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Women In The Workplace Study by McKinsey & Company

Getting to gender equality starts with realizing how far we have to go
Learn more-and what you can do about it—in the Women in the Workplace 2017 study.

 

Women remain underrepresented at every level in corporate America, despite earning more college degrees than men for thirty years and counting. There is a pressing need to do more, and most organizations realize this: company commitment to gender diversity is at an all-time high for the third year in a row.

 

Despite this commitment, progress continues to be too slow—and may even be stalling. One of the most powerful reasons for this is a simple one: we have blind spots when it comes to diversity, and we can’t solve problems that we don’t see or understand clearly.

About the Study

Women in the Workplace 2017 is a comprehensive study of the state of women in corporate America. This research is part of a long-term partnership between LeanIn.Org and McKinsey & Company to give organizations the information they need to promote women’s leadership and foster gender equality.

This year 222 companies employing more than 12 million people shared their pipeline data and completed a survey of HR practices. In addition, more than 70,000 employees completed a survey designed to explore their experiences regarding gender, opportunity, career, and work-life issues. To our knowledge, this makes Women in the Workplace the largest study of its kind.

We’re comfortable with the status quo

Many employees think women are well represented in leadership when they see only a few. Because they’ve gotten comfortable with the status quo, they don’t feel any urgency for change. Further, many men don’t fully grasp the state of women in the workplace, and some worry that gender diversity efforts disadvantage them. As a result, men are less committed to the issue, and we can’t get to equality without them.

We overlook the challenges women of color face

Many companies overlook the realities of women of color, who face the greatest obstacles and receive the least support. When companies take a one-size-fits-all approach to advancing women, women of color end up underserved and left behind.

 

Women fall behind early and continue to lose ground with every step

Women remain significantly underrepresented in the corporate pipeline. From the outset, fewer women than men are hired at the entry level. At every subsequent step, the representation of women further declines, and women of color face an even more dramatic drop-off at senior levels. This disparity is not due to company-level attrition or lack of interest: women and men stay at their companies and ask for promotions at similar rates.

BY THE NUMBERS

A closer look at the 2017 corporate pipeline

Women of Colour Women of Colour Women of ColourWomen of Colour

Women face challenges at every step of the pipeline. Hover over each level to learn more.

1 in 5 C-suite leaders is a woman, and fewer than 1 in 30 is a woman of color.

By the time women reach the SVP level, they hold only 21% of line roles. Since the vast majority of CEOs come from line roles, this dramatically hurts women’s odds of reaching the very top.

Women of all levels are less likely to interact regularly with senior leaders, yet employees who do are more likely to aspire to be top executives.

Contrary to conventional wisdom, women are not leaving their companies at higher rates than men, and very few plan to leave the workforce to focus on family.

On average, women are promoted at a lower rate than men. The biggest gender gap is at the first step up to manager: entry-level women are 18% less likely to be promoted than their male peers.

Despite representing 52% of the U.S. population and earning 57% of college degrees in this country, women make up 47% of entry-level hires.

Total percent of women and men per level in race and gender pipeline may not sum to overall corporate pipeline totals, as the race pipeline only includes companies that were able to supply race data. Due to rounding, representation by race may sum to 101 within some levels.

The workplace is especially challenging for women of color

The intersection of race and gender shapes women’s experiences in meaningful ways. Women of color face more obstacles and a steeper path to leadership, from receiving less support from managers to getting promoted more slowly. This affects how they view the workplace and their opportunities for advancement. Overall, two patterns are clear: compared to white women, things are worse for women of color, and they are particularly difficult for Black women.

BY THE NUMBERS

What women of color experience

Support Women Receive
  • % of women who report…
  • Managers advocate for them for an opportunity
  • Managers give them stretch assignments
  • Managers provide advice to help them advance
  • Managers help them navigate organizational politics
  • Managers defend them or their work
How women view opportunity
  • % of women who think…
  • They have equal opportunity for growth as their peers
  • Promotions are based on fair and objective criteria
  • The best opportunities go to most deserving employees
State of women in the pipeline
  • Rate of women’s promotions
  • Rate of women’s attrition
In this study, women of color includes Black, Latina, Asian, American Indian or Alaskan Native, Native Hawaiian, Pacific Islander, or mixed-race women. However, due to small sample sizes, reported findings on individual racial/ethnic groups are restricted to Black, Latina, and Asian women.

Men think women are doing better than they really are

When it comes to how women and men see the state of women and gender diversity efforts, there are striking differences. Men are more likely to think the workplace is equitable; women see a workplace that is less fair and offers less support. Men think their companies are doing a pretty good job supporting diversity; women see more room for improvement. Given the persistent lag in women’s advancement, women have the more accurate view.

BY THE NUMBERS

Women and men see the workplace very differently

Women are less likely to think they have an opportunity to advance…

% of women and men who think…

My gender has played a role in missing out on a raise, promotion, or chance to get ahead

I have equal opportunity for growth as my peers

… And that their companies treat people fairly

% of women and men who think…

The best opportunities go to the most deserving employees

Promotions at this company are based on fair and objective criteria

Men think their company is doing a better job on gender diversity…

% of women and men who say…

My company is doing what it takes to improve gender diversity

Managers at my company address gender-biased language and behavior when it happens

… And are less personally committed

% of women and men who say…

Gender diversity is a very important
or top personal priority to me

Key Findings

The bar for gender equality is too low

Nearly 50 percent of men think women are well represented in leadership in companies where only one in ten senior leaders is a woman. A much smaller but still significant number of women agree: a third think women are well represented when they see one in ten in leadership.

Women hit the glass ceiling early

At the first critical step up to manager, women are 18 percent less likely to be promoted than their male peers. This gender disparity has a dramatic effect on the representation of women: if entry-level women were promoted at the same rate as their male peers, the number of women at the SVP and C-suite levels would more than double.

Men are more likely to say they get what they want without having to ask

Women of all races and ethnicities negotiate for raises and promotions at rates comparable to their male counterparts. However, men are more likely to say they have not asked for a raise because they are already well compensated or a promotion because they are already in the right role.

Women get less of the support that advances careers

Women are less likely to receive advice from managers and senior leaders on how to advance, and employees who do are more likely to say they’ve been promoted in the last two years. Similarly, women are less likely to interact regularly with senior leaders, yet employees who do are more likely to aspire to be top executives.

Women are less optimistic they can reach the top

Women are less likely than men to aspire to be a top executive, and those who do are significantly less likely than men to think they’ll become one. However, when you look at ambition by race and ethnicity, both women and men of color are more interested in becoming a top executive than white women and men.

Men are less committed to gender diversity efforts

Men are less likely to say gender diversity is a top personal priority and point to concern over de-emphasizing individual performance as the primary reason. Some men even feel that gender diversity efforts disadvantage them: 15 percent of men think their gender will make it harder for them to advance.

Many women still work a double shift

On average, 54 percent of women do all or most of the household work, compared to 22 percent of men. This gap grows when couples have children. Women with a partner and children are 5.5 times more likely than their male counterparts to do all or most of the household work. Even when women are primary breadwinners, they do more work at home.

Find out what you can do

We can’t unlock the full potential of the workplace until we see how far from equality we really are. There are six actions companies can take to level the playing field, and this year we’re able to point to actions that are more common in top-performing companies. It is also critical that companies address the distinct barriers women of color face and get sufficient buy-in from men.

The Benefits (and limitations) Of RPA Implementation by Amanda Khalaf

Robotics Process Automation (RPA) offers companies significant benefits; however, like every technology there are limitations with its functionality and may not be suitable to all processes.

In our last post, we talked about the “buzz” surrounding RPA and the potential efficiencies that RPA implementation can deliver. In this post, we will talk about the benefits – and the limitations – of RPA.

The benefits of RPA are undeniable. Companies implementing RPA can significantly lower costs, create service excellence, enable greater agility and build scalable capacity into their operations. Through our experience in the implementation of this technology, our clients across the board have seen an 80% reduction in processing costs; average handling times reduced by 40% with a 24/7 resilient operation – free of any human error; and an increased scalability through a 24-hour virtual workforce.

From a workforce perspective, RPA supports higher staff satisfaction by taking over monotonous tasks. allowing individuals to focus on higher value work. In fact, we have seen a 43% increase in FTEs able to re-direct their focus from non-value add activities to customer outcomes. In general, when implemented at scale, RPA can deliver a return on investment in approximately three to six months (Source: Accenture Research 2016).

The Limitations of RPA

It is these benefits that are generating the boom in RPA interest – and a good measure of hype. However, every technology has its limitations, and RPA is best viewed as an additional cost reduction lever and a foundational technology rather than an operational panacea.

Limitations of RPA include:

  • First, RPA cannot read any data that is non-electronic with unstructured inputs. An example would be inbound correspondence such as paper customer letters. When a customer sends their energy company or bank a letter is it generally paper-based and unstructured. A company would then receive, scan and reallocate this letter to the correct department for processing. In this case, RPA will only work with a collection of other implemented technologies (such as OCR) required to make it digital and structured. This can become a costly hurdle before RPA can be applied, and companies may want to consider other solutions such as straight through processing, digital capture, process optimization or other intelligent automation technologies.
  • Second, companies need to be aware of diverse inputs coming from multiple sources. For example, in a procurement function, supplier invoices may be received in different formats, with fields placed in different areas. For a ‘Bot’ to be able to read an invoice, all supplier invoices must be received in the same format with the same fields. Although robots can be trained by exception to read different fields, they cannot read multiple different formats – unless these are all digital and configured separately. In practical terms, there will always be a volume and cost threshold below which RPA is not an economic solution, and companies should focus first on high volume/high-cost processes for maximum benefit.
  • Third, RPA is not a cognitive computing solution. It cannot learn from experience and therefore has a ‘shelf life’. As processes evolve – for example, through the introduction and use of other technologies — they may become redundant and require changes. It is therefore wise for a company to examine the process prior to building a ‘Bot’. Typically, at our clients we see a Bot shelf life to be anywhere from three to five years after implementation. Applied to a process that is inefficient and/or on the way out, that shelf life may be reduced to just a year. The business case may then not stack up.
  • Finally, applying RPA to a broken and inefficient process will not fix it. RPA is not a Business Process Management solution and does not bring an end-to-end process view from approaches such as Lean Six Sigma. The same goes for out of date infrastructure – RPA will only mask the underlying issues. This can counteract any sustainable long-term savings by adding complexity which must be addressed down the line. Companies should focus first on addressing the root causes of their process or technology inefficiencies and then apply RPA to maximize the benefits

In the final blog in this series, we will examine whether RPA meets the criteria for being a truly transformative technology and how it relates to other technologies such as artificial intelligence (AI).

What is RPA? A Guide to Robotic Process Automation

by Ian Barkin

Robotic Process Automation (RPA) is a critical component of the ‘Future of Work’ toolkit. If you’re new to the concept of Robotic Process Automation you may be wondering what the term actually means. We’ve created this blog post to help you understand RPA and learn about the many ways it can add value in your enterprise. By the end of this article, we hope to have given you concrete information about what RPA is, and answers about the ways RPA can be used.

A Definition of RPA

Symphony defines RPA as any capability (software and services) that allows you to transact in any IT application or website, typically in the same way a human would, to automate complex, rule-based work. In other words, RPA software allows developers to tailor complex automations to a company’s processes. When an RPA robot is at work, it performs tasks just like a human would: logging in, operating applications, entering data, performing complex calculations and logging out.

What Can RPA Do?

Because RPA is software-based, it can be used to perform various tasks. These include maintenance of records, queries, calculations, and transactions. Additionally, any application commonly used by your company can be operated by RPA. For example, Citrix, .NET, HTML, and Java are all technologies commonly supported by RPA. Compatible systems include Mainframe Terminals, SAP, Oracle, Blackline, and many more. Programmable automation means that RPA can be configured to perform almost any rule-based task.

Benefits of RPA

RPA can help digitally transform your business and unlock value by providing:

  • Higher Quality Services: Better accuracy and better customer service.
  • Greater Compliance: Business processes can be set to operate in accordance with the necessary regulations and standards.
  • Increased Speed: Processes can be completed at unprecedented speeds.
  • Increased Agility: Reduced overhead and more flexible business resources.
  • Comprehensive Insights: Improved efficiency by digitizing and auditing process data.
  • Reduced Costs: Manual or repetitive tasks are carried out by RPA software at a fraction of the cost
  • Employee Experience: Increased staff productivity and reduced attrition.

All these factors can set your company apart from competitors and are highly valuable in terms of shaping your business’s digital operations strategy.

RPA For Your Company

RPA can be applied to all sorts of rules-based process in a wide range of sectors, including process automation of office tasks, IT support, and assisted automation in customer service. With such a variety of areas that RPA is known to be successful in, it’s no wonder that so many companies are taking advantage of the technology.

If you’re worried about RPA being able to suit your company’s needs, don’t be. WorkSocial has worked with clients across a wide range of industries including banking, healthcare, logistics, consumer products, food & beverage, entertainment and more; and on as wide a scope of processes as HR, Finance, Supply Chain, Procurement and beyond. So we can assure you that RPA easily translates to many different industries and functions. Contact us at shantanumohan@deloitte.com if you’d like to discuss how RPA might apply to your particular industry or business function.

Where Should You Start?

There is no one-size-fits-all approach, but Symphony does suggest a few important steps. First, get educated. This often begins with online research (like you’ve done to find this blog). Then, speak to experts who’ve gained experience through doing. There are a lot of RPA tools out there (seemingly more every day). Get objective and experienced advice. Finally, have a change management plan. Successful RPA deployments require a broad set of stakeholders involved. Of most importance, and we can’t stress this enough, plan to engage IT sooner than later – they are your ally and partner on this journey. Plan to identify areas of highest impact and benefit. And plan to have budgets and resources necessary to make substantive progress in 2017.

How Can You Learn More?

Want more information on the details of RPA? We’ve got it. Check out our blog for insights from our experts. We also have a technical blog series on RPA to teach you about the most important features to look out for when selecting an RPA tool. We hope this article, as well as our other posts, help you to get a better understanding of Robotic Process Automation and how it can be an important component of your digital transformation toolkit.

 

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Beyond off-shoring: Robotic Process Automation (RPA)

In recent years, Business Process Outsourcing (BPO) and Robotic Process Automation (RPA) have often been discussed in the same forums.

BPO and off-shoring have been widely used by businesses to reduce back office and operational costs through the use of low-cost labour markets.

Now RPA is being seen as the way to continue the drive for business process efficiency and cost reduction. At the same time, RPA is acting as a fundamental disruptor to the conventional wisdom of labour arbitrage.

So what exactly is RPA?

Forget the idea of walking into an office and seeing humans replaced by rows of androids; the “robots” of RPA are invisible. They sit inside your systems, moving between different applications, inputting, checking, updating and processing far faster than any human could.

Sometimes they’re only “hired” to work an hour a day, or overnight, by a particular business unit – so a single robot could be shared with another department or even organisation.

Like workflow-building applications, RPA software can lead to an immediate increase in process efficiency, accuracy, compliance and speed of completion – all while removing manual errors and increasing customer satisfaction.

Actual results will vary for each organisation and for different processes, but RPA programs typically deliver cost savings of 25% to 45%. Pay-back periods are often measured in weeks, instead of the months and years required for some software development projects.

In the context of BPO, RPA can enable the business to bring processes back onshore at the same — or reduced — cost, with the advantage of gaining increased control over those processes. Instead of the vanilla, one-size-fits-all approach of BPO, the business can tweak processes according to local needs.

Which processes suit RPA?

All the usual suspects can benefit from RPA: mundane, repetitive, frequent, high volume tasks; rule-based vs. judgement-based decisions; manually intensive and error-prone processes.

However, because it’s so quick and easy to make changes, RPA is also highly suited to processes that regularly change and adapt – especially those that are too costly or complex to re-engineer in the traditional way within the short term.

Good candidates for RPA are processes that intake structured data and transfer it across multiple systems – as well as time-consuming, low-volume activities that require frequent “system hopping,” for example, HR onboarding.

Why RPA?

Apart from the availability and emerging value of RPA technology, there are some strong business drivers for adoption.

Backshore to reduce total costs

Over the last couple of decades, many enterprises have exhausted their options — including global labour arbitrage and lower telecommunication costs — for achieving back-office cost efficiencies.

It’s often overlooked that big outsourcing contracts demand constant management and legal oversight. This additional overhead is borne by the client and rarely factored into the true cost of an outsourcing deal.

We’re starting to hear the terms “on-shoring” and “back-shoring” used more often… and RPA can be the enabler. Because robots cost around a third of an off-shore worker and can work around the clock, even tasks that have been relatively cheaply outsourced can be brought back under control again, for less cost.

Bypass the IT project backlog

It’s not feasible for IT departments to deliver on the “long-tail” of minor change requests from the business, while continuing to deliver on medium- to long-term technology programs and new, cutting-edge innovation.

Priorities are set, and sometimes it takes too long for seemingly simple amendments. This means the business can’t respond to market change or customer demands fast enough to remain competitive.

Many change requests – whilst critical to process improvement – are not cost-efficient to deliver through traditional system enhancement and system-integration solutions. Some lead to knock-on effects on existing system functionality.

RPA focuses on the business process and leaves the existing IT systems alone. As such it is essentially a tactical “non-IT” solution that can be built and deployed quickly for immediate benefits.

Let process experts take control

RPA technology works on top of existing IT architecture at the presentation layer of business applications. Developers build robots through point-and-click functionality, using a graphical interface similar to MS Visio.

People with no specific knowledge of software programming language – but who have process expertise and an analytical bent – can be trained within a few weeks to automate processes using an RPA tool.

How to start with RPA

It’s fine to jump straight into an RPA pilot without an overarching strategy. However, while discreet pilots may deliver local wins to individual departments, it could leave you with potentially broken or sub-optimal end-to-end processes. Additionally, the wider organisational implications of having robots in production may be overlooked.

Design the RPA operating model

To truly transform your organisation through the use of robotics, you’ll need to be clear on your overall RPA strategy.

Establish an enterprise-level RPA operating model that covers the breadth of organisational, process and technology components needed to establish RPA as a sustainable capability within an organisation.

Manage the demand

Your return on RPA investment will vary according to the processes you choose to automate.

Pick the pilots and initial projects you automate carefully, so the entire organisation can see the potential benefits and start thinking about which processes to automate next.

If you don’t apply enough due diligence upfront to identify the best processes for RPA — and build in the necessary automated error-handing rules — the results may disappoint. This can result in reduced interest in the business for future RPA initiatives, with subsequent lost opportunities for more efficient, resilient and faster processes.

Get the right support

Without a good understanding of how RPA fits within your existing IT architecture, project management, software development and process improvement methodologies, it may not get the necessary executive support to spread through the right levels within the organisation.

While IT departments will be glad to shed responsibility for application updates, they will need to be reassured that RPA won’t “break things.” They’ll also need to know about the security aspects of linking multiple applications along your “robot process line.”

Start small on your RPA journey

RPA is not the end of the workplace as we know it. The winners in the digital world will develop an effective “digital pairing” strategy – where robots perform the mundane tasks while humans manage exceptions and orchestrate the robots to interact with each other through end-to-end digital, process orchestration.

Start small on your RPA journey. Spend time conducting technology proof-of-concepts on a few different processes, so you’ll understand the nature of processes that are most suitable for RPA.

Once you’re convinced of the technology and its benefits, leave the technology behind and start developing an enterprise-wide strategy to use robotics throughout your operations.

It is then time to look at your business process portfolio and evaluate how the introduction of robotics can change the rationale for insource vs. outsource or the onshoring vs. offshoring of these processes.

You can choose to go on the robotics journey alone or bring in an experienced partner.

 

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Robot Gets Citizenship, Robo Surgeons and China’s Algorithms

Happy middle of the week, Algorology subscriber!

This week has been crazy, from machines getting citizenship to beating human surgeons.

Saudi Arabia grants citizenship to a female robot 👩

A non-human woman named Sophia has become a citizen of SA, making it the first country to grant a robot the right to citizenship.

Crazy? Huh

Elon Musk immediately replied to this:

“Just feed it The Godfather movies as input. What’s the worst that could happen?”

Obviously, he isn’t fooled by Sophia’s delicate features, fully expecting her to go the Skynet route and murder everyone.

But what does this mean in a legal way? Is a robot now a fully participating member of society?

Can I sue Sophia?

Does she have the same rights as me?

Can Sophia go to jail for killing someone?

Can Sophia sue creators for being abusive?

Can she sue me? Can she sue you? 😨

I don’t think I’m ready for this mentally. This is too damn fast.

What do you think?

Would love to get some lawyers in the thread here too, tag a colleague if relevant.

Autonomous Robot surgeon beats human surgeons 👨‍⚕️

Imagine that you’re on the operating table, waiting for surgeons to cut a tumor out of your flesh.

You want their cuts to be as precise and accurate as possible.

Leaving behind no tumor fragments that might cause the cancer to recur, yet also not removing too much healthy tissue 😬

Rather than an expert human surgeon, you might want the Smart Tissue Autonomous Robot (STAR) hovering over you.

In a recent set of experiments, STAR’s inventors showed that it makes more precise cuts than expert surgeons, and damages less of the surrounding flesh.

This is huge.

The researchers presented their results at the recent robotics conference IROS 2017.

“I really believe that this is the future of surgery,” says study coauthor Axel Krieger , an assistant professor of mechanical engineering at the University of Maryland.

Krieger says the next step is to train STAR to deal with tumors that have complex 3D shapes, which will require new cameras for visual tracking and more sophisticated surgical planning software.

I’m super excited about the future of healthcare and its advances.

Though a bit scared of robots cutting my flesh 😲

Are you? Check out the discussion here:
https://www.linkedin.com/feed/update/urn:li:activity:6328983445301272577

China’s Algorithmic Big Brother is Watching 😡

They didn’t let me board a plane

I was considered “untrustworthy” and government refused my right to travel. As a low-rating citizen I couldn’t do many things I used to.

I couldn’t reserve a table at my favorite restaurant.

I couldn’t enroll my kids in high-paying private schools.

I couldn’t even upgrade my internet speed.

The algorithms determined my low score based on my online/offline activity & social circle of my low score friends.

Sounds like a futuristic Big Brother out of control?

No, it’s already a reality in China, where the government is using Social Credit System to rate the trustworthiness of billions.

The government is using it as a way to measure and enhance trust and to build a culture of sincerity.

Participating is voluntary for now. But by 2020 it will be mandatory. The behavior of every single citizen will be tracked/scored.

While this is a scary & radical implementation of the algorithmic monitoring, it actually gives us a glimpse into the future of our society.

We will be soon perceived as data points monitored, assisted and guided by algorithms.

How do we make this process as transparent as possible? To prevent an algorithmic chaos with data bias and errors.

Join discussion here.

If you’ve enjoyed this digest and want to thank me for it – the best way to do it is through forwarding this email to a few of your friends/colleagues so I can engage more people in the relevant discussions. Thanks ❤️

If you received the forwarded email – make sure to signup here: www.algorology.com

WorkSocial contributes robotics learning into Jersey City

The world needs a way to develop a wide variety of robots integrated with an IoT platform to improve people’s lives.

IoT has accelerated co-creation between companies and has helped create new value. But in order to leverage the full potential of IoT, data processing must go beyond cyberspace. New and innovative services in the real world will depend on our ability to combine data with physical operations. That’s why robotics will play such a crucial role moving forward, as they become our bridge between the real and virtual worlds.

At Workocial, we’ve curated a wide range of robotic vendors to teach RPA.  WorkSocial is now a breeding ground of various RPA applications.  By leveraging our expertise building communities and operational technologies (OT) we have created a buzz. But we’re not just developing technologies without reason – its the future.

We’re implementing technologies that with socially grow Jersey City.

By integrating robotics into an IoT platform using that technology in social infrastructures, we’re actively promoting initiatives to improve people’s lives.

Companies like Hitachi & Panasonic are getting interested in our platform.

We’re focusing on co-creation of a community where learning meets business problems.

Call us at (201) 210-8255. Lets talk about hosting your next training or hackathon.

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