MILLENNIALS

In the Workplace

FOUNDING CORPORATE PARTNER

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Table of Contents
The Millennial Work Ethic
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Long-Term Aspirations and Expectations

Career Aspirations

Self-Assessments of Character and Job Performance

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Opportunities and Challenges to Career Advancement

16

Leadership Among Millennials

20

Women in the Workplace

23

Ambition Gap

27

Millennials in the Workplace1

Challenges lie ahead for companies looking to retain and advance the newest generation of workers, but companies willing to meet those challenges can expect big payoffs in the form of a well-educated, hardworking, and loyal workforce.

JOB SECURITY AUTHENTICITY FAMILY ABOVE CAREER

An online survey of 1,000 college-educated Millennial adults reveals a group of workers eager to both challenge the status quo and find stability through a long term commitment to their employers.
While these young adults dont dismiss the negative stereotypes circulating about their generation, these Millennial respondents see themselves as confident, ambitious, and willing to make sacrifices to get ahead. They do not, however, want to be forced to give up what matters to them most for career success. Respondents want to work hard, but they also want to work differently. This study examines: How does work fit into Millennials lives and what are their long term aspirations? How will motherhood impact these well-educated womens professional aspirations? How have tough economic times influenced Millennials attitudes to work and their career goals? Is this the Occupy Wall Street generation or are todays young adults eager to join the corporate world?

Darshan Goux, PhD was the primary author of this study for the Center for Women and Business. The 1,000 college educated respondents to an online survey were selected randomly from an online panel of over 1.4 million Americans born since 1981.

Center for Women and Business

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The Millennial Work Ethic

Collegeeducated Millennial respondents share a mostly negative assessment of their generations work ethic, but their evaluations of their own professional skills and traits are high. Presented with several messages describing the Millennial generations attitude toward work, a majority of respondents agree that too many members of their generation just cant accept that you have to work hard to earn praise and recognition. (Table 1) In a split sample, 59 percent of respondents agree with this negative stereotype. Only 41 percent of respondents agree that the bad rap Millennials often get in the workplace reflects a different set of priorities and that this age group cares more about making a difference in the world than individual success at a job. Respondents who are Hispanic (72 percent), Asian (69 percent), Black (65 percent), parents (68 percent), and men (65 percent) are especially likely to agree more with the negative stereotype of their generation and to disagree that their generation is motivated by a desire to have a positive impact on the world. In a second split sample, nearly half of all respondents agree their peers arent willing to sacrifice control over their own personal fulfillment just to achieve success at a job (48.5 percent), but, by contrast, a majority (51.5 percent) agrees more with the negative stereotype of their generation. However, a majority of respondents who are women (54 percent), not parents (52 percent), Black (52 percent), selfemployed (58 percent), or unemployed (60 percent) agrees more with the positive assessment that their generational work ethic is defined by the desire for flexibility and personal fulfillment in the workplace. Table 1 Generational Identity Negative Stereotype Members of the Millennial generation may be better educated than previous generations, but when it comes to work they have a lot to learn. Todays young adults grew up with over protective parents, who were afraid to let them fail or experience disappointment. Today, too many young people just cant accept that at work, you have to work hard to earn praise and recognition. Instead, Millennials act entitled and have to be babysat in the workplace in order to perform. They need to learn that in the real world, success isnt handed to you on a silver platter. Agree | Split Sample 1: 59.2 | Split Sample 2: 51.5 Making a Difference Members of the Millennial generation have a different set of priorities than previous generations. They believe that working together to make a difference in the world is more important than individual success at a job. For todays young adults, success isnt about fame or who has the biggest paycheck. While older Americans tend to see the world through a cynical and selffocused lens, Millennials think globally. With farreaching social networks and the power of new technologies, they are optimistic they can have a positive influence on the world and that they are part of the solution. Agree | Split Sample 1: 40.7 Authenticity and Selffulfillment Members of the Millennial generation have a different set of priorities than previous generations. What seems like laziness is really evidence that they arent willing to sacrifice control over their own personal fulfillment just to achieve success at a job. Todays young adults want flexibility to explore their own interest and develop their own identities, lifestyles, and skills. They grow impatient with situations that they find stifling, and they resent it when the demands of work take away from their personal lives. Agree | Split Sample 2 48.5

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While a majority of respondents expresses a negative view of their generations work ethic, they agree by a wide margin that their attitudes are a reflection of the times. Nearly all Millennials surveyed (94 percent) agree their generation does not support the status quo when it comes to the current model of economic and career success. (Table 2) Having come of age in the time of corporate bailouts, the recession, and the housing crisis while struggling with personal debt and finding a job, 94 percent of these collegeeducated respondents agree their generation is questioning the rules of the game and asking themselves what is the best use of my heart and mind? A plurality (43 percent) says this experience motivates them to create a career in which they define success for themselves and work according to their own rules. Respondents who are Hispanic (50 percent), Black (55 percent), women without kids, men, or hold midlevel management jobs (54 percent) are most likely to say they feel driven to create a career according to their own rules and definition of success.

Most collegeeducated Millennials share a negative view of their peers work ethic, but women are more likely to say their peers simply arent willing to cede control of their personal lives to the demands of a job.

On the other hand, 36 percent of respondents agree their generation is questioning the status quo but say the experiences of the last decade mean we need to work together to challenge the power of corporations and other special interests. Mothers are more likely than other women or men to say we need to challenge corporate power. Only 15 percent of respondents say they agree with the statement but feel helpless to do anything about it, and just six percent of Millennials surveyed disagree with the argument that their generation is dissatisfied with the status quo. Table 2 Members of the Millennial generation have learned firsthand that too often honest, hard work is not rewarded. While corporations and CEOs guilty of unethical behavior receive government bailouts and big bonuses, todays young adults are struggling with massive college debt and finding a job. They have watched their parents lose their pensions, and many young people are stuck with homes that are worth less than they paid for them. After a lifetime of working to get into college and then to get the right job, Millennials are looking around asking themselves, is this really the best use of my heart and mind? At the end of the day, will all the effort and sacrifices I have made be worth the reward? This generation isnt lazy, it is questioning the rules of the game. Agree 43.2

This is why I feel driven to create a career that allows me to work according to my own rules and definition of success. This is why we need to work together to challenge the power of corporations and other special interests. But, this is the way things have always been and always will be. Theres not much I can do about it.

35.8

14.5 Total Agree 93.5 Disagree 6.5

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LongTerm Aspirations and Expectations

While a plurality of Millennial respondents says they feel driven to create a career that allows them to work according to their own rules and definitions of success, a majority says their personal values outweigh their need for professional accolades. (Table 3) By a wide margin, respondents agree the statements knowing I am making a difference in the world is more important to me than professional recognition (84 percent), my work environment will be more important than the size of my paycheck (79 percent), and my personal life will take priority over my professional goals (77 percent) apply to them very or somewhat well. The relative importance of these personal values increases with age. Among 2931year olds, the oldest of the Millennials surveyed, 38 percent say the statement my personal life will take priority over my professional goals applies very well to them (versus 28 percent of 2225yearolds who say this). Similarly, 38 percent of 2931yearolds say the statement knowing I am making a difference in the world is more important to me than professional recognition applies very well to them (versus 33 percent of 2225yearolds). The shift in the degree to which Millennials ascribe these statements to themselves appears to be tied to shifts in their family status, as married respondents (46 percent) and parents (45 percent) are much more likely to say, for example, the statement my personal life will take priority over my professional goals applies very well to them. Table 3

How well does the following statement apply to you? Answer: Very well Knowing I am helping to make a positive difference in the world is more important to me than professional recognition. My personal life will take priority over my professional goals. My work environment will be more important than the size of my paycheck. Total 33.9 31.9 21.6 Single 29.7 23.4 19.6 Married 40.4 46.2 24.5 Parents 41.0 45.4 24.2

Millennial respondents aspire to successful careers, but they place a Career success is important, higher premium on the success of their personal lives. (Table 4) Sixtyfive but personal values take percent of respondents say being successful in a high paying career or precedence over professional profession is either one of the most important things in their lives or very important but not the most important thing in their life (25 percent say goals. The importance of these it is the most important thing in their lives). Men (33 percent) are much values only increases with age. more likely than women (20 percent) to say a high paying career is one of the most important things in their lives. The relative importance of career success also diminishes with age; with 29 percent of 2225yearolds saying success in a high paying career is one the most important things in their lives and only 19 percent of 2931yearolds sharing this view. Notably, Millennials employment choices reflect these values with 45 percent of executives and only 6 percent of homemakers, who plan to go back to work, saying success in a high paying career is one of the most important things in their lives.

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Table 4 How important is each of the following to you personally? Answer: One of the most important things in my life Having a successful marriage Being a good parent Owning your own home Helping other people who are in need Being successful in a highpaying career or profession Living a very religious life Having lots of free time to relax or do things you want to do Becoming famous Total 62.7 56.7 36.1 28.0 25.3 24.2 24.0 7.4 Men 52.6 51.9 36.5 30.0 32.8 22.3 24.4 3.3 Women 70.4 60.4 35.8 26.5 19.7 25.6 23.7 5.1

While career success is important to Millennials, family life is central to their long term aspirations. A majority of respondents say having a successful marriage (63 percent) and being a good parent (57 percent) are among the most important things in their lives when they think of the goals they value. Women are more likely than men to say having a successful marriage (70 versus 53 percent) and being a good parent (60 percent versus 52 percent) is one of the most important things in their lives. Despite, these gender differences it is important to emphasize that majorities of the men and women among these Millennial respondents express these values, and they hold across race, income, and other demographic groups. Being a good parent is central to Millennials longterm aspirations, and they say spending as much time as possible with their kids is the most important step toward reaching that goal. Suggesting the challenges businesses may face as more and more members of this familyoriented generation become parents, 62 percent of respondents say spending as much time as possible with your children is one of the most important aspects of being a good parent. In contrast, only 10 percent of respondents say achieving your own professional goals, as an example for your children is an important part of being a good parent. Women (70 percent) are much more likely than men (52 percent) to say spending as much time as possible with your kids is key to being a good parent. Respondents who hold executivelevel positions (46 percent) and Asians (46 percent) are less likely than other groups to say spending as much time with your kids as possible is one of the most important aspects of being a good parent. Notably, parents are more likely than nonparents to say prioritizing your children over your career goals is important to being a good parent (32 to 27 percent). Page 5

Center for Women and Business

While these Millennials identify time spent as the key element of good parenting, they also agree that ensuring your familys financial security (40 percent) and demonstrating the value of hard work to your children (37 percent) are central to being a good parent. Executives (59 percent), Blacks (45 percent), Asians (44 percent), and respondents who are not parents (42 percent) are most likely to point to financial security as central to good parenting. Respondents with advanced degrees (41 percent) and homemakers (44 percent) are more likely to say being a good parent includes demonstrating the value of hard work to your children.

Men and women tend to have different views about who will be the primary breadwinner in their homes over the longterm, but with motherhood, womens expectations shift dramatically aligning more closely with mens.
Among this collegeeducated group of Millennials, men and women hold very different views about who will be most responsible for paying the bills in their household over the long term. Nearly seven out of ten men surveyed (68 percent) say they expect to be the primary breadwinner in their household over the long term. About half as many Millennial women see the future the same way, with just over a third (35 percent) saying they expect a partner or spouse to be the primary breadwinner in their home. Perspectives on being equal contributors are similarly askew. Only 25 percent of men say they expect a spouse or partner to contribute equally to their household income, while a plurality of women (44 percent) say they expect to contribute equally with a spouse to their household income. Center for Women and Business Page 6

Expectations of breadwinner status shift dramatically with age and parenthood. (Figure 2) Younger respondents are much more likely to anticipate that they will be equal contributors to their household incomes than their older brothers and sisters. Forty-one percent of 2225-year-olds, 35 percent of 2628-year-olds, and 31 percent of 29-31year-olds say they expect to be equal contributors with a spouse to their household income over the long term. Notably, this shift seems to be more closely tied to shifts in womens attitudes, as they become mothers than to changes in marital status. Marital status is more closely linked to changes in expectations that a spouse will be the primary breadwinner. Single respondents are about as likely as married respondents to say that, in the long run, they expect a spouse and themselves to contribute equally to their household income (37 percent singles, 34 percent married). Perhaps reflecting their doubts about finding a partner or spouse, single respondents are much more likely than married respondents to say they expect to be the primary breadwinner in their home in the long run (46 to 33 percent). And, single respondents are much less likely than married respondents to say they expect a spouse or partner to be the primary breadwinner (16 to 34 percent).

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Parenthood dramatically realigns womens expectations of their earning potential. A plurality of Millennial women who have not had kids say they expect to contribute equally with a spouse or partner (48 percent), and only 31 percent of women without kids say they expect a spouse to be the primary income provider in their households. With motherhood, however, those estimations of the future shift. Fortysix percent of mothers say they expect a spouse or partner to be the primary breadwinner (a 15 point shift) and only 32 percent of mothers expect to contribute equally with a spouse (a 16 point shift). In contrast, motherhood seems to have no effect on the expectations of women who expect to be the primary income earners in their families, with 23 percent of mothers and 21 percent of women without kids saying they will be the primary income earner in their homes. Fathers are also less likely than men without children to anticipate that they will contribute equally with a spouse to their household incomes (20 to 27 percent). Men become more likely to say they will be the primary income earners in their families once their children are born (from 67 to 71 percent). Altogether, respondents expectations that they will be able to share equally with a partner when it comes to their family finances drops by 12 points (from 39 to 27 percent) when they become parents. Expectations of earning potential vary across different demographic groups. Hispanic (58 percent), Black (53 percent), and Asian (50 percent) respondents are much more likely than White respondents (39 percent) to say they expect to be the primary breadwinner in their household over the long term. In contrast, White respondents (37 percent) are more likely than Hispanic (27 percent), Asian (32 percent), or Black (28 percent) respondents to anticipate contributing equally to their household incomes with a partner or spouse. Similarly, White respondents (24 percent) are more likely than Hispanic (15 percent), Asian (19 percent), or Black (20 percent) respondents to say they expect their spouse or partner to be the primary income earner in their household.

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Career Aspirations
A majority of college educated Millennials say they would be interested in working for a corporation someday, and only a third think corporations and big business should have less influence in the U.S. than they do today.

While Millennial respondents may not be satisfied with the status quo when it comes to the current model of economic and career success, this does not necessarily mean they are anti- business or even uninterested in working for corporations. In fact, 72 percent of respondents say they would be somewhat or very interested in working for a corporation or big business someday, and only a third of all respondents (33 percent) say they would like corporations to have less influence in the United States than they do today. Thirty- six percent of respondents say they are satisfied with the current level of corporate influence in the United States. Women are slightly less likely than men (68.6 to 76.3 percent) to say they are interested in working for a corporation and are more likely than men to say that corporations should have less power in the U.S. than they do today (36 to 31 percent).

Despite the high value they place on their private lives, respondents are eager to commit to a company for the long run.

There is good news for companies concerned with retaining Millennial workers, with a plurality of respondents (48 percent) reporting that their ideal career path would include working for only one or two companies. (Figure 3) Given a list of possibilities for their ideal career, more Millennial respondents say they would like to work for only one or two companies in their lives than any other option given. Only 15 percent of respondents say their ideal career would include working for many companies.

Millennial men are only slightly more likely than Millennial women (51 to 46 percent) to say they hope to work for only one or two companies. Interest in working for only a few companies is consistent across the age range of respondents, although single respondents are more likely than married respondents to say they want to work for only one or two companies (51 to 44 percent), and fathers (45 percent) are much less likely than men without kids (54 percent) to choose working at only one or two companies as part of their ideal career path. Interestingly, executives (43 percent) and the self- employed (23 percent) are less likely than middle managers (48 percent), senior associate level employees (57 percent), or entry-level employees (51 percent) to say their ideal career would include working for only one or two companies. Flexibility to fulfill their The differences between men and womens career aspirations diverge among other potential job benefits. For women, taking time off to raise personal aspirations is their children and then re entering the workforce is the next most cited key to this generations career aspiration (43 percent). Mothers (56 percent) are more likely career goals, especially to mention taking time off to raise their kids as an important part of among women. their ideal career path than any of the other potential options. But, importantly, nearly one in four Millennial women (38 percent) who are not yet mothers say that taking time off to raise their kids is an important part of their ideal career path, too. While time off to raise their children is a higher priority among young women, Millennial men also express an interest in being able to take time away from work to raise their kids. Nineteen percent of fathers and 14 percent of men without children say taking time off to raise their children is an important part of their ideal career path.

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Further suggesting that womens aspirations are not tied to a traditional career path, 40 percent of Millennial women say their ideal career would include working from home at some point. Again, mothers (51 percent) are more likely than women without children (37 percent) to express interest in working from home. Importantly, Millennial men are also thinking about non- traditional career paths. One- third of men (33 percent) also say that working from home would be part of their ideal career. And, 48 percent of men say in their ideal career they would start their own business or be self- employed someday. More than one- third (35 percent) of Millennial women say they would like to self- employed during their careers. Executives surveyed are more likely than other respondents to say they are interested in being self employed or starting their own business someday (59 percent to 32 percent of entry level and 38 percent of senior associate level employees). Millennials enthusiasm for working in government or for a non profit organization (20 percent) is low, although women (25 percent) are almost twice as likely as men (13 percent) to say they would like to work in this sector during their careers. When it comes to taking a new job or accepting a new position within a company Millennials indicate that flexibility is a high priority for them. (Figure 4) A majority of respondents say the ability to set their own hours (70 percent), being able to work from home (60 percent), and being able to take time off for emergencies (95 percent) is somewhat or very important to them. The relative importance of this flexibility only increases with age. In addition to flexibility, Millennial respondents say that they Respondents most value value jobs that allow them to ensure their familys financial security and that foster and utilize their talents and skills. jobs that create longterm Choosing three items from a list of potential benefits to a financial security and that job beyond paying the bills, a plurality of respondents say maximize and foster their ensuring my family's financial security for the long run by skills. building wealth (47 percent) is an important benefit. (Figure 5) Women are more likely than men (49 to 44 percent) and Page 10 Center for Women and Business

parents are more likely than respondents without kids (51 to 45 percent) to say that creating long- term financial security is an important potential benefit of a job. Beyond financial rewards, Millennials say they value a job when their skills and talents are fostered and utilized. The relative value of these benefits shift with age, but a plurality of respondents agree that they value a job that gives them the opportunity to learn and build their skills (38 percent) and that maximizes their skills and talents (35 percent). Younger respondents are more likely to say they value a job that allows them to learn and build their skills than the oldest Millennials surveyed (41 percent of 22- 25-year-olds to 38 percent of 26- 28-year-olds to 33 percent of 29- 31-year-olds). In contrast, Millennials ages 2931 are more likely to say they value a job that rewards their hard work with praise and recognition (33 percent to 23 percent of 22- 25-year-olds).

Overall, women are more likely than men to say they value a job that gives them the opportunity to learn and build their skills (41 to 33 percent), that maximizes their skills and talents (37 to 32 percent), that helps improve the lives of others (35 to 25 percent), and that fulfills their intellectual curiosity (31 to 26 percent). In contrast, men are more likely than women to say they value a job that gives them the opportunity to lead others (17 to 8 percent), builds their social status (16 to 6 percent), and is a place where their voice is heard (17 to 12 percent). Notably, self- employed Millennials place less value on the financial security a job offers than their counterparts, with only 36 percent of these respondents saying that ensuring their familys financial security is an important benefit to a job. Rather, the self- employed are as likely to say they value a job that allows them to be creative (44 percent), maximizes their skills and talents (44 percent) and fulfills their intellectual curiosity. Executives are more likely than respondents holding other jobs to say that they value a job that gives them an opportunity to lead in an organization (22 percent). Only 18 percent of mid- level managers or supervisors, 11 percent of senior associate level employees, and 10 percent of entry- level employees say they value a job that gives them the opportunity to lead. In contrast, executives are slightly less likely than other employees to say they value a job that helps them secure their familys longterm financial security (39 percent to 45 percent of middle managers, 44 percent of senior associate level employees, and 49 percent of entry level employees). Page 11 Center for Women and Business

Self-Assessments of Character and Job Performance

While Millennials give their peers mixed reviews when it comes to work, they offer mostly positive assessments of their own personality traits and skills. These positive self- evaluations carry across subgroups of this population, including by gender. (Figure 6) On a scale of zero to five where a five means describes me very well and a zero means not at all, the average response for every trait measured (with the exception of feminine) was above a three. Respondents are more likely to selfidentify as being authentic than a host of other character traits including being self- confident, collaborative, visionary, or willing to take risks. On a zero to five scale, where a five means a trait applies very well to me and a zero means it does not apply at all to me, 36 percent of respondents rated authentic a five with an average rating of 4.03. Men (36 percent) and women (36 percent) are as likely to say that the authentic trait describes them very well. The oldest Millennials, those ages 29 to 31, are more likely than their younger counterparts to say authentic describes them very well, with 40 percent giving authentic a five. Thirty- three percent of 22 to 25-year-olds and 35 percent of 26 to 28-year-olds gave this rating.

Authenticity is central to Millennials personal identities.

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Respondents are more likely to selfidentify as being authentic than a host of other character traits including being self- confident, collaborative, visionary, or willing to take risks. On a zero to five scale, where a five means a trait applies very well to me and a zero means it does not apply at all to me, 36 percent of respondents rated authentic a five with an average rating of 4.03. Men (36 percent) and women (36 percent) are as likely to say that the authentic trait describes them very well. The oldest Millennials, those ages 29 to 31, are more likely than their younger counterparts to say authentic describes them very well, with 40 percent giving authentic a five. Thirty- three percent of 22 to 25-year-olds and 35 percent of 26 to 28-year-olds gave this rating. Despite concerns that an ambition gap between men and women in the Women are as likely to workplace exist, women (25 percent) are just about as likely as men (28 say they are ambitious percent) to say that the trait ambitious describes them very well, and and charismatic as men, the average rating is a 3.69 for both genders. In follow up questions, 97 but they are slightly less percent of men and women say being called ambitious by a supervisor would be a positive evaluation, and 94 percent of both genders say being likely to see themselves as leaders, visionaries, self- called ambitious by a family member would be a positive evaluation. Similarly, Millennial women are about as likely as their male counterparts confident, or willing to to say that charismatic describes them very well (20 and 22 percent, take risks. respectively). Millennial women are slightly more likely than Millennial men to say the trait collaborative describes them very well (25 versus 21 percent). In contrast, men are more likely than women to say that leader (24 to 17 percent), self- confident (30 to 18 percent), visionary (22 to 11 percent), and willing to take risks (23 to 13 percent) are traits that describe them very well. The average self- assessments made by men on these traits are slightly higher than womens ratings, reflecting these differences. Still, women do say these traits describe them fairly well (with a majority giving them a three or a four on the scale), but they are less likely than men to say these personality traits describe them very well.
How would you ra te your performance compared to those of your peers at work? Very well

Figure 7

Ability to motivate my team

Ability to influence decisions Women Communication skills Men

Ability to build relationships

Knowledge of the business

Technical skills

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40 %

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Millennials give themselves high scores in the workplace, as well. (Figure 7) A majority of respondents, who are employed, rate their own job performance as being above or equal to that of their peers at work. Fewer than 10 percent of Millennials say their job performance is below that of their peers in each category measured. In most categories, men are more likely than women to say their job performance is above that of their peers, and mens self- evaluations are higher in five of the six categories measured. Majorities of Millennial men say their technical skills (55 percent) and knowledge of the business (50 percent) are above those of their peers. While pluralities of Millennial women say their own communication skills (48 percent) and technical skills (46 percent) are above those of their peers at work. Womens evaluations of their communication skills are the only category in which their self- assessments are more positive than those of mens. Millennial respondents confidence in their job performance only increases with seniority. For example, 45 percent of entrylevel associates surveyed say their communication skills are above those of their peers. Senior associate level respondents are slightly more likely to say this (54 percent), while middle managers or supervisors (59 percent) and executives (65 percent) are even more likely to rate their communication skills above those of their peers. Personal assessments of job performance reviews do not change much with age in most categories. That is, a 22-year-old Millennial is about as likely as a 31-year-old Millennial to say she is better able to motivate her team than her peers (36 percent and 38 percent, respectively). However, older respondents are more likely than their younger counterparts to describe their ability to influence decisions (43 percent) and their knowledge of the business (48 percent) as being above average. When it comes to following through on their career goals, family is central to the Millennial generation. (Table 5) Respondents report that Just as family is central their parents, especially their mothers, and their spouses or partners to their private lives, are the individuals most likely to encourage them to pursue their career family support is key goals. Thirty- three percent of respondents say their partner or spouse is to Millenials career the person who most encourages them professionally, while 25 percent aspirations. say it is their mother and 16 percent their father. Only 5.5 percent of respondents say the individual who encourages them the most is someone at work, like an employer, colleague or mentor. Pluralities of men (27 percent) and women (37 percent) say their spouse or partner is most likely to encourage them, with women ten points more likely to mention a partner or spouse. Men and women are about as likely to say their mothers encourage them the most professionally (25 percent and 24 percent, respectively), but men are about five points more likely to say their fathers give them the most professional support (19 to 14 percent). Table 5 The person who MOST encourages me to pursue my professional aspirations is My mother My spouse/partner My father My sibling A colleague at work An employer or supervisor Other Teacher A mentor at work Center for Women and Business Single 31.5 19.2 16.4 11.9 7.3 3.2 2.5 2.2 2.2 Married 14.51 55.94 14.5 5.0 1.3 1.6 0.8 1.1 1.9 Total 24.8 32.9 16.0 9.4 4.9 2.5 1.8 1.7 2.1 Page 14

Not unexpectedly, marital status is closely associated with whether a parent or a partner is an individuals leading career cheerleader. Single respondents are much more likely to say their mothers (31.5 percent) or fathers (16.4 percent) give them the most career encouragement. In contrast, a majority of married respondents (56 percent) say their spouse or partner gives them the most encouragement when it comes to their professional aspirations. Perhaps reflecting the higher proportion of unemployed respondents among the young Millennials surveyed, the unemployed are more likely to say their mother than a spouse or partner gives them the most career encouragement (36 to 22 percent), while employed respondents are about as likely to say a spouse or partner (32 percent) as a parent gives them the most professional encouragement (25 percent mother, 17 percent father). Notably, executives surveyed are more likely to say their fathers give them the most professional encouragement (26 percent) than their mothers (24 percent) or a partner or spouse (20 percent). The employed say they receive at least some positive recognition Millennials say recognition at work is for the work they do at their current jobs. A clear majority (57 more likely to come in the form of oral percent) reports receiving positive recognition only some of the praise than financial compensation, time, and just over a third of employed respondents (35 percent) say written acknowledgement, or as a they often receive positive recognition at work. Sixty- five percent of respondents who receive at least some positive recognition promotion or special assignment. at work say that recognition is most likely to come verbally, as oral praise. Respondents are as likely to report receiving financial compensation (11 percent) as written praise (11 percent). Recognition in the form of special opportunities or assignments (5 percent), awards (5 percent), and promotions (4 percent) is much less likely. Notably, women are about 20 points more likely than men to say their work is most often recognized by oral praise (74 to 54 percent). Whereas men are almost three times as likely as women to say they receive financial compensation (17 to 6 percent). Men are also more likely than women to say they receive special opportunities (7 to 4 percent), awards (7 to 3 percent), and promotions (5 to 3 percent).

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Opportunities and Challenges to Career Advancement

Despite their negative assessments of their generations work ethic, most Millennial respondents indicate an individual willingness to work hard and make personal sacrifices to ensure their career success. (Figure 8) To achieve career success, a majority of respondents say they are very or somewhat willing to take a lateral move for the experience or connections they would make (84 percent), to travel frequently (69 percent), to relocate (68 percent), to work long hours and weekends (53 percent), to place their children in daycare or hire a nanny (54 percent), to take a low paying or unpaid job or internship for experience/connection (53 percent). Millennials are much less willing to endure unpleasant conditions on the job, with only 30 percent of respondents somewhat or very willing to work in an unpleasant work environment to achieve career success.

However, women are less willing than men to make personal sacrifices to achieve success. Mothers are particularly unwilling to make these sacrifices, but even women without children are less likely than their male counterparts to express willingness to take a number of the steps that might be necessary for career success. Mothers (54 percent willing) and women without children (66 percent willing) are less likely than fathers (76 percent willing) and men without kids (77 percent willing) to say they are willing to travel frequently. Similarly, both groups of women are less likely than men to say they are willing relocate, work long hours, or work in an unpleasant work environment. Half of all fathers say they are willing to work in an unpleasant work environment to achieve career success (versus 42 percent of men without kids, 27 percent of mothers, and 17 percent of women without kids).

Millennials will make sacrifices that impact their personal lives to achieve career success, but parenthood and age decrease their willingness to do so.

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Gender differences are less pronounced when it comes to respondents willingness to take a lateral move or accept an internship or lower pay for the experience and connections. For example, a majority of women with and without children say they would take a lateral move for the connections or experience (79 percent and 84 percent, respectively). Parents of both genders are more willing than respondents without kids to put children in daycare or hire a nanny to achieve career success (64 percent of fathers willing, 59 percent of mothers willing). Age also impacts Millennials willingness to take some of the steps that might help them achieve career success. Whereas majorities of Millennial respondents ages 22 to 28 say they are willing to work long hours or take a lower paying job or internship, a majority of the respondents ages 29 to 31 years old say they are unwilling to make these sacrifices (53 percent unwilling to work long hours, 51 percent unwilling to take a lower paying job or internship).

When it comes to what is getting in the way of achieving their career goals, three circumstances rise to the top of Millennials list. A plurality (44 percent) of respondents say trouble finding a job is the principal circumstance making it difficult to achieve their career goals. (Figure 9) Trouble finding a job is the top barrier to career success cited across age, race, and most job types. Both genders cite trouble finding a job as the biggest obstacle to their career goals, but women are ten points more likely than men (48 to 38 percent) to say this. Suggesting dissatisfaction with their current jobs, 40 percent of Millennials with jobs say trouble finding a job is getting in the way of career goals. Interestingly, Millennials holding senior associate level positions are more likely to cite the second most mentioned obstacle overall, lack of a network and connections as the biggest challenge to their career goals.

Beyond their frustrations with the job market today, professional networking is the biggest obstacle to career success cited by this socially connected generation.

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While the online social networking of this generation is well documented, that virtual connectivity has not translated to their professional lives. Thirty- three percent of respondents say it is the absence of a network and professional connections that hold them back from achieving career success. Women (34 percent) are only slightly more likely than men (32 percent) to say a weak network is holding them back professionally. This challenge does not appear to improve with age or work experience, with the oldest respondents (32 percent of 29- 31-year-olds) about as likely as the youngest respondents (36 percent of 2225-year-olds) to attribute their trouble getting ahead to poor professional connections. And, while the likelihood that individuals will attribute trouble getting ahead to a weak professional network steadily diminishes with the number of years at a job, even those respondents who have been at their current jobs for five or more years (28 percent to 38 percent of those who have had their jobs for a year or less) are more likely to mention weak professional networks than any other obstacle except trouble finding a job. Further reflecting the tough economic times in which they have come of age and the realities of the financial burden a college degree often confers, the third most cited obstacle to achieving their career goals is personal debt. Thirty- one percent of Millennial respondents say personal debt is the most serious challenge to their professional success. Personal debt is one of the top three barriers to career success cited across gender, age, race, and income categories. Importantly, mothers surveyed are as likely to say that trouble finding adequate childcare (41 percent) as trouble finding a job (40 percent) is getting in the way of their career goals. Nearly a quarter of fathers (22 percent) say adequate childcare is a challenge to their professional goals. Fathers are more likely to mention personal debt (30 percent) and poor professional connections (30 percent) than trouble finding a job (24 percent) as getting in the way of their career goals.

Adequate childcare remains a leading barrier to career success for both mothers and fathers.

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Thirty- three percent of Millennials say a fear of failure is the personal characteristic that most gets in the way of their career success. (Figure 10) Men (30 percent) are slightly less likely than women (35 percent) to say fear of failure hinders their career goals. Older Millennials (30 percent of 29- 31-year-olds) are less likely than their younger brothers and sisters (36 percent of 22-25-year-olds) to say fear of failure is the personal characteristic that is most challenging to their professional success. Respondents are also very likely to say that difficulty promoting themselves (30 percent), difficulty networking (30 percent), and their desire to avoid conflict (27 percent) get in the way of their professional achievement. Men and women are about as likely to mention the desire to avoid conflict as a career obstacle (27 percent each). Women are slightly more likely than men to say difficulty networking (31 to 27 percent) and promoting myself (32 to 29 percent) are a challenge to my career success. These challenges show little decline with age.

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Leadership Among Millennials

The majority of collegeeducated Millennials hope to become a leader at work someday. Seventy- eight percent of Millennials say the sentence I aspire to a leadership role in whatever field I ultimately work, applies somewhat or very well to them. Men are 11 points more likely than women to say this aspiration applies very well to them (36 to 25 percent). Leadership aspirations do seem to diminish with age. Twenty- six percent of 29 to 31-year-olds, 29 percent of 26 to 28-year-olds, and 34 percent of 22 to 25-year-olds say the sentence, I aspire to a leadership role in whatever field I ultimately work, applies to them. Notably, this decline does not seem to be tied to their personal lives. Millennials, who have settled down through marriage or with kids are about as likely to aspire to a leadership role at work. Parents (80 percent) and married respondents (77 percent) are as likely as respondents who are single (78 percent) or have no children (76 percent) to say that aspirations for a leadership role at work describe them somewhat or very well. Similarly, 53 percent of Millennials rate the word leader a four or five on a scale of zero to five, where a five means the trait describes me very well and a zero means it doesnt describe me at all. Men (24 percent) are more likely than women (17 percent) to say leader describes them very well. Notably, mothers and women without kids are each as likely to say leader describes them very well (27 percent), but fathers are more likely than men without kids (29 to 23 percent) to say the word leader describes them very well.

A majority of respondents sees themselves as a leader and say they aspire to a leadership role at work someday.

When it comes to taking on leadership roles, Millennials are about as likely Family members and to say a family member (26 percent) as a manager or supervisor at work supervisors at work are (25 percent) encouraged them to do so. Encouragement from a manager each as likely to have or supervisor to take the lead becomes slightly more pronounced with encouraged respondents age (28 percent of 29-31-year-olds versus 24 percent of 22-25-year-olds), to take on leadership roles. while encouragement from a family member to take the lead diminishes slightly (24 percent of 29- 31-year-olds versus 27 percent of 22- 25year-olds). When it comes to who encourages Millennials to take on a leadership role differences across gender are minimal. Respondents who are middle managers or supervisors (32 percent) or senior associate level employees (33 percent) are more likely to say a manager or supervisor than a family member encouraged them to take the lead. In contrast, entry- level employees (26 percent) and executives (33 percent) are more likely to say a family member than a supervisor encouraged them to take a leading role. Respondents are much less likely to say a friend (16 percent) or fellow team member (17 percent) gave them the most encouragement to take a leading role. No strong trend emerges to describe what motivates Millennial respondents to take on leadership roles. (Figure 11) Respondents are about as likely to say they took on a leadership role to advance their careers (17 percent), to learn/build their skills (16 percent), to help others they know (14 percent), to have an impact on issues important to them (14 percent), and to influence how things get done in a group (12 percent). The relative importance of these goals fluctuates by a few points across age and gender, but no clear pattern emerges. The biggest difference in what has motivated men and women to lead is that men are about five points more likely than women to say the opportunity for financial gain drove them to take on a leadership role (12 to 7 percent). Millennials with advanced degrees are much more likely than those respondents with only a college degree to say they took on a leadership role to influence how things were done in a group or organization (19 to 10 percent). And, Hispanic respondents are more likely to say they took on a leadership role to help others they know (18 percent) than any of the other goals cited. Center for Women and Business Page 20

Among respondents who say they aspire to a leadership role in whatever field they ultimately work, a plurality (20 percent) say the opportunity to advance their career was a key motivating factor (versus 7 percent who do not aspire to leadership). In contrast, a plurality of respondents who say they do not aspire to a leadership role someday (17 percent) say the opportunity to help others I know was the most important reason they took on a leadership role (versus 13 percent of those who do aspire to a leadership role). In both cases, the opportunity to learn and build their skills is next most cited reason. When it comes to what stands in the way of Millennial respondents taking on leadership roles, time is the most frequently cited obstacle. (Figure 12) Altogether, 34 percent of respondents say that taking on a leadership role would take too much time away from other aspects of their lives, whether that is time from their other responsibilities (17 percent) or their private lives (17 percent). Older respondents are especially likely to mention time as a barrier to assuming leadership roles. Among 29- to 31-year-olds, the time leadership would take from their other responsibilities (21 percent) and from their personal lives (19 percent) are the biggest drawbacks to leadership. Millennials also say that the stress and pressure to succeed could get in the way of their taking on leadership roles (17 percent). Pressure to succeed is especially challenging to the youngest respondents (20 percent), those with only a college degree (19 percent), Hispanic (18 percent), and Asian (22 percent) respondents.

Despite their desire to serve as leaders at work, Millennial respondents are hesitant to take on the added stress and time commitments leadership requires.

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Women are slightly more likely than men to say time away from their other responsibilities (19 to 15 percent), the pressure to succeed (19 to 14 percent), and not liking being in the spotlight (18 to 14 percent) are the chief reasons they would not take on leadership roles. Mothers are about six points more likely than women without kids to say that the time it would take away from their personal lives is the main reason they would not assume a leadership role (20 to 14 percent). Men are slightly more likely than women overall to say the time leadership would take from their personal lives (18 to 15 percent) and fear of alienating their friends (7 to 3 percent) are the main reasons they would not want to take on a leadership role.

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Women in the Workplace

College educated Millennial respondents Women business leaders say women who become leaders in the are seen as compromising business world likely have active social their authenticity and lives, but they agree their personal lives may be more challenging. (Table 6) These family life to achieve views of womens leadership, coming from success. a group that identifies family life and personal authenticity as central aspects of their personal identities and aspirations, signal a challenge to businesses that wish to retain and promote the women of this generation in coming years.

Table 6 Women who are CEOs or leaders in the business world Answer: Agree Total 68.4 60.7 56.4 50.5 52.4 35.7 Mothers 69.0 63.6 61.1 54.6 61.1 37.7 Women w/o kids 69.1 64.2 52.7 60.5 47.3 33.8

Probably DO have an active social life Tend to hide their femininity in order to fit in with other business leaders Are less likely to have children of their own Remind me of women I know personally Probably NO NOT have time to be as good a mother as they could be Probably DO NOT have many friends at work

A majority of respondents agree that women who are CEOs or leaders in the business world probably have active social lives (69 percent), and 64 percent disagree that these women probably do not have many friends at work. Women business leaders are not unfamiliar to respondents a majority of these Millennials agree that women who are leaders in business remind them of women they personally know (50.5 percent). On the other hand, one-in-six respondents agree that women leaders tend to hide their femininity in order to fit in with other business leaders. When it comes to motherhood, 57 percent of Millennials surveyed say women who are leaders in the business world are less likely to have children of their own and 52 percent agree they probably do not have time to be as good a mother as they could be. Overall, these attitudes do not vary much by gender. So, for example, majorities of both men and women agree that women in business remind them of women they know personally, but women (53 percent) are slightly less likely than men (56 percent) to hold this view. The sharpest gender difference comes in estimations of just how feminine women in business can be. Sixty- four percent of women and 56 percent of men agree that as leaders in business, women to tend to hide their femininity in order to fit in.

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Parenthood and marriage, however, are closely associated with differences in how Millennials evaluate women business leaders. Among these college- educated Millennial respondents, mothers and fathers, in particular, are more likely to accept some of the stereotypes that have been associated with women business leaders. And, this does not seem to be associated with unfamiliarity. Mothers, for example, are more likely than women without kids to say women business leaders remind them of women they know (61 to 51 percent). Respondents who are married, are more likely than singles to say women business leaders tend to hide their femininity to fit in (66 to 54 percent) and probably do not have enough time to be as good a mother as they could (58 to 47 percent). Mothers are more likely than women without children to agree that women who are business leaders are less likely to have children of their own (61 to 53 percent) and probably do not have time to be as good a mother as they could be (61 to 47 percent). Fathers are more likely than men without kids to agree that women business leaders are less likely to have children of their own (67 to 55 percent) and that they probably do not have time to be as good a mother as they could be (60 to 52 percent). And, fathers are more likely than mothers or other men or women without children to say that women business leaders probably do not have many friends at work (49 percent). It is not clear from this data whether or not these differences between parents and non- parents reflect the effects of parenthood and marriage or a different set of underlying social values. It could be that respondents who chose to start families in their twenties or early thirties are more conservative than their single or childless peers. For example, 54 percent of respondents who say they expect a spouse to be the primary breadwinner in their families also say that women who are business leaders do not remind them of women they personally know. However, the data suggest the differences are at least somewhat attributable to life experience. For example, 55 percent of 29 to 31-year-olds agree women business leaders probably do not have time to be as good of a mother as they could be, while 49 percent of 22- 25-year-olds and 51 percent of 26- 28-year-olds hold this view. Interestingly, those respondents most likely to work with women business leaders hold views similar to those of parents and married respondents. Strong majorities of executives agree women business leaders are less likely to have kids of their own (75 percent), to hide their femininity to fit in (64 percent), and to not have enough time to be as good a mother as they could be (62 percent). A plurality of executives agree women business leaders probably do not have many friends at work (49 percent). In contrast, entry- level employees are less likely to agree that women business leaders do not have kids of their own (51 percent), hide their femininity to fit in (58 percent), do not have enough time to be as good a mother as they could be (47 percent), and not to have many friends at work (31 percent). Notably, a majority of Hispanic (53 percent) and Black (50 percent) respondents disagree that women who are business leaders probably do not have enough time to be as good a mother as they could be. Hispanic (64 percent) and Black (64 percent) respondents are also more likely than Asian (52 percent) or White (53 percent) respondents to say women who are leaders in the business world remind them of women they know. Similarly, among respondents who say they expect to be equal breadwinners with their partner, a majority disagrees that women who are business leaders probably do not have enough time to be as good a mother as they could be (55 percent disagree).

Among their peers, men and women are seen making equal advances at work.

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At their own places of work, half of the employed respondents agree that among their peers, men and women are equally likely to advance at their current job (50 percent), while 37 percent say their male peers are more likely to be promoted, and only 14 percent say women are more likely to be promoted. Women (48 percent) and men (51 percent) are about as likely to report that men and women advance in equal measure. This experience on the job only increases with age, as 54 percent of 29 to 31-year-olds say women and men are equally likely to advance (compared to 47 percent of 26-28-year-olds and 49 percent of 22-25-year-olds). College graduates (39 percent) are nine points more likely than respondents with an advanced degree to say they see more men advancing at work (39 to 30 percent). These observations are stable across different levels of seniority. A plurality of executives, middle managers, senior associate level employees and entry- level employees say promotions among their peers are equal between men and women, with just over a third of respondents in each category saying men are more likely to advance than women. No one reports more women than men being promoted. A majority of employed respondents say they see women in leadership Few Millennials wish to roles at their current companies. However, most respondents do not emulate the career paths wish to emulate the career paths of these women. Among employed respondents, 84 percent report that there is a woman in a leadership of the women leaders at role at their current company (42 percent several women, 41 percent work. at least one woman). But, Millennial respondents do not seem to see these women as role models, at least when it comes to emulating their careers. Only 20 percent of employed respondents who report that there is one or more woman in a leadership role at their current company also say they hope to emulate the career path of at least one of these women. Overall, men (21 percent) and women (20 percent) are about as likely to hope to emulate the career path of a woman who is a leader at their current company, but men without kids are the most likely to say this (22 percent). Asian respondents (27 percent) are also more likely than Black (24 percent), White (19 percent), or Hispanic (18 percent) respondents to say they hope to emulate the career of a woman who is a leader at their current company.

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Altogether this is bad news for the presence of female role models in the workplace. When one takes into consideration all of the survey respondents who are not eligible to answer this question respondents who are unemployed, who are homemakers who wish to reenter the workforce, or who are employed but say there are no women in leadership roles at their current job - this means that only 14 percent of the college educated Millennial women and 16 percent of the college educated Millennial men surveyed are currently working at a job with a woman in a leadership role whose career they wish to emulate.

Nearly onein- five Millennial women who work at companies with women in leadership roles (17 percent) say they have no wish to become leaders at their current jobs. This is six points higher than men (11 percent) in the same position. Women without children (18 percent) are more likely than mothers (14 percent), men without kids (12 percent), or fathers (8 percent) to say they do not wish to become a leader at their current job. Notably, respondents desire not to emulate the women leaders at work does not stem from a lack of selfconfidence. Rather, as the earlier self- assessments of their personal traits suggests, respondents are quite confident in their abilities. Only 4 percent of women and 6 percent of men, who work at companies with women in leadership roles, say they admire these women leaders but do not personally have what it takes to achieve the same level of success. Rather, a plurality of the Millennials surveyed, who work at jobs with women leaders, say they hope to achieve the same level of success but plan to follow a different path to get there (38 percent). Mothers are 10 points more likely than women without kids (43 to 33 percent) to say they hope to achieve the same level of success as the women who are leaders at their company but do so by following their own path. Fathers and men without kids are about as likely as mothers to say they plan to follow a different path to reach the same level of success (41 to 42 percent). Fortytwo percent of Black respondents also say they hope to achieve the same level of success but plan to follow a different path to get there (versus 33 percent of Hispanic, 33 percent of Asian, and 38 percent of White respondents). Many respondents say they recognize the sacrifices women in leadership at their companies may have made to get ahead and that they admire these women but do not want to make the same sacrifices to be successful. Interestingly, fathers (28 percent) are the most likely to say this statement comes closest to their view. Nearly one out of every four women without kids say they admire the women leaders at work but do not want to make the same sacrifices to be successful (24 percent). Hispanic respondents (33 percent) are more likely than Asian (26 percent), White (23 percent), or Black (15 percent) respondents to say they admire the women in leadership roles at their company but do not wish to make the same sacrifices to be successful. Looking at the effects of seniority, 47 percent of middle managers or supervisors and 42 percent of senior associate level employees say they wish to follow a different path to achieve the same level of success as the women who are leaders at their current company. In contrast, respondents who now hold executive level jobs are more likely than respondents in other job categories (32 percent) to say they wish to emulate the career of a woman who is a leader at their current company.

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8
Strongly disagree Somewhat disagree Somewhat agree Strongly agree Dont know

Ambition Gap
Survey respondents viewed a short clip of Facebook, COO Sheryl Sandberg discussing what she calls the ambition gap between men and women at the personal level. Sandberg argues that one of the reasons more women do not become highlevel corporate executives is that women are less ambitious than men. Using moment to- moment analysis of their responses to Sandbergs statement, majorities of men and women agree with Sandbergs assessment. Nearly 70 percent of women and 65 percent of men agree with Sandberg when she describes the advancements women have made in educational attainment and mid- level jobs. Agreement drops slightly when she describes the slowdown in progress at the top levels of management and the idea of an ambition gap, but 60 percent of men and women agree with her statement.

In a followup question, 61 percent of college-educated Millennial men and 54 percent of women agree somewhat or very strongly that an ambition gap is one of the reasons more women are not serving as high level executives or CEOs. This impression increases with age and 62 percent of 29-31-year-olds, 56 percent of 26-28-year-olds, and 52 percent of 22-25-year-olds agree that more women are not CEOs or high level executives because women are less ambitious than men. Respondents with college degrees are more likely than those with advanced degrees to agree with Sandbergs view (66 to 61 percent). Table 7 Sandberg argues that there is an ambition gap in the United States that one of the reasons more women are not CEOs or high level executives is that men are more ambitious than women in the workplace. How strongly do you agree or disagree with that statement? Women w/o kids 11.8 30.2 45.6 7.4 5.2 Mothers 14.8 24.7 40.1 18.5 1.9 Men w/o kids 11.3 24.5 43.6 13.8 6.9 Fathers 5.4 18.9 44.1 29.7 1.8

Millennials agree with Facebook COO Sheryl Sandbergs argument that women have not made more inroads at the upper levels of management because they are less personally ambitious than men.

Among these college- educated Millennials, men, and especially fathers, are more likely than women to agree that an ambition gap exists and helps explain why more women do not hold high level jobs. Seventy- four percent of fathers agree somewhat or very strongly with Sandbergs argument. Men without kids (57 percent) and mothers (59 percent) are about as likely to agree with the ambition gap argument. A majority of women without kids also agree with Sandbergs viewpoint (53 percent), although they are the least likely to do so (42 percent disagree). Across job categories, executives (74 percent), middle managers or supervisors (62 percent), and the self-employed (62 percent) are more likely to agree with Sandberg than entrylevel (56 percent) or senior associate level (54 percent) employees.

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Advice for Retaining & Advancing Millennials

1 2 3 4 5

Let Millennials know that their work matters. *A Bentley intern in a major company loved her summer job because once a week she would visit other departments that used her work. She ultimately learned the impact of her work on the companys ability to serve its customers which made her feel valued. Provide flexible work arrangements for both men and women so they can spend time with their families. Offer parental leave in a way that both parents feel their jobs are still secure. *Microsoft offers paternity leave that can be taken all at once or spread over time so fathers can spend time with the family when it is most critical. Take an interest in the individuals career aspirations by hiring and supporting/sponsoring for career success. And, in doing so, create a work family that will be rewarded with loyalty to the company. Create multiple paths to and timeframes for reaching leadership positions.

The Bottom Line: Companies that demonstrate that they value their employees as whole people with full lives, not just as employees, will be more likely to retain and advance talented women.

THE CENTER FOR WOMEN AND BUSINESS at Bentley University is the source of practical, effective solutions to the challenges posed by a multicultural, multigenerational workplace that includes a growing number of women. We offer our business partners a combination of innovative research and real-world insight to help develop an inclusive work environment in which women are supported, retained and advanced, to the benefit of all companies that compete in the global marketplace. At the same time, we educate and prepare current and future business leaders - both men and women - to succeed in a world where diversity and inclusion are business imperatives. Visit us at cwb.bentley.edu to learn more.