Women in America:
Work and Life Well-Lived

“As leaders, it is our responsibility to be courageous andcreate change in the workplace. We have to examine,and even overhaul, our organizational policies, strategies,
cultures and values to ensure that employees canmaximize their potential in and out of the workplace.”Women in America

About This Report

WOMEN IN AMERICA: WORK AND LIFE WELL-LIVED presents valuable analytics

and advice into what attracts, engages and retains a gender-diverse workforce
in corporate America. More than 323,500 U.S. adults were surveyed for thereport through the Gallup Panel and Gallup Daily tracking. Using discovery
from this research, Gallup delivers an in-depth perspective on what an ideal
work culture for women looks like and what organizations can do to achievethat culture.
In this report, created for business leaders and managers, we focus on
U.S. women. In 2017, Gallup and the International Labour Organization will
release a groundbreaking report on women worldwide.
ABOUT GALLUP
Gallup delivers analytics and advice to help leaders and organizations
solve their most pressing problems. Combining more than 80 years ofexperience with our global reach, Gallup knows more about the attitudes
and behaviors of employees, customers, students and citizens than any otherorganization in the world.
For more information about Gallup solutions for optimizing businessperformance, please visit www.gallup.com/contact.

Copyright © 2016 Gallup, Inc. All rights reserved.

01

Women in America

Letter From the COO
DEAR BUSINESS LEADERS AND MANAGERS,

The workplace is changing at a faster pace than I have seen in three
decades of working outside the home. The standard for how work gets done
is vastly different than it was even 10 or 15 years ago. Several factors haveinfluenced the changes in today’s workplace, including a new generationof workers and an increasingly global, virtual and contingent labor force. It
takes an exceptional workplace to create a culture that consistently gives
employees the flexibility to integrate their jobs and their home lives.
Gallup has studied women in the workplace for over 50 years. Though
this is a report about women, it is also about men, families, friends,
businesses, the economy and our society — but it all starts with thediscussion about women in the workplace.
We have consistently found that the majority of working mothers would
prefer to stay at home and take care of their house and family. Our latest datafind that among mothers who are currently employed either full or part time,
54% would prefer to stay home, and 40% say they would prefer to workoutside the home. We are learning why women leave the workforce. In mostcases, the love and responsibility they feel for their children and families
trumps even their best days at the office. When organizations lack flexibility
and use outdated standards to reward and recognize performance, they
make staying at home an even more attractive option for women.
But most women need to work. Whether it is financial, social or emotional,
work provides a positive outlet for women in some capacity. In the U.S.,
there are 73.5 million women in the workforce. These women have their own
stories about why, how, when and where they work. Among them, there isconsiderable variance in what work is and can be.
One of the goals of this report is to encourage businesses to embrace allsegments of women in the workplace and move past common stereotypes

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Women in America

about working women. All women should have opportunities to learn, growand develop.
The topic of women in the workplace is sensitive and controversial. Yet,in every business, leaders must deconstruct and discuss — transparently —how to create cultures that make sense for women.
In the U.S., more than 5 million jobs are available. But women and men
continue to drop out of the workforce in troubling numbers. We have tofigure out how to get people back to work and how to keep them at work.
However, many women don’t want what businesses are offering them.
As leaders, it is our responsibility to be courageous and create change
in the workplace. We have to examine, and even overhaul, our organizational
policies, strategies, cultures and values to ensure that employees canmaximize their full potential in and out of the workplace. Communicating new
ideas is not enough to create change. We must take action on our ideas
to change the fabric of our culture. When we make workplaces “work” forwomen, we make life better for them as well as for their families. We create astronger economy and a better society.

Jane Miller, Chief Operating Officer

Copyright © 2016 Gallup, Inc. All rights reserved.

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Women in America

TAB LE OF CONTE NT S

01 WOMEN AND WORK: A LOOK AT THE PAST AND A LOOKTOWARD THE FUTURE

502 KIDS ARE A COMPANY’S GREATEST COMPETITION

1103 ARE WOMEN BUYING YOUR WORKPLACE?

21
04 THE REALITY AND THE PERCEPTION: WHY MEN ARE
PAID MORE

29
05 WOMEN LEAD MEN ON ENGAGEMENT

47
06 WHAT STRENGTHS TELL US ABOUT MEN AND WOMEN

55
07 RELATIONSHIPS AT WORK MATTER

61
08 DO WOMEN WANT THE C-SUITE?

67
73.5 MILLION WOMEN AND A LIFE WELL-LIVED73
APPENDIX: METHODOLOGY NOTES AND REFERENCES

85

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01 Women and Work:
A Look at the Past and a
Look Toward the FutureOver the course of nearly a century, women have undoubtedly madeprogress in the workplace. But many women continue to be held back fromachieving all they want in their careers by organizational policies that werecreated in the 1990s, if not the 1950s. Now is the time for leaders to create
modern workplaces that women want to join and stay with.

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The 1940s and World War
II brought Rosie the Riveter
to the forefront, and record
numbers of women entered
the workforce. But by
the end of the war, Rosiegave way to June Cleaver,and society encouraged
women to return to theidyllic homemaker role thatcharacterized them duringmuch of the 1950s.

06

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Women in America | 01 Women and Work: A Look at the Past and a Look Toward the Future

EXECUTIVE SUMMARY
IN 2020, THE U.S. WILL celebrate the 100th anniversary of the 19th Amendment,

which allowed women the right to vote. Over the course of nearly a century,
women have traveled a winding path, pushing to define and redefine their roles
inside and outside the home.
The Roaring ’20s were characterized by the “new woman,” with her
flapper skirt and bobbed hair, who was an active participant in consumer
culture and the workplace. The Great Depression gripped the 1930s,
however, and set the country and women on a different course. Devastating
poverty and joblessness created a rallying cry to “put people to work.”
Changing direction again, the 1940s and World War II brought Rosie
the Riveter to the forefront, and record numbers of women entered theworkforce. But by the end of the war, Rosie gave way to June Cleaver, andsociety encouraged women to return to the idyllic homemaker role thatcharacterized them during much of the 1950s.
The next two decades ushered in the Equal Pay Act, Gloria Steinem, Roev. Wade, Title IX and the “second wave” of the feminist movement. Efforts
to diversify the workforce pushed more women to enroll in college and tojoin the labor force in reinvigorated numbers. Between 1970 and 1980, thepercentage of women participating in the U.S. labor force — those who were
working full or part time or who were unemployed and actively seeking work
— made its most dramatic gains.
The idea of breaking through the “glass ceiling” became prevalent in the
1980s as more women found employment in professional and management
roles. By 1990, the U.S. labor force was composed of 47% women and
53% men. Following a recession in the early 1990s, the country experienced
an economic boom that lasted through the end of the decade, leading toimpressive job growth and even more women entering the workforce. The“Take Our Daughters to Work” program made its debut, and the Family andMedical Leave Act became law.
Enter the new millennium and the dual notion that women “can’t have itall” and that they should “lean in.” Millennials started going to work, and baby
boomers set their sights on retirement. The economy sputtered, and women
began to leave the workforce — by choice and by force.
Today, women continue to make headway in education and politics.
Among millennials, more women than men hold college degrees, including
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Women in America | 01 Women and Work: A Look at the Past and a Look Toward the Futureadvanced degrees. In the summer of 2016, Hillary Clinton became the firstwoman to be nominated for the U.S. presidency by a major party.
Economically, the U.S. is still regaining its momentum, but the job market
is faring better. More positions are becoming available, and companies inmale-dominated fields such as technology and science are focusing on
hiring more women.
These renewed job opportunities and calls for greater diversity, however,
have not brought women back to work. In fact, women are continuing toleave the labor force.
THE DWINDLING FEMALE LABOR FORCE
According to the U.S. Bureau of Labor Statistics (BLS), women’s
participation in the labor force rose quickly from the 1960s through the
1980s before slowing in the 1990s. After reaching its peak in 1999, thewomen’s labor force participation rate began to decline and has been falling
ever since. BLS data show that 59.9% of women aged 15/16 and older werein the labor force in 2000. By 2010, that figure fell to 58.6%, and at the endof 2015, it was even lower at 56.7%.
Retiring female baby boomers account for a percentage of the shrinking
labor force, as does the increasing number of young women enrollingin college. But these demographics don’t tell the whole story. A study
conducted by Maximiliano Dvorkin and Hannah Shell for the Federal Reserve
Bank of St. Louis found a decrease in labor force participation among
women in their “prime age” — between 25 and 54. The U.S. used to haveone of the highest labor force participation rates among women in this age
group, but now it has one of the lowest rates compared with eight developed
countries in the study.
It is impossible to define one single underlying reason why women are
opting out of work. But this slow, steady exodus certainly calls into question
the appeal of U.S. workplaces and what they provide for women.
THE NEXT 100 YEARSOver the course of nearly a century, women have undoubtedly madeprogress, but it is not enough. Women continue to drop out of the labor
force, and far less than half of women are engaged in their jobs. Given this08

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Women in America | 01 Women and Work: A Look at the Past and a Look Toward the Future

reality, it is not surprising that 48% of women say they are actively looking fora different job or watching for new opportunities, according to Gallup data.
The state of women in the workplace has important implications fororganizations. Is hiring more women and helping them succeed personallyand professionally the right thing to do? Of course. But gender diversity also
leads to better business outcomes. Gallup is just one of many research andacademic institutions to link gender diversity to improved profits and revenue.
Women in America: Work and Life Well-Lived represents Gallup’s latest
analytics and advice on U.S. women in the workplace. We have studied whatbusinesses are doing right — and otherwise — when it comes to attracting,engaging and retaining their female employees. These analytics and insights
are directed at medium to large businesses and women in professional roles.
Here’s what we learned unequivocally: When women want to succeedin their jobs, when they can use their talents and strengths to do what they
do best every day, and when they can find a synergy between career andlife that suits them, they will propel their organizations to new heights ofsuccess. And businesses will realize — and benefit from — all that women
can do as employees, managers and leaders.
Too many U.S. organizations continue to follow policies created in the
1990s, if not the 1950s. Or they change their policies but forget to bring
their culture along. Now is the time for leaders to create modern workplaces
that women want to join. This report is a guide for how to do just that.

Copyright © 2016 Gallup, Inc. All rights reserved.

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Women in America | 01 Women and Work: A Look at the Past and a Look Toward the Future

Gallup surveyed more than 323,500 U.S. adults for this report through the
Gallup Panel and Gallup Daily tracking. From our research, we discoveredsome crucial findings about women in the American workplace:

Pay is less of a factor than other workplace attributes inwomen’s employment decisions.
The economy is not the biggest reason women leave
the workforce.
Men report working more hours per week than women.
Outdated company cultures and policies affect women
personally and professionally.
Women rank higher in certain relationship-building strengths
compared with men.
Women who aspire to leadership positions are unlikely to be
deterred by the demands of the job.

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02 Kids Are a Company’s
Greatest Competition
A woman’s decision to work or not to work depends on numerous
influences in her life — career aspirations; life goals; economic realities;
societal pressures; and expectations of parents, partners and even in-laws.
For mothers, however, Gallup has found that there is one factor that has
the greatest influence on their decision to stay in the workforce or leave— children.

Copyright © 2016 Gallup, Inc. All rights reserved.

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Among women who areemployed and do not havea child under the age of18, 70% would prefer towork outside the home.
That number falls to 40%
among women who areemployed and do have achild under the age of 18.

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Women in America | 02 Kids Are a Company’s Greatest Competition

THERE ARE 73.5 MILLION WOMEN, aged 16 and older, who are either employedor unemployed and actively looking for work in the U.S. For each of these 73.5
million women, “work” has a different definition and meaning. Work can be afinancial necessity, a choice, a juggling act or a social outlet. Work can drive awoman’s sense of purpose and responsibility — or come in direct conflict with
it. Work and personal life are rarely separate entities, but the degree of theiroverlap is not universal for all women.
Work is an emotionally charged topic for many women. Regardless of
their decisions, women face judgment. People criticize women for staying
home with their children, for continuing to work or going back to work whileraising their children, for not having children or delaying motherhood to
pursue a career, and for choosing not to work.
Work is personal for all women. A woman’s decision to work or not towork depends on numerous influences in her life — career aspirations; life
goals; economic realities; societal pressures; and expectations of parents,
partners and even in-laws. For mothers, however, Gallup has found that there
is one factor that has the greatest influence on their decision to stay in theworkforce or leave — children.

IN THIS REPORT, WE DID not research maternity (or paternity) leavespecifically. Maternity leave is a fundamental expectation of exceptional
workplaces, as is some amount of time and flexibility for paternity leave.
We believe that each company must first and foremost address flexibility
for maternity and paternity leave relative to its values and ability toafford it. For example, large profitable companies in the pharmaceuticalor technology industries may find it easier to give employees four to
six months of leave, whereas small businesses with fewer than 50
employees may find it more difficult to grant six to eight weeks. Everybusiness is different. We recommend setting maternity and paternity
leave on a scale that is based on an employee’s tenure, and ideally, aminimum of six to 12 weeks of maternity leave for mothers and flexibility
for fathers to come and go in the first few weeks as needed or to workfrom home. Maternity (and paternity) leave is a critical aspect for women
and work, but it is only one component of what creates an exceptional
workplace for families.

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Women in America | 02 Kids Are a Company’s Greatest Competition

K I D S A R E T H E M O ST I N F LU E NT IA L FACTO R K E E P I N G M OT H E R S O U T
O F T H E WO R K F O R C E
Is each of the following a major reason why you are not working right now, a minor reason
or not a reason? (Among women who are not employed and who have children at home)

 % Not a Reason  % Minor Reason  % Major Reason
You want to stay home withyour children
You don’t need to work or
earn money

28

14

54

39

24

30

The cost of childcare is too high

49

19

27

You have been out of theworkforce too long

47

23

26

There are no good jobs available
where you live

47

24

25

You don’t have the right skills or
experience needed to get a good job

49

You don’t have adequatetransportation
You need to care for a sick or
aging family member

24
60

23
17

70

18
14

12

CHILDREN ARE THE KEY FACTOR IN EMPLOYMENT DECISIONS
Gallup asked women who are not in the workforce (and not retired) about
why they are not employed. Among women without children, the responses
are equally distributed across economic and experience factors. For
example, 22% of these women say they don’t work because they don’t needto earn money, and 21% say they don’t work because they have been withouta job for too long.
For women with children, however, the real motivator is their kids. Morethan half of women (54%) who do not work and who have a child younger
than 18 say their desire to stay home with their children is a “major reason”
why they are not working. Other factors are considerably less relevant,including the need to earn money, the cost of childcare and the ability to finda good job.
Children are a tough act to follow, and some women won’t return to theworkforce when they become mothers. They simply want to stay home with
their children. But some stay-at-home mothers might consider returning towork if the workplace was more accommodating.
When asked, 53% of stay-at-home mothers say flexible hours or work
schedules are a “major factor” in their ability to take a job. Four in 10

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Women in America | 02 Kids Are a Company’s Greatest Competition

stay-at-home mothers say the same about being able to work from homewhen necessary. Pay is somewhat less of an issue for this group. Thirtyfour percent of stay-at-home mothers say earning enough money to pay
for childcare is a “major factor” in their employment decisions. These stayat-home mothers seem to be less concerned about a paycheck than they
are about having the flexibility to be able to do things like pick up their kidsfrom school.
CHILDREN CHANGE WOMEN’S EMPLOYMENT PREFERENCES
Of course, many mothers do work. However, the majority of working
mothers would prefer to stay at home and take care of their house and family.
Among mothers who are currently employed either full or part time, 40% saythey would prefer to work outside the home, and 54% would prefer to stayhome. The figures are almost identical among mothers who aren’t currently
employed: 37% would prefer to work outside the home, while 57% would
rather stay home.
M A J O R I T Y O F WO R K I N G M OT H E R S WO U L D P R E F E R TO S TAY AT H O M E

If you were free to do either, would you prefer to have a job outside the home, or would you
prefer to stay at home and take care of the house and family?
P R E F E R TO WO R K
OUTSIDE THE HOME

PREFERHOMEMAKER ROLE

Not employed women

37%

57%

Employed women

40%

54%

Not employed women

51%

46%

Employed women

70%

29%

HAVE CHILD UNDER 18

NO CHILD UNDER 18

Among fathers, there is almost no difference in lifestyle preference by
employment status. At least 70% of fathers who are employed — as well
as fathers who are not employed — would rather work outside the homethan stay home. However, we do see a shift in preferences between fathers

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Women in America | 02 Kids Are a Company’s Greatest Competition

and men who are not fathers. Eighty percent of employed men withoutchildren say they would rather work outside the home. That figure drops 10
percentage points for men with children. The decline suggests that being astay-at-home father has less of a stigma than it once did.
Nevertheless, having a child has considerably more effect on women’s
employment preferences than it does on men’s employment preferences.
Among women who are employed and do not have children, 70% would
rather work outside the home — 30 points higher than employed women withchildren. Women want to work, but having a child changes their perspective.
WORKING FROM HOME IS A MISSED BENEFIT
Working mothers — regardless of their employment preferences —ultimately want the same things from their companies. They want to be able
to care for their children and themselves and to take their careers as far as
their talent and ambition will lead them.
But some businesses struggle with meeting these women’s needs. Gallup
asked working mothers in the U.S. to rate their employers on six workplace
attributes related to pay and benefits, work arrangements, and career
progression. Their ratings reveal distinct areas of strength and opportunity
for organizations.
Working mothers are most satisfied with theiremployers allowing them to change their hours orschedules when needed and with their employers’of working
ability to provide adequate sick and vacation time.
mothers say
These are two common points of contention related
their employer
to family-friendly policies and the plight of working
is doing “verymothers in the U.S. Fortunately, it appears that manywell” at allowing
employers are heeding the call to provide workers
them to workwith vacation and sick time and flexible work policies.
from home
While we asked women to rate what theirwhen needed.
employers provide, we did not ask women to accountAn equalfor how much paid time off and flexibility they actuallypercentage sayuse. The latter can often paint a different picture
their employerof flexibility in the workplace. Companies may offer
is doing
employees sufficient opportunities to take time off“very poorly.”
and to adjust hours and schedules as needed, but

33%

16

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Women in America | 02 Kids Are a Company’s Greatest Competitionsome employees may not feel comfortable or encouraged to take advantageof these policies. They may worry that working fewer hours could lead to
reduced pay or repercussions from their manager or coworkers. Or they may
feel guilty about being away from the workplace.
Gallup has found that the greatest pain point for working mothers is theirability to work from home as needed. Companies’ approaches to flexible
working arrangements might be too limiting and not encompass all they
could. Thirty-three percent of working mothers say their employer is doing“very well” at allowing them to work from home when needed. An equal
percentage say their employer is doing “very poorly.”
Not all jobs allow employees to work from home, such as the femaledominated professions of nursing and teaching. Certain jobs require
employees to be physically present. However, all organizations should
examine their policies to determine if they can better incorporate this elementof flexibility.
O R G AN I ZAT I O N S A R E H IT A N D M I S S O N F L E X I B L E WO R K AR RAN G E M E N TS
How well is your employer meeting your needs in each of the following areas:(Among employed women with children) % Very Poorly  % Somewhat Poorly  % Somewhat Well  % Very Well
Allowing you to change your hours orschedule when needed

9

9

20

61

Providing adequate sick andvacation time

9

9

23

58

Providing adequate pay

7

Providing adequate healthinsurance coverage
Providing opportunity foradvancement

10

40

16
10

Allowing you to work from homewhen needed

12

42

24

14

42
35

33

14

14

38
33

Working mothers also believe that their companies aren’t very successful
at providing them with adequate health insurance coverage and pay. Roughly
four in 10 working mothers say their employers are doing “very well” in these

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17

Women in America | 02 Kids Are a Company’s Greatest Competitionareas. Healthcare costs continue to rise across the U.S., and the insurance
rates for families can be overwhelming, even for limited coverage. It is not
surprising that women see health insurance coverage as a sticking point. The
same can be said for pay. The gender pay gap still exists in the American
workplace, and wage growth has been stagnant since the Great Recession.
Rounding out the list, 38% of working mothers say their employers are
doing “very well” at providing opportunity for advancement. This finding
could suggest that working mothers do not believe they can achieve all theywant to in their current company or that their organization does not value
their performance and contributions.
Gallup also asked employed women without children to rate theiremployers on these same attributes. We discovered little difference between
these two groups. Working women with and without children believe that
their employers are succeeding and failing in the same areas.
INCOME, PURPOSE AND FRIENDSHIP DRAW WOMEN TO WORK
While Gallup researched the reasons why women do not work, we also
focused on the reasons why women do work. Many women want to work,and they find gratification and reward in the work they do.
More than eight in 10 of all women surveyed (84%) say the enjoyment
they get from earning their own money is a “major reason” why they work.
Similarly, 81% of women cite the need to earn an income as a “major reason”
for why they work.

Although money matters, it is not the only motivation
for working among women we surveyed. A job provides
not only a steady paycheck but also a sense of purpose
and an important social outlet for women.
A majority of women consider other nonfinancial factors to be “major
reasons” for working. Three-fourths of women say they enjoy the work they do,
and two-thirds say they enjoy the social aspect of working.
Slightly less than half of women say obtaining health insurance is a “major
reason” why they work. Women are much more likely to say societal pressure
to work is “not a reason” (46%) than a “major reason” (16%) for why they work.
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Women in America | 02 Kids Are a Company’s Greatest Competition

WO R K I N G WO M E N F I N D E N J OY M E N T I N E AR N I N G TH E I R OW N M O N E Y,
T H E WO R K TH EY D O AN D TH E S O C IAL AS P E CT O F A J O B
Is each of the following a major reason, a minor reason or not a reason why you work?
(Among all working women)

 % Not a Reason  % Minor Reason  % Major Reason
You enjoy earning your own
money

4

You need the income

4

12

84

15

You enjoy the work you do

7

You enjoy the social aspectof working

9

To obtain health insurance

You feel societal pressure to work

81
18

75
25

66

27

25
46

46
37

16

Again, Gallup data show little difference in the responses between
working mothers and working women without children. Women withoutchildren are somewhat more likely than women with children to say theywork because they enjoy earning their own money and because they needhealth insurance.
GENDER DIVERSITY REQUIRES ACTION
A job can provide women many things, and companies need womenin the workforce if they want to compete in today’s marketplace. Gender
diversity creates better organizations and business outcomes.
In 2014, Gallup published a study in the Journal of Leadership &Organizational Studies outlining the relationship between gender diversity
and financial performance. Researchers examined data from more than 800
business units from two companies representing two different industries —retail and hospitality. They discovered that gender-diverse business units had
better financial outcomes than those dominated by one gender:•• Gender-diverse business units in the retail company had 14% higher
average comparable revenue than less-diverse business units.
••

Gender-diverse business units in the hospitality company showed 19%
higher average quarterly net profit than less-diverse business units.

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Women in America | 02 Kids Are a Company’s Greatest Competition

Gender-diverse teams perform better than single-gender teams forseveral reasons. Men and women have different viewpoints, ideas andinsights, which improves problem-solving and ultimately leads to superiorbusiness performance. A gender-diverse workforce gives companies accessto comprehensive knowledge and allows them to serve an increasingly
diverse customer base.
The challenge for leaders and managers is to understand what it takes tocreate and sustain gender diversity. The answer comes down to attraction,
engagement and performance management strategies, and within each ofthese strategies is the vital element of culture. It’s one thing for businesses
to tout a modern or “family-friendly” work culture. It’s another thing to actually
live it.

A year is made up of 8,760 hours. Working women —especially those with children — account for every oneof those hours. They protect those hours. Organizations
must create environments for these women thatwelcome them into — and perhaps back into — theworkplace. A company’s greatest competition in
attracting and retaining female employees isn’t always
its industry rivals or perk-heavy companies and startups.
A company’s greatest competitors can be 4 feet tall withmissing teeth and a soccer ball in their hands, crying indiapers, or asking to borrow the car on a Friday night.

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03 Are Women Buying
Your Workplace?
More than ever, employers need to know and act on the factors thatmake their companies appealing to women. They have to make iteasy for prospects to choose them over the competition. Womenare consumers of the workplace, and they have to want whatorganizations are selling.

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21

Women are willingto pursue other job
possibilities, but insteadof casting a wide net,
they can zero in on thecompanies that meet theirneeds and expectations.
Women know what’s
important to them in arole and company, andthey actively seek out
organizations that offer
those attributes.

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Women in America | 03 Are Women Buying Your Workplace?

FOR MANY WOMEN, THE IDEA of staying with a company for a long time simply

because it provides a paycheck and benefits is unrealistic and unappealing.
While income is important, women want more out of a job. They are
consumers of the workplace and will look for the role that best fits them andtheir lives. Women have to want what organizations are selling.
More than ever, employers need to know and act on the factors that maketheir company appealing to women. They have to make it easy for prospects
to choose them over the competition.
Women are willing to pursue other job possibilities, but instead of castinga wide net, they can zero in on the companies that meet their needs andexpectations. Women know what’s important to them in a role and company,
and they actively seek out organizations that offer those attributes. They havethe upper hand, and organizations have to compete to win them.
FIT, FLEXIBILITY AND STABILITY ARE MOST IMPORTANT IN AJOB SEARCH
Gallup asked U.S. workers who were considering a job change or who
had recently switched employers to indicate how important particular factors
are in deciding to take a job with a different company. Female and male
employees largely value the same attributes in a new employer, but womenare more likely than men to rate these attributes as “very important.”
When considering a new job, women place the highest importance on:
1. the ability to do what they do best
2. greater work-life balance and better personal well-being
3. greater stability and job security
Ability to Do What They Do Best
Two-thirds of female employees believe it is “veryimportant” to find a job that allows them to do what
they do best. In comparison, 55% of male employees
believe this factor is “very important” in a job.
Employees do their best in roles that enable
them to use and integrate their talents (their natural
capacity for excellence), skills (what they can do)
and knowledge (what they know). Essentially,
Copyright © 2016 Gallup, Inc. All rights reserved.

66%
of female
employees
believe it is “veryimportant” to finda job that allows
them to do what
they do best.
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Women in America | 03 Are Women Buying Your Workplace?

organizations can empower employees to do their best by matching the right
person with the right role.
When employees are a mismatch for their role, they can become boredand restless or struggle to succeed. They might feel like their days — even
their careers — are wasted, along with their sense of purpose. For women,
having a job that enables them to make the most of their natural selves alongwith their knowledge and skills is most important.

60%

Work-Life Balance and Personal Well-Being

Women value finding a job that enables them tohave greater work-life balance and better personalof women ratewell-being. It’s in this area that Gallup discovered
greater work-lifethe biggest gap between what male and femalebalance andemployees look for in a role. Sixty percent of women
better personalrate greater work-life balance and better personal
well-being as awell-being as a “very important” attribute in a new job,“very important”
compared with 48% of men who say the same.
attribute in a
Work-life balance and personal well-being havenew job.
different meanings for different women, but theyoften pertain to family-friendly policies and flexible scheduling. For working
mothers or women who plan to become mothers, a job with a strict 8 a.m. to
5 p.m. schedule is rarely attractive or practical. Companies with rigid work
environments or that fail to treat their employees as people are a poor fit formost working women or for women who want to re-enter the workforce.
But work-life balance and personal well-being are about more thanflexibility. They encompass all of the components that go into a life well-lived.
Many women have a holistic view of life and work and look for employers that
do too. They are drawn to companies that encourage, support and empower
them as people — not companies that see them as just workers.
Stability and Job Security
Roughly half of women (52%) and men (50%) view greater job stability
and security as “very important” in a new job.
Women are the primary or equal breadwinners in many Americanhouseholds. The U.S. Census Bureau reports that 9% of working womenearn at least $30,000 more than their husbands and that 25% of couples
24

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Women in America | 03 Are Women Buying Your Workplace?

have earnings within $4,999 of each other. A large
contingent of working women are also the solebreadwinners for their families. Of the 12 million
of women view
single-parent families in the U.S., single mothers are
greater job
the heads of 80% of these households.
stability andAlthough the economy and job market havesecurity as “veryimproved since the Great Recession, women who
important” in awere affected by the downturn may still feel as
new job.
though they are on shaky ground. And for women
who shoulder some — or all — of the financial burden
for their families, it may not be the nation’s troubled
economic past, but rather the reality of getting by in the present, that istheir biggest concern. Women want to know that their company and job are
stable because their livelihoods and their families depend on it.

52%

PURPOSE AND PURSE
Naturally, pay also plays a part in an employee’s decision-making process.
Thirty-nine percent of women consider an increase in income to be “veryimportant” when switching jobs. Though pay does matter to women, it isless important to them than fit to the role, the ability to integrate work andhome, and having a job they can depend on. Across all the factors that go
into deciding to take a new job, increased income is the only one that ismore important to male employees than to female employees: 43% “veryimportant” for men versus 39% “very important” for women.
The company itself also plays a part in a woman’s decision to take a
new role. When considering a job move, 39% of women say the reputationor brand of the company is “very important” to them. A somewhat smaller
percentage of women (32%) say the same about the company’s cause. For
33% of men, the company’s brand is “very important,” but only 22% feel thesame about the company’s cause.
Women want their work to matter and to have meaning. This mentality
pushes them to choose jobs that focus on their talents and what they
do best, but it also motivates them to choose companies that stand forsomething or have a great reputation.

Copyright © 2016 Gallup, Inc. All rights reserved.

25

Women in America | 03 Are Women Buying Your Workplace?

ARE MILLENNIAL WOMEN DIFFERENT?
In today’s workplace, there is one question that leaders and managers
deliberate and debate time and again: Are millennials different? This
demographic now makes up a greater percentage of the U.S. workforce
than any other generation. Millennial women represent the most educatedgeneration of women in history, and they are entering the workforce in large
numbers. Clearly, organizations need to understand what this group wants —and be able to deliver on it.
Gallup has found that millennials are different in some regards, but female
workers of this generation largely align with their Generation X and baby
boomer counterparts. Across generations, female workers place the samehigh importance on finding a job that harnesses their talents, enables themto integrate work and life, and provides solid financial footing.
Millennial women do diverge from their predecessors on one important
point: They place higher importance on a company’s cause than do womenin other generations, and they value it above brand or reputation. The
opposite is true for female Gen Xers and baby boomers. These women giveconsiderably more weight to a company’s brand or reputation than to its
cause. For younger women, a nonprofit organization may be a more attractive
career option than a bank with a great reputation. For older women, aprominent bank is likely the more appealing choice.

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Women in America | 03 Are Women Buying Your Workplace?

M I L L E N N I A L WO M E N VA L U E C AU S E OV E R B R A N D
Please indicate how important each of the following is to you when considering whether
or not to take a job with a different organization:(% “Very important”)

It allows me to work for a greater cause.
MILLENNIALS
1980-1996

GEN XERS
1965-1979

BABY BOOMERS
1946-1964

38%

29%

29%

The company/organization has a great reputation or brand.
MILLENNIALS
1980-1996

GEN XERS
1965-1979

BABY BOOMERS
1946-1964

34%

39%

41%

Millennials — many of whom have student loan debt but do not yet havethe responsibility of children and a mortgage — can afford to be more
aspirational in their career choices. They can pursue a job that pays lessbut has more meaning for them. Most Gen Xers and baby boomers haveto consider the costs of daycare, retirement funds and home improvementloans and are therefore more likely to be drawn to stable employment
options. In either case, a company’s DNA matters to women — all women— and it is a factor in their job choices. Companies must consider theiremployee value proposition, employment brand, and overall mission andpurpose when they construct their attraction and recruitment strategies.

Copyright © 2016 Gallup, Inc. All rights reserved.

27

04 The Reality and
the Perception: Why
Men Are Paid More
In jobs where employees are promoted and rewarded
based on the actual or perceived number of hours theyclock, men have the advantage.

Copyright © 2016 Gallup, Inc. All rights reserved.

29

Women often work two
jobs: as mothers andas full-time or part-time
employees. Because they
can spend more time onhousehold and childcare
responsibilities, they haveless time to devote towork, email or traveling forbusiness.

30

Copyright © 2016 Gallup, Inc. All rights reserved.

Women in America | 04 The Reality and the Perception: Why Men Are Paid More

THE GENDER PAY GAP IS one of the most controversial topics related to

women and work. Though less pronounced than in the past, the pay gap still
exists and has barely budged in over a decade. Estimates of the gender pay
gap and the methodology behind it vary, but all essentially reach the sameconclusion: Women earn less than men. The U.S. Bureau of Labor Statistics(BLS) estimates that full-time working women make 83% of what full-timeworking men make. The U.S. Census Bureau reports that women who holdfull-time jobs earn 79 cents for every dollar that men with full-time jobs earn.
The gap is even more pronounced for African-American and Latina women,
who earn 64 cents and 56 cents, respectively, for every dollar that white, nonHispanic men earn.
Researchers and experts have numerous explanations and hypotheses
for the gender pay gap. Some theories point to discrimination — both
unconscious and otherwise. Others assert that women make less money
than men do because women are not as inclined to ask for or negotiate pay
increases. Another line of thinking links differences in pay to women’s career
choices — citing evidence that women are less likely than men to choose
high-paying careers such as engineering or science.
Additional theories account for what happens to women in the workplacewhen they have children. When they become mothers, women’s earnings
may slow, decrease or stop. These women might decide to cut down on theirhours to care for their children. As a result, they may earn less money andreduce their chances of being promoted into a higher-paying role. They may
pursue less time-intensive or demanding jobs that consequently pay lower
wages. They may also choose to leave the labor force altogether and lose
years of experience. If or when these women decide to return to work, they
end up with salaries and wages that are lower than those of women who
stayed in the labor force.
While no single explanation can account for the differences in men’s
and women’s paychecks, Gallup chose to focus on hours worked andperceptions of hours worked as just two of the underlying reasons for thegender pay gap.

Copyright © 2016 Gallup, Inc. All rights reserved.

31

Women in America | 04 The Reality and the Perception: Why Men Are Paid More

MEN REPORT WORKING MORE HOURS PER WEEK THAN
WOMEN DOIn the U.S. workforce, 47% of men say they work more than 40 hours
per week, while 30% of women say the same, according to Gallup datafrom 2016.
M EN ARE MORE LI KELY THAN WOM EN TO WOR K MORE THAN 40 HOURS
PER WEEKMEN FULL TIMEWO M E N F U L L T I M EWork 60 or more hours per week

14%

7%

Work 50-59 hours per week

21%

11%

Work 41-49 hours per week

12%

12%

Work 40 hours per week

47%

56%

Work less than 40 hours per week

7%

15%

Data do not account for occupation type or hourly vs. salary positions

Gallup discovered similar findings when looking at hours data by
occupation type and hourly versus salaried positions. Men consistently report
working more hours per week than women do. In salaried roles, for example,
28% of men say they work 50 to 59 hours per week, compared with 16% of
women who say the same. In hourly roles, 10% of men say they work 60 or
more hours per week, compared with 3% of women.
While men say they work more hours at their jobs than women do, thesefindings do not suggest that men work harder than women. The much more
likely scenario is that women often work two jobs: as mothers and as full-timeor part-time employees. Working mothers tend to have fewer hours in their
day to give to their jobs. They have children to pick up from school and taketo baseball or dance practice, homework to supervise, laundry to fold, and afamily to feed.
While there are certainly working fathers who participate in thesestereotypically maternal activities, the reality is that women are still the primary
caregivers with the majority of oversight for their home and family. Through its
American Time Use Survey, the BLS found that 85% of women and 67% of
32

Copyright © 2016 Gallup, Inc. All rights reserved.

Women in America | 04 The Reality and the Perception: Why Men Are Paid Moremen spend some time doing household activities (e.g., housework, cooking,lawn care) in an average day. Women spend an average of 2.6 hours on these
activities, while men spend an average of 2.1 hours on these activities.
In households with children younger than 6, women spend an average of
2.2 hours per day providing physical care for a child or children (e.g., bathingor feeding them); the average for men is 1.5 hours. In general, women spend
2.3 hours per day caring for and helping household members; the averagefor men is 1.6 hours. When averaged over the course of a week, women
spend 16.1 hours caring for and helping household members, and men spend
11.2 hours.
Because women spend more time on household and childcare
responsibilities, they have less time to devote to work, email or traveling forbusiness. When examining the number of hours that women and men work,
Gallup found that women in salaried positions who have a child younger than
18 work the fewest number of hours compared with other employees.
WOM EN WITH CHI LDREN REPORT WOR K ING THE FE WEST NUM BER OF
HOURS PER WEEKAV E R AG E N U M B E R O F H O U R S
WO R K E D P E R W E E K

Women with a child younger than 18

43

Women without a child younger than 18

44

Men with a child younger than 18

47

Men without a child younger than 18

46

Data are for salaried employees

PERCEPTIONS OF HOURS WORKED CAN ALSO INFLUENCE PAY
Compensation and time sheets often go hand in hand, especially in hourly
positions. But beyond actual hours clocked, perceptions of time spent in theoffice can also suppress women’s paychecks as well as their opportunities forbonuses and career growth — in hourly and salaried positions. A 2016 survey
from the American Payroll Association found that 36% of respondents work for
a company that doesn’t require them to record the number of hours they work.
From our qualitative work, Gallup has also discovered that some employees
who are required to log their hours are directed to log only 40 hours per week,
Copyright © 2016 Gallup, Inc. All rights reserved.

33

Women in America | 04 The Reality and the Perception: Why Men Are Paid Moreregardless of how many hours they actually work. Many organizational cultures
reward employees who are simply at the office more, even though theiroutcomes or contributions are not indicative of greater performance.
Performance management is broken in many companies and for manydifferent reasons. Some organizations continue to use archaic performance
reviews to assess, reward and develop employees. In the past few years,
Accenture, General Electric, Adobe, Microsoft and Cargill have all madeheadlines by deciding to do away with these annual events.
For many employees, performance reviews have become a point ofcontention and dread. These once-a-year events reward and punish
employees using subjective rating systems. Employees at the top of the tally
get pay raises, bonuses and promotions, while those at the bottom get cut.
Workers in the middle get nothing, except more discouraged.
Too often, managers rate employees on the basis of their own perceptions
and misguided notions of intensity. They believe that the people who are in theoffice 50 hours a week are better performers or harder workers than those
who are in the office 40 hours a week. In reality, 40-hour-a-week employees
may be working with greater intensity, performance and outcomes than their
50-hour-a-week counterparts. Yet, the 40-hour-a-week employees may beperceived as not working as hard because they are not putting in enoughface time.
TIME IS MONEYTime is an important commodity for companies and employees. Time canhelp define an organization’s brand and its financial success. It is a factor in
deadlines and project milestones, and it is integral to how companies define“responsiveness” and how they meet their customers’ expectations. Timecan be marketed and “sold” through intellectual property and human capital.
Companies can evaluate their financial success on the basis of how many
projects they complete in a month, quarter or year. Time is often a competitive
advantage, especially when a product or service is first to market.
Performance management and the value of hours can quickly become
dicey subjects. Gallup believes that performance management is one of themost defining topics of the current and future workplace. We are studying
it extensively and will continue to do so. We know that time absolutely
matters in the workplace, but we also know that organizations have a wide
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Women in America | 04 The Reality and the Perception: Why Men Are Paid More

range of approaches to how they evaluate and compensate time. No single
standard works for all companies, but all companies should be equitable intheir methods.
To determine fair compensation, organizations need to align employees’
contributions, outcomes, performance and productivity to some measure oftime. That measure can be as simple as hours, or it can be more complex.
For example, some companies use advanced analytics to create “Moneyball”
incentives, and others use “gamification” through apps that improve
employee performance.
The new reality is that some employees want to work 60 hours a week, andothers want to work 40 or even 30. There is a standard of excellence for eachof these groups. All employees should have a chance to compete, whether
they want to run the full marathon, the half marathon, the 10K or the 5K.
Within each category, organizations have to set the bar for success and basecompensation on that bar. Today, most organizations claim that their bar is set
at 40 hours per week when it is really set at 50 or 60 hours per week. They
give only a select number of employees a chance to “win” the race.
Whatever the metrics, companies must compare, rank and rate theiremployees based on the expectations of the department or team but ideallyprioritize the employees and their individual strengths and goals. In thebest work environments, organizations categorize and evaluate employees
according to who works part time, three-fourths time, full time and beyond fulltime. Employees in the marathon category aren’t measured against those in
the 10K category, but all have an opportunity for rewards.
THE WAY FORWARD
Organizations should base compensation on the reality of performance— not the perception of performance — to ensure that all employees have an
opportunity for equitable and fair pay. Below, Gallup outlines two suggestions
to help organizations better align pay with outcomes.
1. Base performance management on outcomes, regardless of where
employees do the work or the number of hours they work.
In the last decade, technology and globalization have created a new
standard for when, where and how work gets done. The 40-hour, 8 a.m.
to 5 p.m., workweek has become less of the norm. To collaborate andCopyright © 2016 Gallup, Inc. All rights reserved.

35

Women in America | 04 The Reality and the Perception: Why Men Are Paid Morecommunicate, people need to be connected. At the same time, this constantconnectedness has created an increasingly “on demand” work environment.
It’s not uncommon for employees to work irregular or seemingly around-theclock schedules. They will jump on a 10 p.m. conference call with colleaguesin Asia or Europe then go into the office at 10 a.m. the next day. Or they mightstart work from home at 6 a.m. and go into the office a few hours later.
As the work environment has changed, so have definitions of “hard work.”
Employees and organizations might think of hard work as the energy theyexpend, the number of activities or projects they accomplish, or a certain
number of hours they log every week or year. Maybe hard work is spending six
days a week in the office for 10 hours a day or working five days a week, eight
hours a day, with the same results. Hard work can be working harder, or it canbe working smarter.
Definitions of “hard work” vary from employee to employee and organization
to organization, but hard work is still a factor in career success. No matter
how it’s defined, the point is that every company has to define — and reflect— hard work in its culture. For some employees, varying definitions of “hardwork” can become a barrier to pay, promotions and career opportunities whenorganizations only define it in terms of hours worked in the office and overlook
other performance metrics that allow employees to shine with their strengths.
Hours matter, but they are not the only measure of employment value. All jobs
are mission-critical, whether an employee takes incoming service requests
from customers six hours a day for 50 faithful weeks a year or works 2,500
billable hours each year with clients.
As they reconsider or re-evaluate their performance management
approaches, some organizations may need to reassess their definitionsof “full-time employment” and “hard work.” Performance management
makes more sense — and is actually motivating — when companies
individualize expectations rather than compare employees for the sake ofcompensation and titles. All employees have their own definition of hard work.
The measurement of hard work is useful only in relation to what the best
can achieve.
For each role, managers should help employees understand what successlooks like in relation to outcomes and how achieving those outcomes connectswith an employee’s work goals. Certain positions, including management
and leadership positions, will likely require above and beyond 32 or 40 hours
36

Copyright © 2016 Gallup, Inc. All rights reserved.

Women in America | 04 The Reality and the Perception: Why Men Are Paid Morea week. With this understanding, employees who want these positions candetermine what makes the most sense for them. They can decide if the job
with more hours is the right fit for their life.
But not all employees want to climb the proverbial career ladder. They
may not want to work extra hours. Organizations need to think about how
to compensate and reward those who work hard but who have fewer hours
on their time sheet every week. They also need to consider how to motivate
those employees.
Beyond hours, managers can hold performance reviews that focus
on employees’:•• aspirations and career trajectory in the organization (start dates
and various job roles)••

strengths, including how they use their strengths to do what they
do best every day••

performance metrics (e.g., client scores, client portfolio, production
or operational volume, service scores, sales and marketing
revenue, retention scores) as they pertain to the successful
outcomes of their jobs••

career goals and how they align with team, manager andorganizational goals••

well-being goals and life outside of work

Competitive scorecards that include hours and other metrics can still havea place in a company’s performance review process, but managers should use
them along with feedback based on each individual employee’s expectations
and objectives. Work cultures that emphasize the perception of hours worked
without objective measures can create income inequality.
Performance reviews can be much better — even enjoyable — for
employees. Instead of focusing on what people do wrong, managers should
focus on what people do right. Performance reviews can still address
opportunities for improvement, but employees should leave with clear
takeaways and a sense of encouragement and hope for all they can do andcan be at work.

Copyright © 2016 Gallup, Inc. All rights reserved.

37

Women in America | 04 The Reality and the Perception: Why Men Are Paid More

2. Create a flexible work culture.
Underlying much of the discussion about performance management is
the idea of a flexible work culture, which can help level the playing field for all
employees. When employees can play a role in determining their own work
time, they have a better chance of “catching up” to their peers or setting apace that allows them to excel.
Working women seek and demand a flexible work culture. They are drawn
to and stay with companies that give them greater control over their lives.
Several Gallup studies highlight the importance of flexibility in attracting
and retaining a female workforce. Our data show that:•• 60% of female job seekers say greater work-life balance andpersonal well-being are “very important” to them when considering
whether or not to take a job with a different organization••

53% of stay-at-home mothers say having flexibility in their hours orwork schedule is a “major factor” in their ability to take a job••

46% of female employees say flextime is the most important
benefit a company can offer its workers••

44% of female employees would leave their current job for one thatallowed them to work off-site part time

The “Sitting Rising Test” predicts how long people will live by assessing
how quickly they can get up from a seated position. This simple test, createdby researchers in Brazil, provides a measure of balance, flexibility and strength.
The more agile individuals are, the longer researchers predict their life spans
will be. We can apply this same theory to businesses: The more flexible they
are, the more likely they are to survive.
Organizations often want to know how to ingrain flexibility in their cultures.
There is a vast range of options, and it is impossible to define one policy thatworks for every role or industry. Nurses and flight attendants, for example,
often have stringent start and finish times and long days, but they might beable to choose the days and weeks they work. Some office workers have theoption to work anywhere and anytime they want as long as they get 40 hours
in every week.

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Women in America | 04 The Reality and the Perception: Why Men Are Paid More

We are not suggesting that organizations need to reduce the number ofhours they require employees to work, but rather to adjust job roles and pay
expectations and allow flexibility in as many roles as possible. Even jobs that
require more than 60 hours of work per week can have a flexible component— including a work-from-home component — that benefits employees andtheir families.
Some employees will work 32 hours per week, some will work more than
60 and many will fall somewhere in the middle. It is essential for managers
to set clear job expectations for employees and, ideally, to allow them thefreedom to adjust their hours and schedules — provided they can still meetthe needs of customers, coworkers and the organization. Great managers whocare about their employees’ well-being and life outside of work can arrange
people and schedules to meet objectives while also helping their companies
achieve both flexibility and performance.
Managers are vital to making flexible scheduling work for employees.
But managers don’t shoulder full responsibility for the success of a flexible
workplace policy. Leaders have a job to do as well. A flexible work culture
starts at the top. Employees have to see executives and managers living the
behaviors they tout. Employees need to see managers leaving work early
to attend their children’s soccer games and jumping back on email at night.
They need to know that their sales director works from home one day a week.
Organizations have to get around the “flexibility stigma” that occurs whenpeople are penalized for taking advantage of flexible arrangements. And to
do that, leaders and managers have to set the stage. Flexible work cultures
succeed only when they are based on trust, authenticity and accountability
for performance.

Copyright © 2016 Gallup, Inc. All rights reserved.

39

Women in America | 04 The Reality and the Perception: Why Men Are Paid MoreSeven Recommendations
for a Flexible Work Culture

Women are drawn to jobs that enable them to integrate work and life
and improve their personal well-being. Gallup has found that flexible work
arrangements can help women do just that.
According to Gallup and Healthways research, five elements represent
broad categories of well-being that are essential to most people — men andwomen alike:•• Purpose: liking what you do each day and being motivated to achieve
your goals••

Social: having supportive relationships and love in your life••

Financial: managing your economic life to reduce stress andincrease security••

Community: liking where you live, feeling safe and having pride inyour community••

Physical: having good health and enough energy to get things done daily

Flexible work arrangements reinforce and strengthen every aspect of alife well-lived. Gallup has discovered that women who say their companies
are doing “very well” at providing flexible schedules and work-from-home
opportunities have higher levels of well-being (more women are thriving
as opposed to struggling or suffering) than do working women who say
otherwise (those who answer “somewhat well,” “somewhat poorly” or“very poorly”).

40

Copyright © 2016 Gallup, Inc. All rights reserved.

Women in America | 04 The Reality and the Perception: Why Men Are Paid MoreF L E X I B L E WO R K A R R A N G E M E N T S C A N I M P R OV E A WO M A N ’ S
W E L L- B E I N G
How well is your employer meeting your needs in each of the following areas — very well,somewhat well, somewhat poorly or very poorly?
(% Thriving)
PURPOSESOCIALFINANCIALCOMMUNITYP H YS I C A L

Allowing you to change your hours or schedule when needed
Very well

49

46

41

46

41

All other
responses

30

30

30

29

29

PURPOSESOCIALFINANCIALCOMMUNITYP H YS I C A L

Allowing you to work from home when needed
Very well

51

44

44

47

42

All other
responses

34

36

31

34

32

Well-Being Classifications
Thriving: Well-being that is strong, consistent and progressing
Struggling: Well-being that is moderate or inconsistent
Suffering: Well-being that is very low and at high risk

Flexibility at work also increases engagement. Nearly half of women (49%)
who believe that their companies are doing “very well” at letting them shift hours
and schedules as needed are engaged. That number drops to 20% among
women who say their employer is doing “somewhat well,” “somewhat poorly” or“very poorly” at providing a flexible working arrangement.
Women want flexibility when it comes to how and when they work, and aflexible work culture can be a boon for employees and organizations. But toattract, engage and retain women, organizations might need to evaluate theircultures and examine any barriers to creating a flexible work environment. It is
impossible to define one model of flexibility for every company, but it is possible
to take incremental steps toward the type of work environment that women want.

Copyright © 2016 Gallup, Inc. All rights reserved.

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Women in America | 04 The Reality and the Perception: Why Men Are Paid More

For some leaders, flexibility at work is an uncomfortable topic. Maybe that’s
because they don’t trust their employees with greater autonomy. Or maybe
they see the value of flexibility but worry that giving employees more choices
about when and how they work is unrealistic for their organizational andcustomer needs.
These concerns are understandable. Customers are an organization’s
lifeline, and employees are there to help improve business outcomes. But thebest companies give employees enough flexibility to have meaningful jobs andmeet customer needs.

No organization is going to get flexibility perfect. And
not all job roles lend themselves to flexible or work-fromhome schedules. Flexibility is often easier to implement
in office environments than in manufacturing or retail
environments. But even so, not all office jobs can havecomplete flexibility.
Workplace flexibility might seem too difficult for some leaders to even
begin to address, and transitioning to a flexible work environment is notalways easy. When organizations begin to break down their traditional work
structures, they often have to reframe their policies and — more importantly— their cultures. These changes require conviction and courage. Leaders
have to have confidence in their people and trust that they are making theright decisions for employees, teams, managers and customers.
Here are seven recommendations for leaders who want to make theirwork culture more flexible:
1. Set expectations, accountability and rewards for performanceexcellence. All employees need to understand what success looks likein their role. When employees want to work from home or adjust theirhours, be clear about expectations and accountability. Make sure theyknow what measures you are using to evaluate them. Reward outstanding
performance for metrics other than the number of hours they work.
Praise and recognize employees for meeting project deadlines, managing

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Copyright © 2016 Gallup, Inc. All rights reserved.

Women in America | 04 The Reality and the Perception: Why Men Are Paid Morecosts, increasing sales and revenue, or improving customer scores. Hold
employees who work flexible schedules accountable for their outcomes
the same as other employees, but realize that their outcomes may beslightly different.
2. Give employees reasonable flexibility to come and go. With
long commute times, day care and school schedules, employees needsome leeway for what time they start and end work each day. Some
organizations give employees a 10- or 15-minute grace period before
writing them up for being late. Other companies might give employees theoption to start work half an hour earlier or later than their standard start
time. These are not examples of flexibility. In a flexible work environment,
employees get to choose when they start and end work. For some, that
may mean starting work from home at 6:00 a.m. and then coming into theoffice at 9:00. Other employees may start their workday in the office at
7:30 but need to leave early for a personal commitment. Provided it does
not interfere with meeting the requirements of their job, allow employees
the freedom to arrive at — and leave — work when they need to. And
include the hours they work from home in their total hours for the week.
3. Be clear about requirements for each position, and create
flexibility where it works. Employees have different time and schedulerequirements based on their exempt or nonexempt status, responsibilities,
and customer relationships. Managers are vital for scheduling employees
and coordinating resources — and for creating as much flexibility in eachrole as possible. In some positions, flexibility might seem impractical.
But one way to increase flexibility in more rigid roles is to stop requiring
employees in these roles to take vacation time when they need to leave
work for a couple of hours for a doctor’s appointment or when they need toleave early to attend a child’s sporting event.
Another example of how to offer employees who are required to worka set number of hours more flexibility is to allow them to make up timeoutside of normal business hours. For employees who are required
to work 40 hours a week, for example, if they need to leave at noon
on a Friday, give them the option to make up the hours they miss inthe evenings or over the weekend. In as many positions as possible,
count the time employees spend working at home toward their hourly

Copyright © 2016 Gallup, Inc. All rights reserved.

43

Women in America | 04 The Reality and the Perception: Why Men Are Paid Morerequirement, whether that involves responding to emails, joining client
conference calls, writing reports or handling administrative details. Aslong as employees have clear expectations, are performing their job
duties and are meeting deadlines, let them work on their own schedule.
4. Create an environment of trust and transparency among
employees. Coworkers may develop feelings of resentment andanimosity when managers do not oversee and communicate flexible
working arrangements well. Team members might assume that a coworker
who leaves at 3:00 every day is not putting in the same amount of workas the rest of the team. But what those team members might not realize isthat the employee leaving at 3:00 is in the office two hours before they are
every day.
Leaders set the stage for a flexible work culture, but managers localize
it. Be clear about policies and guidelines so all employees know whatis acceptable and realistic. Create an environment in which people
feel comfortable using flextime or working from home. Listen for
misunderstandings, and keep an open mind about team members’
different schedules. Make sure to recognize and reward people for great
work, and encourage team members to appreciate and understand one
another’s strengths and contributions — no matter what hours they work.
5. Move ownership of flex policies from human resources tomanagers. Human resources departments need to understand thescheduling and resourcing needs of individual teams and how eachteam focuses on its clients. But some policies that the human resources
department oversees can create barriers to flexibility. Allow managers
to make as many day-to-day decisions about their team members as
possible. Managers are closest to the action. They can use overarchingorganizational values as a guide, but the company must empower them tomake flexibility decisions for each of their employees. Evaluate managers
based on timelines; customer engagement scores; turnover; retention; andother outcomes that affect progress, performance and profit. The more
you hold managers accountable for these outcomes, the more likely they
are to make the right decisions for employees.

44

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Women in America | 04 The Reality and the Perception: Why Men Are Paid More

6. Establish options for employees who want to work more —or less — than 40 hours per week. Not all jobs fit into a 40-hour
workweek. In some roles, employees can decide if they want to work moreor less and may work 20, 30 or 50 hours per week. For those who want towork less, be clear that a reduction in hours could mean a reduction in pay
and benefits. Establish clear expectations, and let people opt in to the job
they want with an understanding of what it takes to excel at that job. Set
compensation to match outcomes — using hours only as a baseline.
The importance people place on their job or career will change at
different stages in their lives. Mothers with school-aged children may
want to cut down on their work hours for a few years. That decision
should not require them to give up their career completely. Ambition
can fluctuate, but it doesn’t necessarily disappear. Understand that awoman may need to shift her priorities for a year or two — or five or
10. Periodically check in with employees to better understand what
they really want out of their lives and careers. Employees who entera company in part-time positions or switch to part-time positions may
become extremely valuable full-time workers in the future.
7. Consider “open” vacation and time-off policies. Leaders who
oppose open or unlimited vacation and time-off policies often do so
because they are afraid people will take advantage of these policies. They
fear that unlimited vacation will cause some employees to go overboard.
Yet, this type of policy is not a free-for-all. The majority of employees willtake time off based on their deadlines and workload — and to recharge
when they need to. Employees still need to communicate with their
managers and coworkers about when they will be out of the office. They
need to assure their managers that their work is covered and that they
are meeting deadlines. Most employees do not want to disappoint theircustomers and team members. The manager is again vital to successfully
implementing this type of workplace flexibility. Be sure to set clear
expectations, and then hold employees accountable for how they follow
open vacation and time-off policies.

Copyright © 2016 Gallup, Inc. All rights reserved.

45

05 Women Lead Men
on Engagement
Employee engagement is the most important factor for empowering
individuals, teams and organizations to perform with excellence. As
employees and managers, women are more engaged at work than men
are. Female managers also lead teams that are more engaged than malemanagers’ teams. Clearly, women have the engagement edge.

Copyright © 2016 Gallup, Inc. All rights reserved.

47

For decades, Gallup
has been the leader in
employee engagement.
We’ve found concrete
links between employee
engagement and crucial
performance measures,
including absenteeism,
turnover rates, productivity
and profit.

48

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Women in America | 05 Women Lead Men on Engagement

GENDER DIVERSITY STRENGTHENS A COMPANY’S financial performance.

Research from Gallup and many other organizations proves this point. Women
bring distinctive viewpoints, ideas and insights to the workplace, and diverse
perspectives lead to superior performance at the business unit level.
Women also bring another valuable advantage to their employers —higher levels of employee engagement. Engaged employees are involved in,enthusiastic about and committed to their work. These employees contributeto their organization positively. For decades, Gallup has been the leader
in employee engagement. We’ve found concrete links between employee
engagement and crucial performance measures, including absenteeism,
turnover rates, productivity and profit.

IN THE U.S.

32%
of all employees are engaged

35%

29%

of female employees
are engagedof male employees
are engaged

41%

35%

of female managers
are engagedof male managers
are engaged

Female managers are also better at engaging their employees than theirmale counterparts are. Employees who work for a female manager are six
percentage points more engaged, on average, than those who work fora male manager. Female employees who work for a female manager are

Copyright © 2016 Gallup, Inc. All rights reserved.

49

Women in America | 05 Women Lead Men on Engagement

the most engaged; male employees who report to a male manager are theleast engaged.
Engagement is the most important factor for empowering individuals,
teams and organizations to perform with excellence. And while outcomesmatter, organizations often forget that engagement is also highly emotional.
When employees are engaged, they work with passion and feel a profoundconnection to their jobs. They view their jobs as energizing and rewarding,and they like where and how they spend their days.
In the U.S., working women have the engagement edge. But there is an
important caveat: While female employees have higher levels of engagement
than male employees, only slightly more than one-third of women are
engaged at work.
WOMEN LEAD MEN ON MOST ENGAGEMENT ITEMS
Female employees have been more engaged than male employees
throughout Gallup’s history of tracking employee engagement. Job choice
may explain some of the difference in engagement levels between men andwomen. Our data show that a higher percentage of men than women say
they work in manufacturing and production jobs, which are consistently
linked to lower levels of engagement. On the other hand, more women thanmen say they work in professional jobs, which are associated with higher
levels of engagement.
Along with the job they choose, employees have workplace needs. Theylook to their companies — most often their managers — to provide them withessential tools and information to do their jobs, to know and value them aspeople, to inspire their sense of belonging, and to support their professional
development. When companies meet these needs, engagement increases,
and when they don’t, it falters.
Gallup’s Q12 employee engagement data show that female employees
are more likely than their male counterparts to believe that their companies
meet their workplace needs. Specifically, female employees outscore male
employees on 11 of the 12 employee engagement survey items and outscoremale employees considerably on five of those items.

50

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Women in America | 05 Women Lead Men on Engagement

M E A S U R I N G E M P LOY E E E N G AG E M E N T:
T H E G A L L U P Q 12

H OW M U C H WO M E N
OUTSCORE MEN( P E R C E N TAG E P O I N T S)

Q01. I know what is expected of me at work.

+3

Q02. I have the materials and equipment I
need to do my work right.

+4

Q03. At work, I have the opportunity to dowhat I do best every day.

+6

Q04. In the last seven days, I have received
recognition or praise for doing good work.

+10

Q05. My supervisor, or someone at work,
seems to care about me as a person.

+6

Q06. There is someone at work who
encourages my development.

+8

Q07. At work, my opinions seem to count.

–

Q08. The mission or purpose of my company
makes me feel my job is important.

+6

Q09. My associates or fellow employees arecommitted to doing quality work.

+3

Q10. I have a best friend at work.

+2

Q11. In the last six months, someone at work
has talked to me about my progress.

+3

Q12. This last year, I have had opportunities atwork to learn and grow.

+2

Green denotes significant difference
The Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12
items or reproduce them without written consent from Gallup. Copyright © 1993-1998 Gallup, Inc. All rights reserved.

Copyright © 2016 Gallup, Inc. All rights reserved.

51

Women in America | 05 Women Lead Men on Engagement

FEMALE MANAGERS’ TEAMS ARE MORE ENGAGED
Employee engagement is a puzzle for many managers, but female
managers are more successful than their male counterparts at figuring out
how to put the pieces together. Employees who work for female managers
give higher ratings to nearly all of Gallup’s employee engagement survey
items than do employees who work for male managers.
The greatest differences in ratings between male and female managers
are on items related to development. For example, employees who work fora female manager are 1.26 times more likely than those who work for a malemanager to “strongly agree” that there is someone at work who encourages
their development.

This finding suggests that female managers surpass
their male counterparts in cultivating potential inothers and in helping to define a bright future for theiremployees. This does not mean that female managers
are more likely than male managers to promote theirassociates. But it could signify that women are more apt
than men are to find stimulating tasks that challenge
their employees, thus ensuring that associates develop in
their current roles and beyond.
Female managers are not only more likely than male managers toencourage their employees’ development, but they are also more inclined
than their male counterparts to check in frequently on their employees’
progress. Those who work for a female manager are 1.29 times more
likely than those who work for a male manager to “strongly agree” thatsomeone at work has talked to them about their progress in the last six
months. This finding suggests that female managers, more so than malemanagers, tend to provide regular feedback to help employees achieve theirdevelopmental goals.

52

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Women in America | 05 Women Lead Men on Engagement

Overall, female managers eclipse their malecounterparts at setting basic expectations for theiremployees, building relationships with their employees,
encouraging a positive team environment andproviding employees with opportunities to develop in
their careers.
Female managers and their employees are more engaged. This might bein part because men are more likely to have jobs that are less engaging, suchas production jobs. However, it is also likely that gender bias still pervades
leadership and management in America. As such, female managers mayneed to be more proficient and purposeful in using their natural talents andstrengths to engage their teams because they need to exceed expectations
to advance in their organization.
FIND THE BEST MANAGERSManagers are key to engagement. They are responsible for ensuring that
employees can successfully do their jobs, but also that employees feel cared
for — personally and professionally.
While female employees are somewhat more engaged than male
employees, engagement is still a significant area of opportunity for many
U.S. organizations. To move the needle on engagement, hire and promote
people into manager roles who understand the value of treating people aspeople. Look for candidates who naturally want to help others succeed, andcompensate managers on how well they retain, engage and develop people.
When hiring managers, talent and fit to role are most important, butorganizations should strive to hire and develop more female managers.
Gallup data show that female managers’ teams are more engaged thanmale managers’ teams, and the more engaged a team is, the more it
delivers on business outcomes such as profitability and productivity. To
make gender diversity in management more than just talk, start tracking
success through metrics. Implementing programs can help raise awarenessof an organization’s initiatives, but keeping track of hard numbers and theirsubsequent increases creates accountability and change. Measure metrics
annually, and applaud improvements as they happen.
Copyright © 2016 Gallup, Inc. All rights reserved.

53

06 What Strengths Tell Us
About Men and Women
All people have a unique combination of talents, knowledge and skills —strengths — that they use every day to do their work, achieve their goals andinteract with others. Understanding the general similarities and differences
between women’s and men’s strengths has important implications for the
workplace. Women and men lead with similar strengths, but women rank
higher than men in certain Relationship Building themes. Conversely, men
rank higher in certain Strategic Thinking themes.

Copyright © 2016 Gallup, Inc. All rights reserved.

55

As leaders and managers,
when you think aboutstrengths in the context of
employee development,
remember that strengths
are individualized — each
person has unique talents
and strengths. However,
Gallup’s aggregatedCliftonStrengths data canhelp paint a picture ofgeneral strengths profiles
for men and women.

56

Copyright © 2016 Gallup, Inc. All rights reserved.

Women in America | 06 What Strengths Tell Us About Men and Women

AS PEOPLE, WE HAVE AN inherent interest in trying to understandwhat unites us and what divides us. Are men and women reallydifferent? This is an age-old debate. Gallup examines theanswer to this question by looking at men’s and women’s talents
and strengths.
All people have a unique combination of talents,
knowledge and skills — strengths — that they use every day
to do their work, achieve their goals and interact with others.
Gallup has been studying the science of strengths for five
decades, and we have accumulated data from more than
14 million individuals worldwide who have completed theCliftonStrengths assessment.
We have found that when people understand and apply theirstrengths, the effect on their lives and work is transformational.
Individuals who use their strengths every day are three times
more likely to say they have an excellent quality of life. Workers
who receive strengths feedback have higher levels of employee
engagement and performance, and they are less likely than other
employees to leave their organizations.
As leaders and managers, when you think about strengths in
the context of employee development, remember that strengths
are individualized — each person has unique talents andstrengths. However, Gallup’s aggregated CliftonStrengths data
can help paint a picture of general strengths profiles for men
and women.

“What would happen
if we studied what
was right with people
versus what’s wrong
with people?”— DON CLIFTON,
Legendary Inventor of
CliftonStrengths and Fatherof Strengths Psychology

WOMEN AND MEN SHARE FOUR OF FIVE TOP
CLIFTONSTRENGTHS THEMESOf 34 possible CliftonStrengths themes, women lead with Responsibility,
Input, Learner, Relator and Empathy. Looking at this combination of themes,
we can say that generally, women take psychological ownership for what
they do and commit to completing projects and tasks (Responsibility). They
have a strong desire to expand their knowledge (Learner) and seek out new
information (Input). They also enjoy close relationships (Relator) and naturally
understand other people’s feelings and perspectives (Empathy).

Copyright © 2016 Gallup, Inc. All rights reserved.

57

Women in America | 06 What Strengths Tell Us About Men and Women

There is little variation in the data between working and nonworking
women. We find a similar order and similar intensity in the 34
CliftonStrengths themes across both groups.
We also find parallels in the strengths makeup of men and women. Like
women, men collectively lead with Learner, Responsibility, Relator and Input.
But for women, Empathy rounds out the top five, and for men, Achiever —described as a strong drive to accomplish something every day — is thefifth theme.
WO M E N ’ S TO P F I V E
C L I F TO N S T R E N GT H S T H E M E S

M E N ’ S TO P F I V E
C L I F TO N S T R E N GT H S T H E M E S

1. Responsibility
2. Input
3. Learner
4. Relator
5. Empathy

1. Learner
2. Responsibility
3. Achiever
4. Relator
5. Input

See Appendix for a complete list of the 34 CliftonStrengths themes

WOMEN RANK HIGHER THAN MEN ON RELATIONSHIPBUILDING THEMES
While men and women are more alike than different in their strengths
rankings, they do diverge on a few points. Women rank higher than men doon the Developer, Discipline, Includer and Empathy themes. They are more
likely to focus on planning, routine and structure (Discipline). Women are
also more apt to accept others and understand where they are coming from
(Includer and Empathy). And they have a higher propensity for recognizing
and cultivating the potential in people (Developer).
Men rank higher than women do on the Context, Analytical, Ideation,
Deliberative, Competition and Strategic themes. Men are more likely than
women to seek out an explanation of why things are the way they are, lookfor reasons and causes, and explore new ideas (Context, Analytical and
Ideation). They are also more likely to assess risk and take time to makedecisions, considering all possible scenarios (Deliberative and Strategic).
Men are more keenly aware of how other people are performing and how
their own performance compares with others’ (Competition).

58

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Women in America | 06 What Strengths Tell Us About Men and Women

These variances in strengths ranking can help explain differences inmen’s and women’s behavior and their approach to work and life. Women
typically rank higher on Relationship Building themes (Developer, Includer
and Empathy), while men generally rank higher on Strategic Thinking themes(Context, Analytical, Ideation and Strategic).
Gallup’s findings suggest that compared with men, women are generally
more inclined to focus on groups or teams and gather collective voices.
Women tend to be more sensitive and intuitive about what is going on withthe people around them. Men, on the other hand, are more prone to gather
external data and internalize their decision-making. Rather than naturally
asking for feedback from others, men tend to look for answers from within.
Again, it is important to note that these discoveries apply to men and womenin general and do not apply to individual men and women. Differences aremuch greater within genders than between genders.
Understanding the general similarities and differences between women’s
and men’s strengths has important implications for the workplace. Comparedwith men, women may naturally be better at cultivating relationships, perhaps
helping to explain why — as managers — they lead more-engaged teams.
They also may be more intuitive about the emotions of those around themand invested in those people’s success. Women get and give energy
through collaboration and bring great value to organizations because of theirteam orientation.
IDENTIFY, DEVELOP AND CELEBRATE INDIVIDUAL STRENGTHS
The best organizations give all employees the tools to understand anddevelop their strengths. Focusing on what people do right rather than onwhat they do wrong is not difficult. Gallup has consistently researchedand documented the advantages of strengths-based development. We’ve
found that strengths-based cultures benefit employees professionallyand personally, and they help create better business outcomes, including
improved productivity and employee engagement.
Focusing on strengths also gives managers a powerful method forunderstanding, developing and celebrating their individual employees.
When managers know what their team members do best, they can better
match employees with projects that are a fit for their strengths, incorporate

Copyright © 2016 Gallup, Inc. All rights reserved.

59

Women in America | 06 What Strengths Tell Us About Men and Women

strengths into performance reviews and conversations, and reward andrecognize employees for what they do well. Some managers tend to
reward and recognize employees for accomplishments that can be easily
documented, such as meeting a sales goal or completing a big project. A
focus on strengths ensures that people who are “stronger” in relationshipthemes also get praise and recognition for their accomplishments, whether
they’re leading a team or taking time to invest in the development of a
new employee.

60

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07 Relationships at
Work Matter
Companies can’t ask employees to check their basic
human needs at the door. For women and men, workneeds to be a place where they can connect with andrelate to coworkers. Employees want that social outlet.
They want a job where they have someone they canconfide in and share their successes and challenges
with. Managers don’t need to force relationships
between their team members, but they should create
opportunities for people to get to know one another.

Copyright © 2016 Gallup, Inc. All rights reserved.

61

When employees have a
deep sense of affiliation
with their team members,
they take positive actions
that benefit the business —actions they might not havetaken if they did not havestrong relationships with
their coworkers.

62

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Women in America | 07 Relationships at Work Matter

EVEN IN 2016, THERE ARE still some companies that discourage employees

from forming friendships at work. Other organizations go as far as setting
strict policies against friendships in the workplace, believing that socialization
hinders productivity. Maybe that’s why male and female employees score the“I have a best friend at work” Q12 item the lowest of all 12 elements, with men
scoring this item slightly lower than women do. Yet, friendship and employee
engagement are closely linked, and employee engagement has a positive
impact on business outcomes such as productivity. Organizations need tounderstand that friendships are important to all employees and that people canhave friends at work and still do their jobs well.
LACK OF FRIENDSHIPS IN THE WORKPLACEFRACTURES ENGAGEMENT
Some companies are skeptical of the “best friend at work” item, butthere is one stubborn fact about this element of engagement: It predicts
performance. Early research on employee engagement and the Q12 items
revealed a unique social trend among employees on top-performing teams.
When employees have a deep sense of affiliation with their team members,
they take positive actions that benefit the business — actions they might nothave taken if they did not have strong relationships with their coworkers.

Gallup research proves that having a best friend atwork relates to better business outcomes, including
profitability, safety, inventory control, and — mostnotably — customers’ emotional connection andloyalty to the organization. In moderately to highly
engaged organizations, the best friend item, along withrecognition and progress, is more predictive of turnoverthan in less-engaged organizations.
Beyond business outcomes or scientific validity, though, is a simple
premise: People are people, and they need to create relationships. Gallup
found that two-thirds of women say the social aspect of a job is a “major
reason” why they work, confirming that women’s friendships at work affect
Copyright © 2016 Gallup, Inc. All rights reserved.

63

Women in America | 07 Relationships at Work Matter

their overall engagement. So when organizations ignore the friendship factor,
they drag down employee engagement and are less likely to recruit andretain women.
WOMEN WHO ARE OUT OF THE WORKFORCE HAVE HIGHER
SOCIAL WELL-BEING
Having a best friend at work positively affects a woman’s engagement
and her social well-being. Gallup considers individuals to have thriving (asopposed to struggling or suffering) social well-being when they can agreewith these statements:•• My relationship with my spouse, partner or closest friend is stronger
than ever.
••My friends and family give me positive energy every day.

••I always make time for regular trips or vacations with friends and family.

••

Someone in my life always encourages me to be healthy.

Slightly more female employees than male employees have thriving social
well-being, 38% versus 36%, respectively. But women who are out of theworkforce are doing the best at managing their social well-being. Fortyfive percent of women in this group are thriving in this element — sevenpercentage points higher than working women.
Women who are out of the workforce may simply have more time forsocial activities. But that doesn’t mean companies are off the hook. Women
continue to leave the workforce, and the majority of women with children
would prefer to be at home. Almost half of female employees are actively
looking for a different job or watching for employment opportunities. If
organizations want to attract, engage and retain female employees, theymust do everything they can to help employed women lead a life well-lived,
which includes encouraging them to be friends with their peers.
GO BEYOND A FUN WORKPLACE
Companies can’t ask employees to check their basic human needs
at the door. For women and men, work needs to be a place where they
can connect with and relate to coworkers. Employees want that social
outlet. They want a job where they have someone they can confide in
and share their successes and challenges with. Managers don’t need to64

Copyright © 2016 Gallup, Inc. All rights reserved.

Women in America | 07 Relationships at Work Matter

force relationships between their team members, but they should create
opportunities for people to get to know one another.
Encouraging friendships at work doesn’t mean organizations needto install game rooms and hold weekly happy hours to promote a funworkplace. The goal of encouraging people to get to know one another is
to build stronger connections. The more connected employees feel to theirteams and coworkers, the better their performance is. Work friendships
influence how employees get their work done. Employees rate the best friend
item higher when they are on teams and projects with people they like andtrust. Companies that discourage or deter employees from being friends only
hurt themselves and make it harder to retain a competitive workforce.

Copyright © 2016 Gallup, Inc. All rights reserved.

65

08 Do Women Want
the C-Suite?
Leaders might assume that women, especially mothers,
are not willing to take on “all-encompassing” senior
management roles. They might believe that women don’t
want to pursue leadership positions. However, Gallup data
show that 45% of women are interested in advancing to
the top, and those who want senior-level positions are
not deterred by 50-hour-per-week schedules, travel or acompetitive work culture.

Copyright © 2016 Gallup, Inc. All rights reserved.

67

Some women have limits
when it comes to thedemands of a senior-levelrole. Few women say
working 50 hours a week
would discourage themfrom seeking a high-level
position. But their mindset
changes dramatically as
the number of hours goesup. Nearly three-fourthsof women say working
60 hours a week would
discourage them frompursuing a high-level job.

68

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Women in America | 08 Do Women Want the C-Suite?

IN 1953, GALLUP FIRST ASKED Americans, “If you were taking a new job andhad your choice of a boss, would you prefer to work for a man or a woman?”At that time, two-thirds of Americans said they would prefer a male boss. Five
percent said they would prefer a female boss. And 25% volunteered that it
made no difference to them.
A little more than six decades later, Gallup asked the same question.
We found that Americans are still more likely to say they would prefer amale boss (33%) to a female boss (20%) in a new job, although 46% say it
doesn’t make a difference to them. Women are more likely than men to say
they would prefer a female boss, but overall, women are still more likely to
say they would prefer a male boss.
The belief that men are better managers than women are still pervades
the American workplace to a certain extent. Some people continue to holdon to gender biases and the notion that women, especially working mothers,
are too ineffective, timid and distracted to be successful people managers.
But women are actually better at managing people than men are. Gallup data
show that female managers are more engaged than their male counterparts,and the teams they lead are more engaged than those male managers leadas well.
Organizations need to do more to make management — and leadership —a reality for women who have the talent and ambition to fill those roles.
FEW WOMEN ARE IN LEADERSHIP POSITIONS
According to the International Labour Organization, 43% of women in the
U.S. are managers. This number is encouraging but has significant room for
growth. Many women hold middle-management positions. Research fromGrant Thornton, an independent audit, tax and advisory firm, found that in2016, women account for only 23% of U.S. senior business roles — a twopercentage-point increase from 2015.
Leaders might assume that women, especially mothers, are not willing totake on “all-encompassing” senior management roles. They might believethat women don’t want to pursue leadership positions. However, Gallup data
show that women are interested in advancing to the top.

Copyright © 2016 Gallup, Inc. All rights reserved.

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Women in America | 08 Do Women Want the C-Suite?

45%

vs.

OF WO M EN

54%
OF M EN

say they would like to become CEO or have a position
in senior management or leadership

69%
OF WO M EN

vs.

68%
OF M EN

say they are “extremely” or “very” serious
about obtaining such a role

These findings are notable for businesses. Organizations need to support
women who have the necessary qualifications to fill senior-level roles. Nearly
half of working women say they want to achieve these higher-level roles,
and the vast majority are highly determined to get there. Furthermore, beinga working mother does not prevent a woman from wanting to reach theC-suite. As Gallup data have revealed, 40% of working mothers say they
prefer to work outside the home rather than stay at home and take care of
the house and family. Leaders and managers should not assume that theyknow what their female employees’ career goals are. They should get toknow each one as an individual and ask her about her preferences andcomfort level related to hours, travel and relocation.
MANY WOMEN ARE THE “RIGHT FIT” FOR LEADERSHIP ROLES
Gallup also asked women who say they want to obtain a senior-level role
if certain conditions would discourage them from pursuing that career goal.
In nearly every case, women with and without children appear willing to meet
the typical expectations of senior management and leadership roles. Putting
in long hours, a competitive workplace culture and extensive travel do notdiscourage these women for the most part.

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Women in America | 08 Do Women Want the C-Suite?

WO M E N W H O WA N T L E A D E R S H I P R O L E S A R E N OT D E T E R R E D BY
5 0 - H O U R WO R K W E E KS
Is this something that would or would not discourage you from seeking a high-level position?
(Among working women who say they would like to become CEO or have a senior
management or senior leadership position)
N O, WO U L D N OTD I S C O U R AG E YO UY E S , WO U L D
D I S C O U R AG E YO U

Working 50 hours a week

79%

20%

A competitive workplace culture

76%

23%

Extensive travel

66%

32%

Working 60 hours a week

28%

72%

But some women do have limits when it comes to the demands ofa senior-level role. Few women say working 50 hours a week would
discourage them from seeking a high-level position. But their mindset
changes dramatically as the number of hours goes up. Nearly three-fourthsof women say working 60 hours a week would discourage them frompursuing a high-level job. It could be that many women who want to take ona senior-level role already work close to 50 hours a week, but increasing to
60 hours a week is too much.
Men and women are largely aligned in terms of what will and will notdiscourage them in the pursuit of a high-level position. Few men who wantto obtain a senior-level role say working 50 hours a week, a competitive
workplace culture or extensive travel would discourage them. But, like theirfemale counterparts, men balk at putting in 60 hours a week. Perhaps
surprisingly, men show more resistance than women do to this level of timecommitment — 78% of men say working 60 hours a week would discouragethem from seeking a high-level position compared with 72% of women who
say the same.

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Women in America | 08 Do Women Want the C-Suite?

M E N A R E M O R E L I K E LY T H A N WO M E N TO B E D I S C O U R AG E D BY
6 0 - H O U R WO R K W E E KS
Is this something that would or would not discourage you from seeking a high-level position?
(Among working women and men who say they would like to become CEO or have a senior
management or senior leadership position)
Y E S , WO U L D D I S C O U R AG E YO U
M A L E E M P LOY E E S

F E M A L E E M P LOY E E SWorking 50 hours a week

20%

20%

A competitive workplace culture

20%

23%

Extensive travel

27%

32%

Working 60 hours a week

78%

72%

RECOGNIZE POTENTIAL AND CULTIVATE IT
Gallup research on millennials and women shows that employees in thesedemographics are more likely to put their personal life ahead of work — orat least to want a job that allows them to better integrate both. To meet thedemands of their workforce, organizations might need to rethink the criteria
they use to determine who is ready for a leadership role.
We do not deny that many executive positions require significant time at
the job. Meetings, travel, client dinners and constantly trying to keep up withthe latest trends require senior managers to maintain a packed schedule.
Leaders are like athletes in some regards; they have to constantly train tostay in the game. Most women who want this type of responsibility are notgoing to be deterred by the time commitment and expectations. The majorityof women who want to be leaders are willing to put in 50 hours a week andto travel.
Leaders and managers should understand the strengths of their female
employees and listen for who wants advancement opportunities. But leadersand managers must empower these employees to follow their own path tosenior management, even if that includes setting their own schedules andworking from home.

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73.5 Million Womenand a Life Well-Lived

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Women in America | 73.5 Million Women and a Life Well-Lived“It is not enough to hire the right ‘numbers’ toimprove diversity. An organization’s culture should be
mission-rich; support and expect high performance;
and appreciate, develop and recognize people for theirunique talents and strengths.”Women in America | 73.5 Million Women and a Life Well-Lived

WOMEN IN THE U.S. ARE doing everything they can to maximize the 8,760

hours they get every year. How women choose to spend their time affects
them as well as their children, families, friends and coworkers. Timemanagement is a challenge that plays out differently for every woman. Women
can have it all, but their definition of “all” is uniquely personal to each one.
Having it all isn’t a temporary or passing need for women; it embodies anentire career or lifetime.
Clearly, work is an important factor in time management. It can take up
a significant portion of those 8,760 hours and create an ongoing need toreschedule, reshuffle and reprioritize. Work takes time away from family andfriends. Because of this push and pull, for women, time spent at work has
to be worthwhile. Given the choice, 54% of mothers who work full or parttime would rather stay at home and care for their children than work outside
the home. And when businesses fail to create a culture that makes sense forwomen, it is easier for working mothers to choose that preferred path.
But it is not accurate to say that all women want to give up their careerswhen they have children or that women without children do not place highvalue on integrating work and life. According to Gallup data, 40% of working
mothers who are employed either full or part time say they would prefer towork outside the home. Sixty percent of female job seekers say a job thatallows them greater work-life balance and better personal well-being is “veryimportant” to them. And 45% of women say they would like to become CEOor have a position in senior management or leadership. Many women in thislast group are also willing to put in the time to meet the responsibilities thatcome with leadership roles.
Businesses have to take stock of what they offer in terms of attracting,engaging and retaining female employees. And they have to examine if they
have the right culture to compete. If not, it is time to change. With the shiftingtides of the job market, women can be choosier about their employment
options. Companies have to differentiate and deliver.
NEXT STEPS
Gallup recommends focusing on 10 areas to attract, engage and retain
a female workforce and to help each woman lead a life well-lived. Although
we wrote these recommendations about women, they can also apply to men.
As our data show, women and men value many of the same attributes in a
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Women in America | 73.5 Million Women and a Life Well-Livedjob and organization. All workers want a job that allows them to do what they
do best and that provides greater flexibility and stability. In certain cases,
women place more value on these attributes, but we did not intend for thisreport to be about men versus women. We designed it to show leaders andmanagers how to create a more gender-diverse workforce.
1. Review your performance management systems.
Women want to do meaningful work, and they want their employer
to appropriately reward and recognize them for that work. Therefore,
it is vital to closely evaluate your performance management andcompensation standards.
The traditional annual performance review is one of the most dreaded
activities in the workplace. Employees complain that these meetings areunfair, biased and superficial. They leave their yearly review without any real
understanding about what they have accomplished or what their future holds.
The most effective performance, development or achievement reviews
have some things in common. Whether they are annual, quarterly or monthly,
their goal is to bring out the best in each person. The content may be hardhitting, but the conversations focus on what people do well and on what
they can do more of or do differently to achieve results for themselves, theirteams and their organizations. Performance management systems actually
motivate employees when they are focused more on employees’ strengths
and contributions and less on their weaknesses.
2. Hire, develop and reward great people managers.
When filling management roles, many organizations hire and promote
people who know the ins and outs of various processes and who have theright tactical skills. They don’t give enough consideration to individuals who
are great at building teams and developing employees. Process and systemknowledge is important for managers, but knowing how to support anddevelop employees is equally important.
Women want meaningful relationships at work, and they want to work forsomeone who cares about them. Hire people managers who truly want tosee people succeed in their jobs and lives. Look for individuals who bringteam members together through relationships and friendships.

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Women in America | 73.5 Million Women and a Life Well-Lived

Great managers are rare, and you need to position them for success.
Select and recognize people managers for turning employees into stars(based on your company’s definition of “star”), for keeping turnover low, andfor the performance outcomes and engagement of their teams. Acknowledge
them for exemplifying your organization’s values. And reward them for hiring
more women into key positions.
3. Create trust and transparency to make flexibility work.
Realistically, every company has to determine what its employees want
and how to deliver on it while still meeting the needs of the business and its
customers. Yet, women want flexibility in their roles and are drawn to jobs
that enable them to have greater work-life balance and better personal wellbeing. To attract and retain female employees, especially working mothers,consider flexible working arrangements the norm, not the exception.
No organization is going to get flexibility 100% right because there is toomuch variance in roles. But that is not an excuse to do nothing. Examine yourcompany’s policies and practices to determine if you have barriers preventing
you from integrating flexibility into your culture.
Answer the following questions to identify barriers or opportunities in yourflex policies:•• How does the company define full-time employment?
••

Do the organization’s written policies reflect reality and what thecompany expects from employees?

••

Does the company practice what it preaches in terms of flexibility? Do
the company’s managers and leaders practice what they preach?

••

Does the organization secretly discourage employees from following
flex policies?

••

What does the organization respect more: talent, performance andoutcomes — or number of hours worked at the office?

••What metrics keep the company focused on outcomes and thesuccess of individual contributors and managers?

••

Who monitors and enforces flexible work policies? Human resourcesor the local managers who are closest to the action and the results?

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Women in America | 73.5 Million Women and a Life Well-Lived

Adjust flexibility, vacation and paid time-off policies to ensure that people
can do their jobs well while also meeting their responsibilities outside ofwork. Allow employees time to take children to and from school and to workfrom home in the evenings or on weekends when it makes sense for theirteams and customers. Find a way to create flexibility in as many positions
as possible.
Employees also need to feel empowered to use flextime and to perceive
it as an acceptable and normal behavior. Instill a flextime mentality into yourcompany’s culture. Advocate flex policies — and use them. Through yourwords and actions, let employees know that it is acceptable for them tocreate their own schedules and work arrangements. People who arrive at
the office late or who leave early should not experience silent judgments or
passive-aggressive digs. When employees work from home, managers don’t
need to check in on them every hour.

True flexible working arrangements do not give workers
permission to slack — they give employees freedom
to succeed.
Make sure to clearly communicate policies and expectations related
to flexibility to employees. Listen and watch to determine how employeesinterpret these policies. If there is any confusion about flex policies, havemanagers and human resources staff clarify them. Employees needto know who gets to work from home and why those individuals haveearned special work arrangements. Help everyone understand the various
flexibility guidelines for teams, departments, locations and roles acrossthe organization.
4. Communicate and activate your values and mission.
Netflix, Google and Adobe are just some of the organizations that haveshared their employee values with the world in creative ways using books,
videos and speeches.
Women want to feel connected to their company. Perhaps because
women are more apt to see work and life as one holistic entity, they arealso more likely to take into account all the parts of an organization. They
care about values, and they care about purpose and cause. They want to78

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Women in America | 73.5 Million Women and a Life Well-Livedunderstand how their job fits into the grander scheme of things — and theywant to feel good about that relationship.
Make every effort to find out what types of projects are “mission-rich”
for female employees, and give them work that they will find rewarding.
Ask employees why they work at your company. What drives an employee
in a call center may be quite different from what drives an employee
in technology or sales. It is your job to understand what creates andstrengthens employees’ connections to their workplace.
Consistently communicate what your company values — flexibility,
strengths, friendships, employee engagement, customer performance,service or all of the above. Show candidates and employees how you
activate on these values through goals and metrics.
Help employees see the bigger picture and how they fit in. People are
more likely to choose and stay with an organization if they feel their workand contributions align with the company’s mission or purpose. Helpteam members make those connections. Talk about the mission, and rally
employees around it. Women want to know that their company has an impact
on society and that they play a part.
5. Develop a culture of coaching.
Above all, women want a job that allows them to do what they do best
every day. A coach can help them achieve that goal.
Coaches are on-the-ground strengths experts who work with leaders,managers and employees to fully develop and apply their strengths. Coaches
also help individuals and teams respond to challenges, work with others,
accomplish their objectives, and understand their biases and vulnerabilities.
They make strengths real and applicable for individuals in their personal andprofessional lives.
Managers often play the role of coach or mentor, but a coach can be
anyone who is a champion for employees. The most important part ofcoaching is to help as many employees as possible feel that their manager orsomeone at work cares about them.
Coaches bring out the best in employees by reinforcing their individual
strengths, helping them achieve self-efficacy and self-awareness, andguiding them toward their ideal future. The more you support coaching, themore you foster employee development and loyalty.
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Women in America | 73.5 Million Women and a Life Well-Lived

6. Rehire, re-engineer and retain.
At different points in their lives, women might want jobs that take upless of their time. They may want to work fewer hours or reduce their travel
schedules. Some women might need to relocate because their spouseor partner got a job somewhere else, but they still want to work for theircompany — perhaps from home. Other women might be “geographicallyconstrained” or unable to relocate for work because of their family, but the
only way they can advance or take on new responsibilities in their company is
to move to another office. Consider how you can help women find their best
job at all stages of their lives and careers, whether that means finding themcomparable roles or adding flexibility to their current jobs so they can staywith your company.
When women take extended absences from a job or from your company,
keep in contact with them so you can invite them back to work when they are
ready. They may be looking for the right opportunity down the road and willappreciate an organization that is loyal and believes in them enough to makework “work” for them.
7. Pay attention to strengths over stereotypes.
Misconceptions about women in the workplace continue to cloudsome people’s judgment about what women want out of their careers. It is
tempting to believe that people who fall into a certain category all want orneed the same things from a company. And while there are commonalities
among women in the workplace, the best managers understand thatsuccessful performance management requires appreciating and knowing
each individual. You need to have a clear idea of what workers do best andwhat they want to achieve professionally and personally, and you have an
obligation to help them reach their full potential.
How do employees define a life well-lived? What are their goals today, infive years and in 10 years? Great managers ask these questions and don’t
judge people based on their answers. The more you know, the more you
can help employees achieve their goals. If a female employee doesn’t want
to work over 40 hours a week, then show her what it takes to excel at thatlevel. If she wants to work 50 or more hours a week, show her what thatmeans in terms of career options and pay. Great managers help employees

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Women in America | 73.5 Million Women and a Life Well-Livedunderstand their choices and empower them to make the most of theiropportunities and to use their strengths for success. The more successful awoman feels, the more likely she is to stay and to encourage others to stay.
Recognize and celebrate employees for their talents and strengths.
Acknowledge small and big wins. Not every employee will win every award,
but they will all have individual accomplishments. Keep track and applaud
their strengths. The more organizations measure, the more they can findhidden strengths — even among employees who excel in every category.
The bottom line is that women need to know that they are contributing atwork. They need to know that their company values them for what they bringto the organization and to its customers.
8. Build a culture of well-being.
Gallup has found that working women have somewhat higher levels
of well-being across four of the five well-being elements compared withworking men. However, their well-being still has room for improvement. Toooften, promoting well-being is confused with implementing a corporate
wellness program. But it’s much more than that. In your company, focus on
creating a well-being strategy — with multiple tools and programs — thatencompasses all five elements of well-being.
Along with designing an overall strategy for well-being, inspire people
to adopt healthy behaviors, and create a culture of well-being. Make sureemployees know that your organization accepts and encourages them totake time out of their day for well-being activities. For example, to improveor maintain their physical well-being, encourage employees to take a walkor work out during the day. Dedicate an indoor space for employees to takeyoga classes or an outdoor space for them to play basketball or Frisbee.
For community well-being, create awareness about opportunities that
employees and teams can get involved with, such as mentoring children
or volunteering at a soup kitchen. Keeping customer and team needsin mind, allow employees to take time during the workday to engage inwell-being behaviors.
From courses to team activities, organizations have many options to help
employees improve their well-being across the five elements. Communicate
a commitment to well-being in all of your company’s programs. Help

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Women in America | 73.5 Million Women and a Life Well-Lived

employees understand that work and life don’t have to be in conflict. Great
managers support schedules that allow people to lead a life well-lived.
9. Encourage people to get to know one another.
An essential and often overlooked part of the manager’s job is toencourage and create a social environment in which employees get to workwith people they like and trust. Gallup research finds that women value— and are missing out on — friendships in the workplace. Disregarding
friendships at work undoubtedly compromises not only employees’ wellbeing, but also their engagement. Encourage friendships by creating theconditions under which relationships can naturally thrive. Using teambuilding exercises, for example, establish a foundation for open, transparent
and trusting relationships. Team-building activities are not just about
cupcakes and Kool-Aid. Great managers bring people together by helping
them understand what each individual offers and by encouraging teammembers to recognize and celebrate accomplishments.
Women want to develop meaningful relationships. They want to work withpeople they like, admire, trust, respect and have fun with. They make friends
with associates, vendors and clients. Women need to feel like someone
appreciates and likes them. Recognize women who foster relationshipsthat bring a sense of partnership and warmth to the organization. Too many
companies discourage relationships and friendships in the workplace. But
most employees do not want to work in an environment that feels cold anduninviting. The more companies encourage employees to be social, the more
likely employees are to stay with their organization and become invested inits progress. Employees want their company to succeed because they knowthat success affects not just them, but also their coworkers and friends.
10. Make your workplace kid-friendly.
Kids are a company’s greatest competition for attracting and retaining
women in the workplace. Gallup has found that for mothers, the factor thathas the greatest influence on their decision to stay in the workforce — or toleave — is their children. So make your workplace a kid-friendly environment.
Welcome your employees’ children to special occasions at work. Participate
in “take your child to work” days, and let employees invite their kids to82

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Women in America | 73.5 Million Women and a Life Well-Livedlunch. Most importantly, allow and encourage parents to take time out of theworkday to attend their kids’ events or to volunteer at their children’s school.
When you embrace your employees’ kids and families, your employees
will feel better about your organization and its role in helping them lead apositive, productive life. Their engagement and loyalty will soar.
STAND WITH COURAGE AND CONVICTION
Companies need to intentionally create better workplaces and cultures fortheir employees. No matter what the size or industry is, all organizations needto make a concerted effort to recruit and hire a more diverse workforce. And
they need to develop and advance that workforce to achieve the quantifiable
and intangible benefits that greater diversity brings to business and society
overall. From race and religion to sexual orientation and gender, diversity
enables organizations to achieve higher levels of success. We wrote thisreport to provide a starting point for an exceptional culture of gender balanceand diversity.
As leaders, embrace the rapidly changing workplace with the courageand conviction to do what is right for employees and customers. While
technology is pushing some of this change, so are millennials and women.
Women have become consumers of the workplace, and they are demandingthat work be done differently than in the past. Organizations that continue toenforce outdated policies will not be able to keep up with employees whowant more choice and flexibility and greater trust and transparency. If theseorganizations don’t change, they will not be able to compete for talent in thesame way technology companies and startups have.
Businesses need to re-examine everything, including performance
reviews and promotions, rewards and recognition, hierarchies and titles,
flextime and vacation policies, hiring and firing, and part-time and contingent
job possibilities. It is not enough to hire the right “numbers” to improvediversity. An organization’s culture should be mission-rich; support andexpect high performance; and appreciate, develop and recognize people for
their unique talents and strengths.
Some organizations have become cookie-cutter and too systematic,
believing that there is only one way to motivate people to achieve greater
outcomes. Yet, it is possible to improve processes, quality and execution

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Women in America | 73.5 Million Women and a Life Well-Lived

while also improving human development. Work and well-being cango hand in hand. Companies that embrace each employee as a whole
person will attract workers who will be more productive and stay longer.
The best organizations fulfill their customer and community missions by
developing people through work — focusing on performance and outcomeswhile simultaneously developing employees’ innate talents into strengths,
cultivating their potential in the workplace and empowering them to lead alife well-lived.

We applaud the many companies that are alreadycreating workplaces of the future based on cultures offlexibility and reimagined performance management
systems. These companies value their employees’
strengths and well-being, and they want all employees
to succeed in their jobs and at home. They understandthat by helping more employees create a life well-lived,
they are also helping children succeed and contributing
to a stronger society overall for decades to come.
We look forward to the next 10, 20 and 30 years.
We will continue to ask men, women, employees andemployers about what’s on their minds and about what’s
happening in their lives. We will undoubtedly findmore companies embracing cultures that empower
their workers — and more employees and their families
leading better lives as a result.

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Appendix: Methodology
Notes and References

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Women in America | Appendix: Methodology Notes and References

IN GENERAL, THE DATA IN this report came from Gallup Panel studies andGallup Daily tracking. Please see below for details.
THE GALLUP PANEL
Gallup launched the Gallup Panel in 2004 as a proprietary, probabilitybased longitudinal panel of U.S. households that are selected using randomdigit-dial (RDD) and address-based sampling methods. The Gallup Panel is
not an opt-in panel.
Gallup randomly selects Panel households using outbound phoneinterviews that cover both landline and cellphone households. Panel members
agree to participate in an average of three surveys per month via phone, webor mail. There are no incentives or financial rewards for taking part in the Panel,and individuals may remain in the Panel for as long as they would like, given
they continue to participate. Monthly attrition averages approximately 3%.
The Gallup Panel includes approximately 100,000 individuals. Currently,
80,000 Panel members complete surveys via the web. Gallup recruits newmembers on an ongoing basis to replenish demographic segments that haveleft the Panel.
GALLUP DAILY TRACKINGThe Gallup Daily tracking survey, which began in 2008, is an
unprecedented survey of 1,000 U.S. adults each day for 350 days per year.
Gallup Daily tracking consists of two parallel surveys: the U.S. Daily and the
Gallup-Healthways Well-Being Index. For each of the two surveys, large
sample sizes — 3,500 after a week, 15,000 after a month and 175,000 after
a year — allow Gallup to examine extensive demographic breaks and crosstabulations of the daily measures.
Gallup interviews U.S. adults aged 18 and older living in all 50 states
and the District of Columbia using a dual-frame design, which includes bothlandline and cellphone numbers. Gallup samples landline and cellphone
numbers using random-digit-dial (RDD) methods. Gallup purchases samples
for this study from Survey Sampling International (SSI). Gallup chooses
landline respondents at random within each household based on which
member has the next birthday. Each sample of national adults includes aminimum quota of 60% cellphone respondents and 40% landline respondents,
with additional minimum quotas by time zone within region. Gallup conducts
interviews in Spanish for respondents who are primarily Spanish-speaking.
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Women in America | Appendix: Methodology Notes and References

Gallup interviews approximately 1,000 U.S. adults aged 18 and older everyday. Of the 1,000 adults, Gallup interviews approximately 500 respondents
through the U.S. Daily survey and approximately 500 respondents through the
Gallup-Healthways Well-Being Index survey.
Gallup weights samples to correct for unequal selection probability,
nonresponse, and double coverage of landline and cellphone users in thetwo sampling frames. Gallup also weights its final samples to match the U.S.
population according to gender, age, race, Hispanic ethnicity, education,
region, population density and phone status (cellphone only, landline only,
both and cellphone mostly). Demographic weighting targets for the U.S. arebased on the most recent Current Population Survey figures for the aged
18 and older U.S. population, while weighting targets for metropolitan areasand congressional districts are based on Nielsen Claritas statistics. Phone
status targets are based on the most recent National Health Interview Survey.
Population density targets are based on the most recent U.S. Census.
WOMEN AND WORK: A LOOK AT THE PAST AND A LOOK TOWARD
THE FUTURE
Dvorkin, M., & Shell, H. (2015 June 22). Labor force participation: The
U.S. and its peers. Retrieved from https://www.stlouisfed.org/on-theeconomy/2015/june/labor-force-participation-the-us-and-its-peers
U.S. Bureau of Labor Statistics. (2014 May). Women in the labor force: A
databook. Retrieved from http://www.bls.gov/cps/wlf-databook-2013.pdf
KIDS ARE A COMPANY’S GREATEST COMPETITION
Analysis is based on a Gallup Daily tracking study of 4,614 women, aged
18 and older, living in all 50 states and the District of Columbia, conducted
January-February 2016 and a Gallup Daily tracking study of 4,884 women,
aged 18 and older, living in all 50 states and the District of Columbia,
conducted March 2016.
Badal, S., & Harter, J. (2014 November). Gender diversity, business-unit
engagement, and performance. Journal of Leadership & Organizational
Studies. Retrieved from http://jlo.sagepub.com/content/21/4/354.abstract
Saad, L. (2015 October 7). Children a key factor in women’s desire towork outside the home. Retrieved from http://www.gallup.com/poll/186050/
children-key-factor-women-desire-work-outside-home.aspx
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Women in America | Appendix: Methodology Notes and References

ARE WOMEN BUYING YOUR WORKPLACE?
Analysis is based on a Gallup Panel study of 13,510 U.S. adults, aged 18
and older, conducted May-June 2015.
THE REALITY AND THE PERCEPTION: WHY MEN ARE PAID MORE
Analysis is based on a Gallup Daily tracking study of 17,794 U.S. adults,
aged 18 and older, living in all 50 states and the District of Columbia,
conducted July-September 2016; a Gallup Daily tracking study of 4,614
women, aged 18 and older, living in all 50 states and the District ofColumbia, conducted January-February 2016; and a Gallup Panel study of
7,206 U.S. adults, aged 18 and older, conducted April 2016.
American Payroll Association (2016 September). Getting paid in
America. Retrieved from http://www.nationalpayrollweek.com/documents/
NPW2016SurveyResults.pdf
WOMEN LEAD MEN ON ENGAGEMENT
Analysis is based on a Gallup Daily tracking study of 80,844 U.S. adults,
aged 18 and older, conducted January 2015-December 2015 and a Gallup
Panel study of 12,742 U.S. adults, aged 18 and older, conducted December
2014-January 2015.
In addition, this section cites data from Gallup’s 2016 meta-analysis on
employee engagement. The most recent meta-analysis accumulated 339
research studies across 230 organizations in 49 industries and 73 countries.
Within each study, Gallup researchers statistically calculated the business-/work-unit-level relationship between employee engagement and performanceoutcomes that the organizations supplied. In total, Gallup studied 82,248
business/work units that included 1,822,131 employees. Gallup examinednine outcomes: customer loyalty/engagement, profitability, productivity,
turnover, safety incidents, shrinkage, absenteeism, patient safety incidents andquality (defects).
Individual studies often contain small sample sizes and idiosyncrasies that
distort the interpretation of results. Meta-analysis is a statistical technique thatis useful in combining results of studies with seemingly disparate findings,
correcting for sampling, measurement error and other study artifacts tounderstand the true relationship with greater precision. Gallup applied HunterSchmidt meta-analysis methods to 339 research studies to estimate the true
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Women in America | Appendix: Methodology Notes and References

relationship between engagement and each performance measure and to testfor generalizability. After conducting the meta-analysis, Gallup researchers
conducted utility analysis to examine the practical meaning of the relationships.
Q12® META-ANALYSIS: OUTCOMES
Difference between top and bottom engagement quartiles

WHAT STRENGTHS TELL US ABOUT MEN AND WOMEN
Analysis is based on a Gallup Panel study of 1,310 U.S. adults, aged 18
and older, conducted February-May 2010.
THE 34 CLIFTONSTRENGTHS THEMES:
AchieverDeveloper
Activator
Discipline
Adaptability
Empathy
Analytical
Focus
Arranger
Futuristic
BeliefHarmony
Command
Ideation
Communication
IncluderCompetition
Individualization
Connectedness
Input
ConsistencyIntellection
Context
Learner
Deliberative
Maximizer

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Positivity
RelatorResponsibility
Restorative
Self-Assurance
SignificanceStrategic
Woo89

Women in America | Appendix: Methodology Notes and References

RELATIONSHIPS AT WORK MATTER
Analysis is based on a Gallup Daily tracking study of 177,281 U.S. adults,
living in all 50 states and the District of Columbia, aged 18 and older,conducted January-December 2015.
DO WOMEN WANT THE C-SUITE?
Analysis is based on a Gallup Daily tracking study of 3,337 U.S. adults,
living in all 50 states and the District of Columbia, aged 18 and older,conducted April 2016.
Fitch, K., & Agrawal, S. (2015 May 7). Female bosses are moreengaging than male bosses. Retrieved from http://www.gallup.com/
businessjournal/183026/female-bosses-engaging-male-bosses.aspx
Grant Thornton. (2016). Women in business: Turning promise into
practice. Retrieved from http://www.grantthornton.global/globalassets/wib_turning_promise_into_practice.pdf
International Labour Organization. (2015). Women in business andmanagement: Gaining momentum. Retrieved from http://www.ilo.org/
wcmsp5/groups/public/---dgreports/---dcomm/---publ/documents/
publication/wcms_334882.pdf

90

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