Yes”]

42Support Groups and Programs
One way to provide mentorship is by having groups or programs for specific types of people, such as a group for LGBTQ+ individuals,
women, individuals with disabilities, parents, etc.
Percent of people who are aware of groups or programs created to provide resources at their workplace

49%

51%

47%

63%

65%

The top three type of groups per market are:
US

UK

Germany

BrazilChina

1People with disabilities

People with disabilities

People with disabilities

Women

Women

2

Women

Ethnic or racial minorities

Women

People with disabilities

Ethnic or racial minorities

3

Ethnic or racial minorities

Women

Parents

Ethnic or racial minorities

Parents

Does your workplace have any groups or programs created with the goal of providing support or resources for any of the following groups of people?

43

Finding Adequate Support
For those employees who do belong to a group or program at work that was created with the goal of providing support or resources forvarious groups of people, employees do feel that they can go to them for support.

“Almost always” or “sometimes” feel like I can go to[resource group or program] for support

Top 2 Box

95%

91%

86%
Almost always

Thinking about the support or resource groups or programs at your company, which of the following applies?

93%

93%

Sometimes
44

A FOCUS ON MENTAL HEALTH

Providing programs for employees of all backgrounds

Cultivating the Health and Well-Beingof Your Employees
Employees also want to see their employers taking proactive steps to consider all aspectsof their employees’ wellbeing. A majority of employees in all markets indicate that it isimportant that companies offer mental health support (e.g., time off for therapy, offering
stress reduction programs, etc.) for their employees as means of supporting the healthand well-being of their employees

61%

68%

70%

89%

77%

“Extremely” or “very” important that companies offer “mental health support” to support the health and well-being of their employees

46

Mental Health Resources
However, across all markets, less than half of
employees say their workplace has resources for
those dealing with mental health issues. Many
employees are also unaware of if their company
has mental health resources or not.

Company does
have resources

Do not know if
company has
resources

Company does nothave resources

49%

47%

45%

44%

44%
38%

34%

A recent WHO-led study estimates that depression andanxiety disorders cost the global economy US$ 1 trillion
each year in lost productivity. Workplaces that promotemental health and support people with mental disorders are
more likely to reduce absenteeism, increase productivity
and benefit from associated economic gains.

22%

36%

32%
24%

26%

26%
18%
15%

– World Health Organization, May 2019

Are there resources offered for those dealing with mental health issues at your workplace?

47

Mental Health Resources
For companies do have mental health resources, the top resources employees indicate their companies have aremental health hotlines, paid time off or subsidies for counseling, and on-site counseling.

US

1 Access to hotlines for2
3UK

Germany

BrazilChinamental health issues

On-site counseling /therapy

On-site counseling /therapy

On-site counseling /therapy

On-site counseling /therapy

Paid time off for counseling /therapy

Access to hotlines for mental
health issues

Subsidies for counseling /therapy

Paid time off for counseling /therapy

Paid time off for counseling /therapy

On-site counseling / therapy

Paid time off for counseling /therapy

Paid time off for counseling /therapy

Access to hotlines for mental
health issues

Access to hotlines for mental
health issues

What resources are offered for those dealing with mental health issues are your workplace?

48

Tech and Mental Health
Employees are divided on the effect that technology is having on mental health. On
average, more employees feel that tech is having a positive, rather than negative,
impact on mental health; however, about half of employees say that technology’s
impact on mental health is neutral.
Only in Germany do employees feel that technology is having more of a negative
effect on mental health than positive.
65%

50%

54%

53%
43%

42%
Positive

36%

34%

Neutral

27%
16%

20%

16%

19%

Negative21%

5%

Thinking about the role of technology on mental health, do you feel technology has had a positive or negative impact on people’s mental health, overall? [Top-2
Box, “Very” + “Somewhat” Positive and Bottom-2 Box, “Very” + “Somewhat” Negative]

49

TECHNOLOGY AS A FACILITATOR

Getting us from where we are now, to where we strive to be

Tech Could Pave the Way
Technology will play an integral role in achieving D&I in theworkplace. It has the power to bridge accessibility gaps, connect
people otherwise divided, and expand the impact of continual
training programs. It already facilitates the ability to work in more
dynamic, flexible ways, with employees in Brazil and China
valuing the ability to collaborate with coworkers acrossvarious markets as the #1 benefit of tech in theworkplace.
If a more diverse and inclusive workplace is the goal,
technology has the potential to get us there—it
facilitates human connection, understanding, and, ultimately,
empathy. From creating dynamic and flexible work environments
to improving global employee connectivity, technology is alreadymoving us in the right direction.

This potential of technology does not come without
apprehension—many people worry about whether technology,
including AI, could potentially silence or leave behind thosehistorically marginalized or underrepresented. Althoughemployees express some concerns over the harmful potential ofAI, those in the emerging markets are more optimistic, withmore than 8-in-10 employees in Brazil and China
agreeing that AI can be used to make the workplace
more diverse and inclusive.
One potential solution to ensure technology is a force for good,according to employees, is to have future innovations
spearheaded and developed by diverse and inclusive
developer teams, who will challenge assumptions andprovide fresh perspectives.

51

Technology = Flexibility
An overwhelming majority of employees feel thattechnological advances have allowed people towork in more dynamic and flexible ways.
95%

95%

92%

98%

83%

When it comes to how tech makes work more
dynamic and flexible, employees in the US and UK
value how technology has made it easier to dovarious assignments and fulfill various
responsibilities, while in Brazil and China, employees
value the ability to collaborate. In Germany,
employees value flexibility.
Making it easier to complete work assignments or
responsibilities
Making it easier to complete work assignments or
responsibilities
Working more flexible hours
Being able to collaborate with coworkers in different
office locations
Being able to collaborate with coworkers in different
office locations“Strongly” or “somewhat” Agree [Top-2 Box] with “Advances in technology have allowed people towork in more dynamic and flexible ways”

In which of the following ways has technology empowered you to work in more dynamic and flexible
ways? [Top response in each market]

52Tech as Facilitator
Employees across all markets feel that technology is playing a big role in advancing workplace D&I – this isespecially true in emerging markets like Brazil and China, where more than 8-in-10 employees believe tech isplaying “extremely” or “very” large role in cultivating diverse and inclusive environments in the workplace.
34%

52%

32%
51%
28%

32%
33%

25%
14%

12%

Extremely large role
How big of a role do advances in technology play in cultivating diverse and inclusive environments in the workplace?

Very large role53

AI: Opportunities and Challenges for D&I
Some employees worry that Artificial Intelligence
could be harmful to people from marginalized orunderrepresented communities• This worry is consistent across markets: US (57%), UK (45%), Germany(41%), Brazil (54%), China (64%)

However, employees also feel that Artificial
Intelligence can be used to make workplaces morediverse and inclusive.

“AI is basically the start of when we stop
thinking, learning and doing for ourselves. We
become overdependent on AI which will haveto be programmed or enhanced with learning
ability. There have been several books andmovies why that can be a possible bad idea.”- Female, 31, US• This is especially true in Brazil (82%) and China (92%), with more than
8-in-10 employees in agreement• About half of respondents in the US (54%), UK (51%), and Germany(51%) feel the same

“因为人工智能可以理性的分析问题，而人比较感性，避免了感情用事.”“Because artificial intelligence can analyze
problems rationally, and people are more
emotional, avoiding emotional use.” Female, 27, China

Please indicate how much you agree or disagree with the following statement: Artificial Intelligence (AI) could be harmful to people frommarginalized or underrepresented communities. [Top-2 Box, “Strongly” + “Somewhat” Agree]
Please indicate how much you agree or disagree with the following statement: Artificial Intelligence (AI) can be used to make organizations morediverse and inclusive. [Top-2 Box, “Strongly” + “Somewhat” Agree]54

Diverse and Inclusive Teams Create Better Tech
Employees across all markets, particularly in the US, Brazil, and China, agree thattechnology products and services are generally better when developed by teams
consisting of different types of people (e.g., gender, age, sexual orientation,
ethnicity, disability, etc.).
84%
78%
71%
61%
35%

52%

57%

28%

42%
36%
50%
35%

32%
20%

Much better

21%

Somewhat better

In your opinion, are technology products and services better or worse when they are developed by teams consisting of different types of people (e.g.,gender, age, sexual orientation, ethnicity, etc.)?

55

The Benefits of Diverse Teams in theDevelopment Process
Tech developed by diverse and inclusive
teams of people…
Will be more appropriate for broader groups ofdifferent people

48%

52%
45%

60%
51%

Will be more inclusive

36%

50%
45%

63%
51%

Which of the following do you believe are the greatest benefits of having diverse and inclusive groups of employees?

56

Employees see the benefits of technology
being developed by diverse teams
Tech developed by diverse and inclusive
teams of people…
Will be more innovative

44%

39%

45%

50%

54%

Will be easier to use for broader groups of different
people

49%

46%

45%

52%

53%

Will ensure that different types of people are getting
jobs in the tech sector

47%

41%

41%

51%

Which of the following do you believe are the greatest benefits of having diverse and inclusive groups of employees?

46%

57

Thank you!

APPENDIX

Methodology
Lenovo and Intel commissioned Zeno Group to conduct an online survey among n = 5,096 employees across 5
global markets (United States, United Kingdom, Brazil, Germany, China) in order to understand the evolving roleof diversity and inclusion within the workplace. The survey consisted of a series of closed-end and open-ended
questions.
The survey fielded December 19, 2019 to January 7, 2020, and the margin of error is +/- 3 percentage points foreach market at a 95% confidence level.
To qualify as “employees” for the survey, respondents had to meet the following criteria:• Age 18+
• Employed full-time or part-time• Not self-employed• Any business size
• Any level of seniority/tenure at job

What resources are offered for those dealing with mental health issues are your workplace?

60Methodology Continued
Globally, 86% of respondents were employed full-time and 14% were employed part-time. Respondents had to haveaccess to the Internet (through any device, including mobile) in order to complete the survey.
Respondents were recruited by Lucid, using double opt-in screeners in which respondents had to consent twice toparticipate the survey. Respondents were asked a series of demographic questions, and weights were applied toensure a demographically representative population of “online” employees. Results of any sample are subject tosampling variation. Visually impaired respondents were provided the option to participate via phone.
MarketSample Size (n)Language

US

1,054

American English

Ratio of FullQuotas set on:
Time : Part-Time
Employees
84:16
Age, Gender, Employment Status, Region

UK

1,007

British English

84:16

Age, Gender, Employment Status

Germany

1,011

German79:21

Age, Gender, Employment Status

Brazil

1,012

Brazilian Portuguese 84:16

Age, Gender, Employment Status

China

1,012

Simplified Chinese

Age, Gender, Employment Status

98:02

For full survey results or for further inquiries, please email LenovoDIResearch@zenogroup.com.

Demographics
GlobalUS

UK

Base (5096) Base (1019)

BrazilBase (1019)

Germany

China

Base (1019) Base (1019) Base (1019)

GenderFemale

50%

52%

49%

49%

51%

49%

Male

49%

47%

50%

50%

48%

51%

Non-binary

0%

1%

0%

1%

0%

0%

Prefer not to say

0%

0%

0%

0%

0%

0%

18-24

13%

13%

10%

21%

8%

12%

25-34

30%

24%

22%

30%

23%

50%
27%

Age Range

35-44

25%

24%

25%

25%

25%

45-54

19%

20%

25%

16%

24%

9%

55-64

11%

14%

15%

8%

18%

2%

65-74

2%

4%

2%

1%

2%

0%

75+

0%

1%

0%

0%

0%

0%

Gen Z: 18-23

10%

11%

8%

17%

7%

9%

Millennials: 24 - 41

52%

45%

42%

54%

43%

75%
14%

Generation

Gen Xers: 42 - 54

25%

26%

32%

20%

30%

Boomers: 55 - 73

13%

18%

17%

9%

20%

2%

Matures: 74+

0%

1%

0%

0%

0%

0%

98%

Which of the following best describes your current employment status
Full-time employment

86%

84%

84%

84%

79%

Part-time employment

14%

16%

16%

16%

21%

2%

Full-time student

1%

1%

0%

1%

0%

0%

Part-time student

1%

1%

0%

1%

0%

0%

Unemployed and looking for work

0%

0%

0%

0%

0%

0%

Unemployed and not looking for work

0%

0%

0%

0%

0%

0%

Disabled

0%

0%

0%

0%

0%

0%

Retired or semi-retired

0%

0%

0%

0%

0%

0%

Stay-at-Home parent / Caregiver

0%

0%

0%

0%

0%

0%

None of the above
Now, thinking about your primary employment / employer, which best
describes your primary employment or employer
Self-employed

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

Own my own company / business (have other employees who work for me)

3%

5%

2%

5%

3%

3%

Work at a family-owned business

6%

7%

6%

5%

9%

2%

Work at a domestic-based privately-held company

32%

24%

22%

33%

34%

45%

Work at a multinational privately-held company

15%

12%

22%

18%

15%

7%

Work at a multinational public company

9%

10%

9%

10%

10%

7%

Work at a domestic-based public company

15%

16%

11%

11%

15%

22%

Employed by local or national government

12%

13%

20%

11%

7%

9%

None of the above

8%

12%

7%

7%

8%

5%

Education

10%

11%

12%

11%

8%

7%

Energy

2%

1%

2%

2%

1%

4%
11%

What industry do you currently work in

Financial services - banking, insurance, accounting

9%

8%

8%

9%

7%

Food production

2%

2%

2%

3%

2%

1%

Government - local, state, national

6%

4%

8%

8%

5%

4%

Healthcare

9%

14%

13%

4%

9%

4%

Hotel and travel services

2%

2%

2%

1%

2%

2%
26%

Manufacturing

12%

7%

10%

4%

12%

Media, entertainment

1%

1%

1%

1%

2%

2%

Non-profits, NGOs, advocacy organizations

2%

2%

2%

0%

4%

1%

Professional services - legal, consulting

3%

2%

3%

3%

5%

2%

Public relations, advertising, marketing, market research

2%

1%

1%

3%

3%

1%

Real estate or construction

4%

3%

3%

3%

3%

9%

Restaurants, dining

3%

4%

3%

2%

2%

2%

Retail

10%

10%

12%

8%

10%

8%

Technology

11%

10%

6%

19%

8%

Transportation (planes trains, cars, infrastructure)

4%

3%

4%

4%

5%

2%

Other - Please specify:**US Only**_Which of the following best represents your ethnic or racial
background
WHITE

10%

12%

10%

14%

11%

3%

0%

65%

0%

0%

0%

0%

BLACK

0%

14%

0%

0%

0%

0%

HISPANIC, LATINO

0%

14%

0%

0%

0%

0%

ASIAN

0%

5%

0%

0%

0%

0%

12%

MIDDLE EASTERN

0%

0%

0%

0%

0%

0%

AMERICAN INDIAN

0%

1%

0%

0%

0%

0%

OTHER

0%

1%

0%

0%

0%

0%

**US Only**_Are you of Hispanic or Latino descent
Yes

0%

6%

0%

0%

0%

0%

No

0%

94%

0%

0%

0%

0%
0%

**Brazil Only**_What region do you currently live inNorth Region

0%

0%

0%

5%

0%

Northeast Region

0%

0%

0%

20%

0%

0%

Central-West Region

0%

0%

0%

8%

0%

0%

Southeast Region

0%

0%

0%

52%

0%

0%

South Region

0%

0%

0%

15%

0%

0%

DO NOT LIVE IN BRAZIL**Brazil Only**_Which of the following best represents your ethnic or racial
backgroundBranca

0%

0%

0%

0%

0%

0%

0%

0%

0%

55%

0%

0%

Parda

0%

0%

0%

32%

0%

0%

Negra

0%

0%

0%

9%

0%

0%

Amarela

0%

0%

0%

2%

0%

0%

Indígena

0%

0%

0%

1%

0%

0%

Outro/a - Especifique:

0%

0%

0%

1%

0%

0%

None of the above

0%

0%

0%

0%

0%

0%

**UK Only**_Where do you live
East of England

0%

0%

8%

0%

0%

0%

East Midlands

0%

0%

6%

0%

0%

0%

London

0%

0%

13%

0%

0%

0%

North East

0%

0%

5%

0%

0%

0%

North West

0%

0%

13%

0%

0%

0%

Northern Ireland

0%

0%

2%

0%

0%

0%

Scotland

0%

0%

7%

0%

0%

0%

South East

0%

0%

11%

0%

0%

0%

South West

0%

0%

10%

0%

0%

0%

Wales

0%

0%

5%

0%

0%

0%

West Midlands

0%

0%

10%

0%

0%

0%

Yorkshire and the Humber

0%

0%

10%

0%

0%

0%

DO NOT LIVE IN UK**UK Only**_Which of the following best represents your ethnic or racial
background
White

0%

0%

0%

0%

0%

0%

0%

0%

87%

0%

0%

0%

- Indian, Pakistani, Bangladeshi, Chinese, Japanese, Korean, Vietnamese, Thai, etc.

0%

0%

8%

0%

0%

0%

African, Black, Caribbean

0%

0%

3%

0%

0%

0%

can - Lebanese, Syrian, Jordanian, Iraqi, Egyptian, Palestinian, Persian, Turkish, etc.

0%

0%

1%

0%

0%

0%

ino - Cuban, Mexican, Puerto Rican, Dominican, Central American, South American

0%

0%

0%

0%

0%

0%

Other - Please specify:

0%

0%

1%

0%

0%

0%

**Germany Only**_What state do you currently live in
Baden-Wuerttemberg

0%

0%

0%

0%

11%

0%

Bavaria

0%

0%

0%

0%

15%

0%

Berlin

0%

0%

0%

0%

8%

0%

Brandenburg

0%

0%

0%

0%

3%

0%

Bremen

0%

0%

0%

0%

1%

0%

Hamburg

0%

0%

0%

0%

4%

0%

Hesse

0%

0%

0%

0%

7%

0%

Lower Saxony

0%

0%

0%

0%

7%

0%

Mecklenburg-Vorpommern

0%

0%

0%

0%

2%

0%

North Rhine-Westphalia

0%

0%

0%

0%

21%

0%

Rhineland-Palatinate

0%

0%

0%

0%

4%

0%

Saarland

0%

0%

0%

0%

1%

0%

Saxony

0%

0%

0%

0%

5%

0%

Saxony-Anhalt

0%

0%

0%

0%

4%

0%

Schleswig-Holstein

0%

0%

0%

0%

2%

0%

Thuringia

0%

0%

0%

0%

4%

0%

DO NOT LIVE IN GERMANY

0%

0%

0%

0%

0%

0%

**China Only**_What province do you currently live in
Anhui

0%

0%

0%

0%

0%

2%

Beijing

0%

0%

0%

0%

0%

17%

Chongqing

0%

0%

0%

0%

0%

3%

Fujian

0%

0%

0%

0%

0%

3%
19%

Guangdong

0%

0%

0%

0%

0%

Gansu

0%

0%

0%

0%

0%

0%

Guangxi Zhuang

0%

0%

0%

0%

0%

0%

Guizhou

0%

0%

0%

0%

0%

1%

Hainan

0%

0%

0%

0%

0%

0%

Hebei

0%

0%

0%

0%

0%

2%

Heilongjiang

0%

0%

0%

0%

0%

1%

Henan

0%

0%

0%

0%

0%

1%

Hong Kong

0%

0%

0%

0%

0%

0%

Hubei

0%

0%

0%

0%

0%

3%

Hunan

0%

0%

0%

0%

0%

2%

Inner Mongolia

0%

0%

0%

0%

0%

0%

Jiangsu

0%

0%

0%

0%

0%

5%

Jiangxi

0%

0%

0%

0%

0%

1%

Jilin

0%

0%

0%

0%

0%

0%

Liaoning

0%

0%

0%

0%

0%

2%

Macau

0%

0%

0%

0%

0%

0%
0%

Ningxia Hui

0%

0%

0%

0%

0%

Qinghai

0%

0%

0%

0%

0%

0%

Shaanxi

0%

0%

0%

0%

0%

1%

Shandong

0%

0%

0%

0%

0%

4%

Shanghai

0%

0%

0%

0%

0%

20%

Shanxi

0%

0%

0%

0%

0%

1%

Sichuan

0%

0%

0%

0%

0%

5%

Tianjin

0%

0%

0%

0%

0%

2%

Tibet

0%

0%

0%

0%

0%

0%

Xinjiang Uyghur

0%

0%

0%

0%

0%

0%

Yunnan

0%

0%

0%

0%

0%

0%

Zhejiang

0%

0%

0%

0%

0%

4%

DO NOT LIVE IN CHINA

0%

0%

0%

0%

0%

0%

How long have you been working for your current employer
Less than 1 year

9%

12%

9%

11%

9%

5%

1 - 2 years

15%

16%

15%

17%

14%

13%

3 - 5 years

26%

24%

25%

27%

22%

34%

6 - 10 years

25%

24%

21%

27%

22%

32%

11 - 20 years

15%

15%

19%

13%

15%

11%

More than 20 years

9%

9%

11%

5%

17%

5%

Altogether, how many years have you been in the workforce
Less than 1 year

5%

2%

2%

9%

9%

2%

1 - 2 years

9%

5%

6%

16%

12%

5%

3 - 5 years

19%

12%

15%

25%

22%

22%

6 - 10 years

24%

18%

16%

29%

23%

37%

11 - 20 years

19%

21%

21%

14%

17%

23%

More than 20 years

24%

42%

41%

8%

17%

12%

Which of the following best describes your position / title at your company
Owner / President / CEO

4%

5%

3%

6%

3%

3%

Executive / C-Suite (CFO, COO, CTO, CIO)

5%

5%

3%

6%

5%

5%

Executive Director / Managing Director / Director

8%

8%

5%

16%

6%

5%

Partner / Managing Partner

4%

3%

3%

9%

4%

3%

Other Senior Management

10%

7%

8%

9%

6%

17%

Mid-level or Junior Management

21%

16%

24%

11%

11%

45%
13%

Professional / Individual Contributor

17%

15%

14%

13%

30%

Employee / Staff

30%

38%

39%

27%

34%

9%

Other - Please specify:
Approximately how many employees does your company have (across all
locations and business units)
Fewer than 10

1%

2%

1%

3%

1%

0%

6%

6%

5%

11%

9%

1%

11 - 49

10%

11%

9%

11%

13%

6%

50 - 99

11%

9%

9%

10%

12%

12%

100 - 249

13%

13%

13%

10%

12%

17%

250 - 499

12%

10%

12%

10%

10%

17%

500 - 999

14%

13%

11%

14%

11%

21%

1,000 - 4,999

16%

15%

16%

16%

14%

18%

5,000 - 9,999

6%

6%

8%

8%

7%

4%

10,000 +

12%

15%

17%

10%

12%

5%

Which of the following best describes your marital status
Married

52%

44%

47%

53%

42%

74%

Not married and living with partner

16%

17%

20%

10%

21%

11%

Not married and not living with partner

24%

28%

26%

30%

24%

14%

Widowed

1%

2%

1%

1%

2%

0%

Divorced or separated

7%

9%

7%

6%

10%

1%

Do you have children under 18 living at home with you
Yes

48%

41%

43%

54%

35%

67%

No

52%

59%

57%

46%

65%

33%

City or urban area

0%

41%

0%

0%

0%

0%

Suburb

0%

43%

0%

0%

0%

0%

Rural area**US Only**_Which of the following best describes your highest level of
education
High school, GED or less

0%

16%

0%

0%

0%

0%

0%

18%

0%

0%

0%

0%

Vocational or technical school

0%

5%

0%

0%

0%

0%

Some college, 2-year college, associate's degree

0%

29%

0%

0%

0%

0%

4-year college degree, bachelor's degree

0%

33%

0%

0%

0%

0%

Post-graduate (e.g. master's, doctorate)**US Only**_Which of the following best describes your total householdincome, before taxes, for 2018
Under $25,000

0%

15%

0%

0%

0%

0%

0%

11%

0%

0%

0%

0%

$25,000 to $49,999

0%

23%

0%

0%

0%

0%

$50,000 to $74,999

0%

22%

0%

0%

0%

0%

$75,000 to $99,999

0%

15%

0%

0%

0%

0%

$100,000 to $124,999

0%

10%

0%

0%

0%

0%

$125,000 to $149,999

0%

7%

0%

0%

0%

0%

**US Only**_Do you live in a

$150,000 or more

0%

10%

0%

0%

0%

0%

Prefer not to answer

0%

2%

0%

0%

0%

0%

**Brazil Only**_Do you live in a
City or urban area

0%

0%

0%

97%

0%

0%

Village or rural area**Brazil Only**_Which of the following best describes your highest level of
education you have completed
High school (Ensino Médio)

0%

0%

0%

3%

0%

0%

0%

0%

0%

25%

0%

0%

Technical (Ensino Técnico)

0%

0%

0%

13%

0%

0%

Bachelor's degree (Bachalerado / Licenciatura)

0%

0%

0%

43%

0%

0%

Master's degree (Mestrado)

0%

0%

0%

14%

0%

0%

Doctorate (Doutorado)**Brazil Only**_Which of the following best represents your total monthly
household income
Less than 1,356 reals

0%

0%

0%

6%

0%

0%

0%

0%

0%

5%

0%

0%

1,357 - 2,034 reals

0%

0%

0%

13%

0%

0%

2,035 - 3,390 reals

0%

0%

0%

16%

0%

0%

3,391 - 6,780 reals

0%

0%

0%

29%

0%

0%

6,781 - 13,560 reals

0%

0%

0%

21%

0%

0%

13,561 - 33,900 reals

0%

0%

0%

9%

0%

0%

33,901 reals or more

0%

0%

0%

5%

0%

0%

Prefer not to answer

0%

0%

0%

2%

0%

0%

**UK Only**_Do you live in a
City or urban area

0%

0%

39%

0%

0%

0%

Outskirts near a city or urban area

0%

0%

35%

0%

0%

0%

Village, small town or rural area**UK Only**_Which of the following best describes your highest level of
education you have completed
GCSE, O-level or below

0%

0%

26%

0%

0%

0%

0%

0%

25%

0%

0%

0%

A-level

0%

0%

26%

0%

0%

0%

University graduate

0%

0%

31%

0%

0%

0%

Post-graduate

0%

0%

15%

0%

0%

0%

Vocational**UK Only**_Which of the following best represents your total annual
household income for 2018
Under £6,000 per year

0%

0%

3%

0%

0%

0%

0%

0%

1%

0%

0%

0%

£6,000-£12,999 per year

0%

0%

5%

0%

0%

0%

£13,000-£18,999 per year

0%

0%

10%

0%

0%

0%

£19,000-£25,999 per year

0%

0%

15%

0%

0%

0%

£26,000-£31,999 per year

0%

0%

13%

0%

0%

0%

£32,000-£47,999 per year

0%

0%

24%

0%

0%

0%

£48,000-£63,999 per year

0%

0%

16%

0%

0%

0%

£64,000 per year or more

0%

0%

14%

0%

0%

0%

Prefer not to answer**Germany Only**_Which of the following best describes your highest level of
education
Gymnasium or below

0%

0%

3%

0%

0%

0%

0%

0%

0%

0%

53%

0%

Technical certificate

0%

0%

0%

0%

9%

0%

University graduate

0%

0%

0%

0%

21%

0%

Master's or Equivalent

0%

0%

0%

0%

15%

0%

Doctoral or Equivalent**Germany Only**_Which of the following best describes your gross annual
household income for 2018
Less than 13,000€

0%

0%

0%

0%

2%

0%

0%

0%

0%

0%

5%

0%

13,000€ - 17,999€

0%

0%

0%

0%

7%

0%

18,000€ - 24,999€

0%

0%

0%

0%

12%

0%

25,000€ - 34,999€

0%

0%

0%

0%

20%

0%

35,000€ - 49,999€

0%

0%

0%

0%

23%

0%

50,000€ - 89,999€

0%

0%

0%

0%

22%

0%

90,000€ or higher

0%

0%

0%

0%

6%

0%

Prefer not to answer

0%

0%

0%

0%

5%

0%

**China Only**_Do you live in a
City or urban area

0%

0%

0%

0%

0%

98%

Village or rural area**China Only**_Which of the following best describes the highest level of
education you have completed
Primary school, secondary school or vocational training

0%

0%

0%

0%

0%

2%

0%

0%

0%

0%

0%

5%

University, bachelor's degree

0%

0%

0%

0%

0%

75%

Post-graduate, master's, doctorate**China Only**_Which of the following best represents your total monthly
household income
Less than ¥3,000 per month

0%

0%

0%

0%

0%

20%

0%

0%

0%

0%

0%

1%

¥3,000 - ¥4,999 per month

0%

0%

0%

0%

0%

2%

¥5,000 - ¥6,999 per month

0%

0%

0%

0%

0%

4%

¥7,000 - ¥8,999 per month

0%

0%

0%

0%

0%

6%

¥9,000 - ¥10,999 per month

0%

0%

0%

0%

0%

9%

¥11,000 - ¥12,999 per month

0%

0%

0%

0%

0%

12%

¥13,000 - ¥14,999 per month

0%

0%

0%

0%

0%

18%

¥15,000 per month or more

0%

0%

0%

0%

0%

47%

Prefer not to answer

0%

0%

0%

0%

0%

1%