cwb millennial report updated 11.20l

8/22/2019 CWB Millennial Report Updated 11.20l

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FOUNDING CORPORAE PARNER

MILLENNIALSIn the Workplace


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Te Millennial Work Ethic

Long-erm Aspirations and Expectations

Career Aspirations

Sel-Assessments o Character and Job Perormance

Opportunities and Challenges to Career Advancement

Leadership Among Millennials

Women in the Workplace

Ambition Gap

able o Contents

2

34

56

78

1

27

2

4

9

12

16

20

23


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An online surveyo 1,000 college-educated Millennial adults reveals a group o workers eager to bothchallenge the status quo and nd stability through a long term commitment to their employers.

Challenges lie ahead or companieslooking to retain and advance thenewest generation o workers, butcompanies willing to meet thosechallenges can expect big payosin the orm o a well-educated,hardworking, and loyal workorce.

While these young adults dont dismiss the negative stereotypes circulating about their generation, these Millennialrespondents see themselves as condent, ambitious, and willing to make sacrices to get ahead. Tey do not,

however, want to be orced to give up what matters to them most or career success. Respondents want to workhard, but they also want to work dierently.

Tis study examines:

1 Darshan Goux, PhD was the primary author o this study or the Center or Women and Business. Te 1,000 college educatedrespondents to an online survey were selected randomly rom an online panel o over 1.4 million Americans born since 1981.

Millennials in the Workplace1

JOB SECURITY

FAMILY ABOVE

CAREER

AUTHENTICITY

Page 1

Is this the Occupy Wall Street generation or aretodays young adults eager to join the corporate world?

How does work t into Millennials livesand what are their long term aspirations?

How will motherhood impact thesewell-educated womens proessional aspirations?

How have tough economic times infuencedMillennials attitudes to work and their career goals?

Center or Women and Business


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1Te Millennial Work Ethic

Collegeeducated Millennial respondents share a mostly negative assessment o theirgenerations work ethic, but their evaluations o their own proessional skills andtraits are high. Presented with several messages describing the Millennial generationsattitude toward work, a majority o respondents agree that too many members otheir generation just cant accept that you have to work hard to earn praise andrecognition. (able 1) In a split sample, 59 percent o respondents agree with this

negative stereotype. Only 41 percent o respondents agree that the bad rap Millennialsoen get in the workplace reects a dierent set o priorities and that this age groupcares more about making a dierence in the world than individual success at a jobRespondents who are Hispanic (72 percent), Asian (69 percent), Black (65 percent)parents (68 percent), and men (65 percent) are especially likely to agree more withthe negative stereotype o their generation and to disagree that their generation ismotivated by a desire to have a positive impact on the world.

In a second split sample, nearly hal o all respondents agree their peers arent willing to sacrice control over theirown personal ulllment just to achieve success at a job (48.5 percent), but, by contrast, a majority (51.5 percent)agrees more with the negative stereotype o their generation. However, a majority o respondents who are women(54 percent), not parents (52 percent), Black (52 percent), selemployed (58 percent), or unemployed (60 percent)agrees more with the positive assessment that their generational work ethic is dened by the desire or exibilityand personal ulllment in the workplace.

able 1

Generational Identity

Negative Stereotype

Members o the Millennial generation may be better educated than previous generations, but when it comes towork they have a lot to learn. odays young adults grew up with over protective parents, who were araid to letthem ail or experience disappointment. oday, too many young people just cant accept that at work, you haveto work hard to earn praise and recognition. Instead, Millennials act entitled and have to be babysat in the work-

place in order to perorm. Tey 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 Dierence

Members o the Millennial generation have a dierent set o priorities than previous generations. Tey believe thatworking together to make a dierence in the world is more important than individual success at a job. For todays youngadults, success isnt about ame or who has the biggest paycheck. While older Americans tend to see the world througha cynical and selocused lens, Millennials think globally. With arreaching social networks and the power o newtechnologies, they are optimistic they can have a positive inuence on the world and that they are part o the solution.

Agree | Split Sample 1: 40.7

Authenticity and Selulllment

Members o the Millennial generation have a dierent set o priorities than previous generations. What seems likelaziness is really evidence that they arent willing to sacrice control over their own personal ulllment just toachieve success at a job. odays young adults want exibility to explore their own interest and develop their ownidentities, liestyles, and skills. Tey grow impatient with situations that they nd stiing, and they resent it whenthe demands o work take away rom their personal lives.

Agree | Split Sample 2 48.5

Page 2Center or Women and Business


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Most collegeeducated Millennials

share a negative view o their peers

work ethic, but women are morelikely to say their peers simply arent

willing to cede control o their

personal lives to the demands o a job.

While a majority o respondents expresses a negative viewo their generations work ethic, they agree by a wide marginthat their attitudes are a reection o the times. Nearly allMillennials surveyed (94 percent) agree their generation doesnot support the status quo when it comes to the current modelo economic and career success. (able 2) Having come o agein the time o corporate bailouts, the recession, and the housingcrisis while struggling with personal debt and nding a job

94 percent o these collegeeducated respondents agree theirgeneration is questioning the rules o the game and asking themselves what is the best use o my heart and mind?A plurality (43 percent) says this experience motivates them to create a career in which they dene success orthemselves 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 eel drivento create a career according to their own rules and denition o success.

On the other hand, 36 percent o respondents agree their generation is questioning the status quo but say theexperiences o the last decade mean we need to work together to challenge the power o corporations and otherspecial interests. Mothers are more likely than other women or men to say we need to challenge corporate power.Only 15 percent o respondents say they agree with the statement but eel helpless to do anything about it, and just

six percent o Millennials surveyed disagree with the argument that their generation is dissatised with the statusquo.


able 2

Members o the Millennial generation have learned rsthand that too ofen honest, hard work is not rewarded.While corporations and CEOs guilty o unethical behavior receive government bailouts and big bonuses, todaysyoung adults are struggling with massive college debt and nding a job. Tey have watched their parentslose their pensions, and many young people are stuck with homes that are worth less than they paid or them.Afer a lietime o working to get into college and then to get the right job, Millennials are looking aroundasking themselves, is this really the best use o my heart and mind? At the end o the day, will all the eort and

sacrices I have made be worth the reward? Tis generation isnt lazy, it is questioning the rules o the game.

Agree

Tis is why I eel driven to create a career that allows me to workaccording to my own rules and denition o success.

43.2

Tis is why we need to work together to challenge the power ocorporations and other special interests.

35.8

But, this is the way things have always been and always will be.

Teres not much I can do about it.

14.5

otal Agree Disagree

93.5 6.5


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2Longerm Aspirations and Expectations

Career success is important,

but personal values take

precedence over proessional

goals. Te importance o these

values only increases with age.

While a plurality o Millennial respondents says they eel driven to create a career thatallows them to work according to their own rules and denitions o success, a majoritysays their personal values outweigh their need or proessional accolades. (able 3) Bya wide margin, respondents agree the statements knowing I am making a dierencein the world is more important to me than proessional recognition (84 percent), mywork environment will be more important than the size o my paycheck (79 percent)

and my personal lie will take priority over my proessional goals (77 percent) applyto them very or somewhat well.

Te relative importance o these personal values increases with age. Among 2931yearolds, the oldest o the Millennials surveyed, 38 percent say the statement my personalie will take priority over my proessional goals applies very well to them (versus 28percent o 2225yearolds who say this). Similarly, 38 percent o 2931yearolds saythe statement knowing I am making a dierence in the world is more important to me

than proessional recognition applies very well to them (versus 33 percent o 2225yearolds). Te shi in thedegree to which Millennials ascribe these statements to themselves appears to be tied to shis in their amilystatus, as married respondents (46 percent) and parents (45 percent) are much more likely to say, or example, the

statement my personal lie will take priority over my proessional goals applies very well to them.

able 3

How well does the ollowing statement apply toyou?Answer: Very well

otal Single Married Parents

Knowing I am helping to make a positivedierence in the world is more important to methan proessional recognition.

33.9 29.7 40.4 41.0

My personal lie will take priority over my

proessional goals.

31.9 23.4 46.2 45.4

My work environment will be more importantthan the size o my paycheck.

21.6 19.6 24.5 24.2

Millennial respondents aspire to successul careers, but they place ahigher premium on the success o their personal lives. (able 4) Sixtyvepercent o respondents say being successul in a high paying career orproession is either one o the most important things in their lives or veryimportant but not the most important thing in their lie (25 percent sayit is the most important thing in their lives). Men (33 percent) are much

more likely than women (20 percent) to say a high paying career is oneo the most important things in their lives. Te relative importance o

career success also diminishes with age; with 29 percent o 2225yearolds saying success in a high payingcareer is one the most important things in their lives and only 19 percent o 2931yearolds sharing thisview. Notably, Millennials employment choices reect these values with 45 percent o executives and only6 percent o homemakers, who plan to go back to work, saying success in a high paying career is one othe most important things in their lives.



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able 4

How important is each o the ollowing to you personally?Answer: One of the most important things in my life

otal Men Women

Having a successul marriage 62.7 52.6 70.4

Being a good parent 56.7 51.9 60.4

Owning your own home 36.1 36.5 35.8

Helping other people who are in need 28.0 30.0 26.5

Being successul in a highpaying career or proession 25.3 32.8 19.7

Living a very religious lie 24.2 22.3 25.6

Having lots o ree time to relax or do things you want to do 24.0 24.4 23.7

Becoming amous 7.4 3.3 5.1

While career success is important to Millennials, amily lie is central to their longterm aspirations. A majority o respondents say having a successul marriage (63percent) and being a good parent (57 percent) are among the most important thingsin their lives when they think o the goals they value. Women are more likely thanmen to say having a successul marriage (70 versus 53 percent) and being a good

parent (60 percent versus 52 percent) is one o the most important things in theirlives. Despite, these gender dierences it is important to emphasize that majoritieso 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 steptoward reaching that goal.

Suggesting the challenges businesses may ace as more and more members o thisamilyoriented generation become parents, 62 percent o respondents say spendingas much time as possible with your children is one o the most important aspectso being a good parent. In contrast, only 10 percent o respondents say achievingyour own proessional goals, as an example or your children is an important part

o being a good parent. Women (70 percent) are much more likely than men (52 percent) to say spending as muchtime as possible with your kids is key to being a good parent. Respondents who hold executivelevel positions (46percent) and Asians (46 percent) are less likely than other groups to say spending as much time with your kidsas possible is one o the most important aspects o being a good parent. Notably, parents are more likely thannonparents to say prioritizing your children over your career goals is important to being a good parent (32 to 27percent).


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While these Millennials identiy time spent as the key element o good parenting,they also agree that ensuring your amilys nancial security (40 percent) anddemonstrating the value o hard work to your children (37 percent) are centralto 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 nancial security as central to good parenting. Respondents withadvanced degrees (41 percent) and homemakers (44 percent) are more likelyto say being a good parent includes demonstrating the value o hard work toyour children.

Men and women tend to have dierent views about whowill be the primary breadwinner in their homes over the

longterm, but with motherhood, womens expectations

shi dramatically aligning more closely with mens.

Among this collegeeducated group o Millennials, men and women hold very dierent views about who will bemost responsible or paying the bills in their household over the long term. Nearly seven out o ten men surveyed (68percent) say they expect to be the primary breadwinner in their household over the long term. About hal as manyMillennial women see the uture the same way, with just over a third (35 percent) saying they expect a partner orspouse to be the primary breadwinner in their home. Perspectives on being equal contributors are similarly askew.Only 25 percent o men say they expect a spouse or partner to contribute equally to their household income, whilea plurality o women (44 percent) say they expect to contribute equally with a spouse to their household income.



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Expectations o breadwinner status shi dramatically with age and parenthood. (Figure 2) Younger respondentsare much more likely to anticipate that they will be equal contributors to their household incomes than their olderbrothers and sisters. Forty-one percent o 2225-year-olds, 35 percent o 2628-year-olds, and 31 percent o 29-31-year-olds say they expect to be equal contributors with a spouse to their household income over the long term.

Notably, this shi seems to be more closely tied to shis in womens attitudes, as they become mothers than tochanges in marital status. Marital status is more closely linked to changes in expectations that a spouse will bethe 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, 34percent married). Perhaps reecting their doubts about nding a partner or spouse, single respondents are muchmore likely than married respondents to say they expect to be the primary breadwinner in their home in the longrun (46 to 33 percent). And, single respondents are much less likely than married respondents to say they expecta spouse or partner to be the primary breadwinner (16 to 34 percent).



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Expectations o earning potential vary across dierent demographic groups. Hispanic (58 percent), Black (53percent), and Asian (50 percent) respondents are much more likely than White respondents (39 percent) to saythey 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 toanticipate 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 tosay they expect their spouse or partner to be the primary income earner in their household.

Parenthood dramatically realigns womens expectations o their earning potential. A plurality o Millennial womenwho have not had kids say they expect to contribute equally with a spouse or partner (48 percent), and only 31percent o women without kids say they expect a spouse to be the primary income provider in their households.With motherhood, however, those estimations o the uture shi. Fortysix percent o mothers say they expecta spouse or partner to be the primary breadwinner (a 15 point shi) and only 32 percent o mothers expectto contribute equally with a spouse (a 16 point shi). In contrast, motherhood seems to have no eect on theexpectations o women who expect to be the primary income earners in their amilies, with 23 percent o mothersand 21 percent o 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 theirhousehold incomes (20 to 27 percent). Men become more likely to say they will be the primary income earners intheir amilies once their children are born (rom 67 to 71 percent). Altogether, respondents expectations that theywill be able to share equally with a partner when it comes to their amily nances drops by 12 points (rom 39 to27 percent) when they become parents.



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3Career Aspirations

A majority o collegeeducated Millennials say they would

be interested in working or a corporation someday,

and only a third think corporations and big businessshould have less infuence in the U.S. than they do today.

While Millennial respondents may not be satised with the status quo when it comesto the current model o economic and career success, this does not necessarily meanthey are anti-business or even uninterested in working or corporations. In act, 72percent o respondents say they would be somewhat or very interested in workingor a corporation or big business someday, and only a third o all respondents (33percent) say they would like corporations to have less inuence in the United States

than they do today. Tirty-six percent o respondents say they are satised with the current level o corporateinuence in the United States. Women are slightly less likely than men (68.6 to 76.3 percent) to say they areinterested in working or a corporation and are more likely than men to say that corporations should have lesspower 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 orthe long run.

Tere is good news or companies concerned with retaining Millennialworkers, with a plurality o respondents (48 percent) reporting that theirideal career path would include working or only one or two companies(Figure 3) Given a list o possibilities or their ideal career, more Millennialrespondents say they would like to work or only one or two companiesin their lives than any other option given. Only 15 percent o respondentssay their ideal career would include working or many companies.

Millennial men are only slightly more likely than Millennial women (51 to 46 percent) to say they hope to workor only one or two companies. Interest in working or only a ew companies is consistent across the age range

o respondents, although single respondents are more likely than married respondents to say they want to workor only one or two companies (51 to 44 percent), and athers (45 percent) are much less likely than men withoutkids (54 percent) to choose working at only one or two companies as part o their ideal career path. Interestinglyexecutives (43 percent) and the sel-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 wouldinclude working or only one or two companies.

Flexibility to ulll their

personal aspirations is

key to this generations

career goals, especially

among women.

Te dierences between men and womens career aspirations divergeamong other potential job benets. For women, taking time o to raisetheir children and then reentering the workorce is the next most citedcareer aspiration (43 percent). Mothers (56 percent) are more likely

to mention taking time o to raise their kids as an important part otheir ideal career path than any o the other potential options. But,importantly, nearly oneinour Millennial women (38 percent) who arenot yet mothers say that taking time o to raise their kids is an important part o their ideal career path, too. Whiletime o to raise their children is a higher priority among young women, Millennial men also express an interestin being able to take time away rom work to raise their kids. Nineteen percent o athers and 14 percent o menwithout children say taking time o to raise their children is an important part o their ideal career path.



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Further suggesting that womens aspirations are not tied to a traditional career path, 40 percent o Millennialwomen say their ideal career would include working rom home at some point. Again, mothers (51 percent) aremore likely than women without children (37 percent) to express interest in working rom home. ImportantlyMillennial men are also thinking about non-traditional career paths. One-third o men (33 percent) also say thatworking rom home would be part o their ideal career. And, 48 percent o men say in their ideal career they wouldstart their own business or be sel-employed someday. More than one-third (35 percent) o Millennial women saythey would like to sel-employed during their careers.

Executives surveyed are more likely than other respondents to say they are interested in being selemployed or starting their own business someday (59 percent to 32 percent o entry level and 38 percento senior associate level employees). Millennials enthusiasm or working in government or or a nonprot organization (20 percent) is low, although women (25 percent) are almost twice as likely as men (13percent) 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 Millennialsindicate that exibility is a high priority or them. (Figure 4) A majority o respondents saythe ability to set their own hours (70 percent), being able to work rom home (60 percent),and being able to take time o or emergencies (95 percent) is somewhat or very important

to them. Te relative importance o this exibility only increases with age.

Respondents most value

jobs that create longtermnancial security and that

maximize and oster their

skills.


In addition to exibility, Millennial respondents say that theyvalue jobs that allow them to ensure their amilys nancialsecurity and that oster and utilize their talents and skills.Choosing three items rom a list o potential benets to ajob beyond paying the bills, a plurality o respondents sayensuring my amily's nancial security or the long run bybuilding wealth (47 percent) is an important benet. (Figure5) Women are more likely than men (49 to 44 percent) and


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Center or Women and Business

Executives are more likely than respondents holding other jobs to say that they value a job that gives them anopportunity to lead in an organization (22 percent). Only 18 percent o mid-level managers or supervisors, 11percent o senior associate level employees, and 10 percent o entry- level employees say they value a job that givesthem the opportunity to lead. In contrast, executives are slightly less likely than other employees to say they value ajob that helps them secure their amilys longterm nancial security (39 percent to 45 percent o middle managers44 percent o senior associate level employees, and 49 percent o entry level employees).

Beyond nancial rewards, Millennials say they value a job when their skills and talents are ostered and utilized.Te relative value o these benets shi with age, but a plurality o respondents agree that they value a job thatgives 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 theirskills than the oldest Millennials surveyed (41 percent o 22-25-year-olds to 38 percent o 26-28-year-olds to 33percent o 29-31-year-olds). In contrast, Millennials ages 2931 are more likely to say they value a job that rewardstheir hard work with praise and recognition (33 percent to 23 percent o 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 buildtheir skills (41 to 33 percent), that maximizes their skills and talents (37 to 32 percent), that helps improve thelives o others (35 to 25 percent), and that ullls their intellectual curiosity (31 to 26 percent). In contrast, men aremore 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).

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parents are more likely than respondents without kids (51 to 45 percent) to say that creating longterm nanciasecurity is an important potential benet o a job.

Notably, sel-employed Millennials place less value on the nancial security a job oers than their counterparts,

with only 36 percent o these respondents saying that ensuring their amilys nancial security is an importantbenet to a job. Rather, the sel-employed are as likely to say they value a job that allows them to be creative (44percent), maximizes their skills and talents (44 percent) and ullls their intellectual curiosity.


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4Sel-Assessments o Character and Job PerormanceWhile Millennials give their peers mixed reviews when it comes to work, they oermostly positive assessments o their own personality traits and skills. Tese positivesel-evaluations carry across subgroups o this population, including by gender(Figure 6) On a scale o zero to ve where a ve means describes me very well anda zero means not at all, the average response or every trait measured (with theexception o eminine) was above a three.

Respondents are more likely to selidentiy as being authentic than a host o othercharacter traits including being sel-condent, collaborative, visionary, or willingto take risks. On a zero to ve scale, where a ve means a trait applies very wellto me and a zero means it does not apply at all to me, 36 percent o respondentsrated authentic a ve with an average rating o 4.03. Men (36 percent) and women(36 percent) are as likely to say that the authentic trait describes them very wellTe 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 ve. Tirty- threepercent o 22 to 25-year-olds and 35 percent o 26 to 28-year-olds gave this rating.

Authenticity is central

to Millennials personalidentities.

Center or Women and Business Page 12


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0 20 40 60 80 100

Technical skills

Knowledge of the business

Ability to build relationships

Communication skills

Ability to influence decisions

Ability to motivate my team

%

Figure 7How wou ld you rate your performance compared to those of your peers at work? Very well

Women

Men

Respondents are more likely to selidentiy as being authenticthan a host o other character traits including being sel-condent, collaborative, visionary, or willing to take risks.On a zero to ve scale, where a ve means a trait applies verywell to me and a zero means it does not apply at all to me, 36percent o respondents rated authentic a ve with an averagerating o 4.03. Men (36 percent) and women (36 percent) areas likely to say that the authentic trait describes them very well.

Te oldest Millennials, those ages 29 to 31, are more likely thantheir younger counterparts to say authentic describes them very well, with 40 percent giving authentic a veTirty-three percent o 22 to 25-year-olds and 35 percent o 26 to 28-year-olds gave this rating.

Women are as likely to

say they are ambitious

and charismatic as men,

but they are slightly lesslikely to see themselves as

leaders, visionaries, sel-

condent, or willing totake risks.

Despite concerns that an ambition gap between men and women in theworkplace exist, women (25 percent) are just about as likely as men (28percent) to say that the trait ambitious describes them very well, andthe average rating is a 3.69 or both genders. In ollowup questions, 97percent o men and women say being called ambitious by a supervisorwould be a positive evaluation, and 94 percent o both genders say beingcalled ambitious by a amily member would be a positive evaluation

Similarly, Millennial women are about as likely as their male counterpartsto say that charismatic describes them very well (20 and 22 percentrespectively). 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), sel- condent (30 to 18percent), visionary (22 to 11 percent), and willing to take risks (23 to 13 percent) are traits that describe themvery well. Te average sel-assessments made by men on these traits are slightly higher than womens ratings,reecting these dierences. Still, women do say these traits describe them airly well (with a majority giving them athree or a our on the scale), but they are less likely than men to say these personality traits describe them very well



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Millennials give themselves high scores in the workplace, as well. (Figure 7) A majority o respondents, who areemployed, rate their own job perormance as being above or equal to that o their peers at work. Fewer than 10percent o Millennials say their job perormance is below that o their peers in each category measured. In mostcategories, men are more likely than women to say their job perormance is above that o their peers, and menssel-evaluations are higher in ve o the six categories measured. Majorities o Millennial men say their technicaskills (55 percent) and knowledge o the business (50 percent) are above those o their peers. While pluralities oMillennial women say their own communication skills (48 percent) and technical skills (46 percent) are abovethose o their peers at work. Womens evaluations o their communication skills are the only category in which

their sel-assessments are more positive than those o mens.

Millennial respondents condence in their job perormance only increases with seniority. For example, 45 percento entrylevel associates surveyed say their communication skills are above those o their peers. Senior associatelevel 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 o their peers.

Personal assessments o job perormance reviews do not change much with age in most categories. Tat is, a22-year-old Millennial is about as likely as a 31-year-old Millennial to say she is better able to motivate her teamthan her peers (36 percent and 38 percent, respectively). However, older respondents are more likely than theiryounger counterparts to describe their ability to inuence decisions (43 percent) and their knowledge o thebusiness (48 percent) as being above average.

Just as amily is central

to their private lives,

amily support is keyto Millenials career

aspirations.

When it comes to ollowing through on their career goals, amily iscentral to the Millennial generation. (able 5) Respondents report thattheir parents, especially their mothers, and their spouses or partnersare the individuals most likely to encourage them to pursue their careergoals. Tirty-three percent o respondents say their partner or spouse isthe person who most encourages them proessionally, while 25 percentsay it is their mother and 16 percent their ather. Only 5.5 percent orespondents say the individual who encourages them the most is

someone at work, like an employer, colleague or mentor. Pluralities o 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 proessionally(25 percent and 24 percent, respectively), but men are about ve points more likely to say their athers give themthe most proessional support (19 to 14 percent).

able 5

Te person who MOS encourages me to pursue myproessional aspirations is

Single Married otal

My mother 31.5 14.51 24.8

My spouse/partner 19.2 55.94 32.9

My ather 16.4 14.5 16.0My sibling 11.9 5.0 9.4

A colleague at work 7.3 1.3 4.9

An employer or supervisor 3.2 1.6 2.5

Other 2.5 0.8 1.8

eacher 2.2 1.1 1.7

A mentor at work 2.2 1.9 2.1



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Not unexpectedly, marital status is closely associated with whether a parent or a partner is an individuals leadingcareer cheerleader. Single respondents are much more likely to say their mothers (31.5 percent) or athers (16.4percent) give them the most career encouragement. In contrast, a majority o married respondents (56 percent)say their spouse or partner gives them the most encouragement when it comes to their proessional aspirationsPerhaps reecting the higher proportion o unemployed respondents among the young Millennials surveyed, theunemployed 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 aparent gives them the most proessional encouragement (25 percent mother, 17 percent ather). Notably, executives

surveyed are more likely to say their athers give them the most proessional encouragement (26 percent) thantheir mothers (24 percent) or a partner or spouse (20 percent).

Millennials say recognition at work is

more likely to come in the orm o oral

praise than nancial compensation,written acknowledgement, or as a

promotion or special assignment.

Te employed say they receive at least some positive recognitionor the work they do at their current jobs. A clear majority (57percent) reports receiving positive recognition only some o thetime, and just over a third o employed respondents (35 percent) saythey oen receive positive recognition at work. Sixty-ve percento respondents who receive at least some positive recognitionat work say that recognition is most likely to come verbally, as

oral praise. Respondents are as likely to report receiving nancial compensation (11 percent) as written praise (11

percent).

Recognition in the orm o 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 mostoen recognized by oral praise (74 to 54 percent). Whereas men are almost three times as likely as women to saythey receive nancial compensation (17 to 6 percent). Men are also more likely than women to say they receivespecial opportunities (7 to 4 percent), awards (7 to 3 percent), and promotions (5 to 3 percent).



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5Opportunities and Challenges to Career Advancement

Millennials will make sacrices

that impact their personal livesto achieve career success, but

parenthood and age decrease

their willingness to do so.

Despite their negative assessments o their generations work ethic, most Millenniarespondents indicate an individual willingness to work hard and make personalsacrices to ensure their career success. (Figure 8) o achieve career success, amajority o respondents say they are very or somewhat willing to take a lateral moveor the experience or connections they would make (84 percent), to travel requently(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 payingor unpaid job or internship or experience/connection (53 percent). Millennials aremuch less willing to endure unpleasant conditions on the job, with only 30 percent orespondents somewhat or very willing to work in an unpleasant work environment toachieve career success.

However, women are less willing than men to make personal sacrices to achievesuccess. Mothers are particularly unwilling to make these sacrices, but even women without children are lesslikely than their male counterparts to express willingness to take a number o the steps that might be necessary orcareer success. Mothers (54 percent willing) and women without children (66 percent willing) are less likely thanathers (76 percent willing) and men without kids (77 percent willing) to say they are willing to travel requently.

Similarly, both groups o women are less likely than men to say they are willing relocate, work long hours, orwork in an unpleasant work environment. Hal o all athers say they are willing to work in an unpleasant workenvironment to achieve career success (versus 42 percent o men without kids, 27 percent o mothers, and 17percent o women without kids).



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Gender dierences are less pronounced when it comes to respondents willingness to take a lateral move or acceptan internship or lower pay or the experience and connections. For example, a majority o women with andwithout children say they would take a lateral move or the connections or experience (79 percent and 84 percentrespectively). Parents o both genders are more willing than respondents without kids to put children in daycare orhire a nanny to achieve career success (64 percent o athers willing, 59 percent o mothers willing).

Age also impacts Millennials willingness to take some o the steps that might help them achieve career successWhereas majorities o Millennial respondents ages 22 to 28 say they are willing to work long hours or take a lower

paying job or internship, a majority o the respondents ages 29 to 31 years old say they are unwilling to make thesesacrices (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 o achieving their careergoals, three circumstances rise to the top o Millennials list. A plurality(44 percent) o respondents say trouble nding a job is the principalcircumstance making it difcult to achieve their career goals. (Figure 9)rouble nding a job is the top barrier to career success cited across age,race, and most job types. Both genders cite trouble nding a job as the

biggest obstacle to their career goals, but women are ten points morelikely than men (48 to 38 percent) to say this. Suggesting dissatisactionwith their current jobs, 40 percent o Millennials with jobs say troublending a job is getting in the way o career goals. Interestingly, Millennials

Beyond their rustrationswith the job market today,

proessional networking

is the biggest obstacle to

career success cited by

this socially connectedgeneration.

holding senior associate level positions are more likely to cite the second most mentioned obstacle overall, lack oa network and connections as the biggest challenge to their career goals.



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While the online social networking o this generation is well documented, that virtual connectivity has nottranslated to their proessional lives. Tirty-three percent o respondents say it is the absence o a network andproessional connections that hold them back rom achieving career success. Women (34 percent) are only slightlymore likely than men (32 percent) to say a weak network is holding them back proessionally. Tis challenge doesnot appear to improve with age or work experience, with the oldest respondents (32 percent o 29- 31-year-olds)about as likely as the youngest respondents (36 percent o 2225-year-olds) to attribute their trouble getting aheadto poor proessional connections. And, while the likelihood that individuals will attribute trouble getting ahead toa weak proessional network steadily diminishes with the number o years at a job, even those respondents who

have been at their current jobs or ve or more years (28 percent to 38 percent o those who have had their jobsor a year or less) are more likely to mention weak proessional networks than any other obstacle except troublending a job.

Further reecting the tough economic times in which they have come o age and the realitieso the nancial burden a college degree oen coners, the third most cited obstacle toachieving their career goals is personal debt. Tirty-one percent o Millennial respondentssay personal debt is the most serious challenge to their proessional success. Personal debtis one o the top three barriers to career success cited across gender, age, race, and incomecategories.

Importantly, mothers surveyed are as likely to say that trouble nding adequate childcare (41

percent) as trouble nding a job (40 percent) is getting in the way o their career goals. Nearlya quarter o athers (22 percent) say adequate childcare is a challenge to their proessionalgoals. Fathers are more likely to mention personal debt (30 percent) and poor proessionaconnections (30 percent) than trouble nding a job (24 percent) as getting in the way o theircareer goals.

Adequate childcare remains aleading barrier to career success

or both mothers and athers.



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Tirty-three percent o Millennials say a ear o ailure is the personal characteristic that most gets in the wayo their career success. (Figure 10) Men (30 percent) are slightly less likely than women (35 percent) to say earo ailure hinders their career goals. Older Millennials (30 percent o 29-31-year-olds) are less likely than theiryounger brothers and sisters (36 percent o 22-25-year-olds) to say ear o ailure is the personal characteristic thatis most challenging to their proessional success.

Respondents are also very likely to say that difculty promoting themselves (30 percent), difculty networking (30percent), and their desire to avoid conict (27 percent) get in the way o their proessional achievement. Men and

women are about as likely to mention the desire to avoid conict as a career obstacle (27 percent each). Womenare slightly more likely than men to say difculty networking (31 to 27 percent) and promoting mysel (32 to 29percent) are a challenge to my career success. Tese challenges show little decline with age.



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6Leadership Among Millennials

Te majority o collegeeducated Millennials hope to become a leader at work somedaySeventy-eight percent o Millennials say the sentence I aspire to a leadership role inwhatever eld I ultimately work, applies somewhat or very well to them. Men are11 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. wenty-sixpercent o 29 to 31-year-olds, 29 percent o 26 to 28-year-olds, and 34 percent o

22 to 25-year-olds say the sentence, I aspire to a leadership role in whatever eld Iultimately work, applies to them. Notably, this decline does not seem to be tied totheir personal lives. Millennials, who have settled down through marriage or withkids 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 (78percent) or have no children (76 percent) to say that aspirations or a leadership roleat work describe them somewhat or very well.

A majority o respondents

sees themselves as a leader

and say they aspire to a

leadership role at work

someday.

Similarly, 53 percent o Millennials rate the word leader a our or ve on ascale o zero to ve, where a ve means the trait describes me very well anda 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 describesthem very well (27 percent), but athers are more likely than men withoutkids (29 to 23 percent) to say the word leader describes them very well.

Family members andsupervisors at work are

each as likely to have

encouraged respondents

to take on leadership roles.

When it comes to taking on leadership roles, Millennials are about as likelyto say a amily member (26 percent) as a manager or supervisor at work(25 percent) encouraged them to do so. Encouragement rom a manageror supervisor to take the lead becomes slightly more pronounced withage (28 percent o 29-31-year-olds versus 24 percent o 22-25-year-olds),while encouragement rom a amily member to take the lead diminishes

slightly (24 percent o 29-31-year-olds versus 27 percent o 22-25-year-olds). When it comes to who encourages Millennials to take on a leadership role dierences across gender areminimal. 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 amily member encouraged them to take thelead. In contrast, entry-level employees (26 percent) and executives (33 percent) are more likely to say a amilymember than a supervisor encouraged them to take a leading role. Respondents are much less likely to say a riend(16 percent) or ellow 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. (Figure11) Respondents are about as likely to say they took on a leadership role to advance their careers (17 percent), tolearn/build their skills (16 percent), to help others they know (14 percent), to have an impact on issues importantto them (14 percent), and to inuence how things get done in a group (12 percent). Te relative importance othese goals uctuates by a ew points across age and gender, but no clear pattern emerges. Te biggest dierence inwhat has motivated men and women to lead is that men are about ve points more likely than women to say theopportunity or nancial 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 saythey took on a leadership role to inuence 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 (18percent) than any o the other goals cited.


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Among respondents who say they aspire to a leadership role in whatever eld they ultimately work, a plurality(20 percent) say the opportunity to advance their career was a key motivating actor (versus 7 percent who donot aspire to leadership). In contrast, a plurality o 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 aleadership role (versus 13 percent o those who do aspire to a leadership role). In both cases, the opportunity tolearn and build their skills is next most cited reason.


When it comes to what stands in the way o Millennial respondents taking on leadership roles, time is the mostrequently cited obstacle. (Figure 12) Altogether, 34 percent o respondents say that taking on a leadershiprole would take too much time away rom other aspects o their lives, whether that is time rom their otherresponsibilities (17 percent) or their private lives (17 percent). Older respondents are especially likely to mentiontime as a barrier to assuming leadership roles. Among 29- to 31-year-olds, the time leadership would take romtheir other responsibilities (21 percent) and rom their personal lives (19 percent) are the biggest drawbacks toleadership.

Despite their desire toserve as leaders at work,

Millennial respondentsare hesitant to take on

the added stress and time

commitments leadership

requires.

Millennials also say that the stress and pressure to succeed could get in theway o their taking on leadership roles (17 percent). Pressure to succeed isespecially challenging to the youngest respondents (20 percent), those withonly a college degree (19 percent), Hispanic (18 percent), and Asian (22percent) respondents.


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Women are slightly more likely than men to say time away rom their other responsibilities (19 to 15 percent), thepressure to succeed (19 to 14 percent), and not liking being in the spotlight (18 to 14 percent) are the chie reasonsthey 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 rom their personal lives is the main reason they would not assume a leadershiprole (20 to 14 percent). Men are slightly more likely than women overall to say the time leadership would take romtheir personal lives (18 to 15 percent) and ear o alienating their riends (7 to 3 percent) are the main reasons theywould not want to take on a leadership role.



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7Women in the Workplace

Women business leaders

are seen as compromising

their authenticity and

amily lie to achievesuccess.

able 6

Women who are CEOs or leaders in the business world

Answer: Agree

otal Mothers Women w/o kids

Probably DO have an active social lie 68.4 69.0 69.1

end to hide their emininity in order to t in with otherbusiness leaders

60.7 63.6 64.2

Are less likely to have children o their own 56.4 61.1 52.7

Remind me o women I know personally 50.5 54.6 60.5

Probably NO NO have time to be as good a mother asthey could be

52.4 61.1 47.3

Probably DO NO have many riends at work 35.7 37.7 33.8

Collegeeducated Millennial respondentssay women who become leaders in thebusiness world likely have active sociallives, but they agree their personal livesmay be more challenging. (able 6) Teseviews o womens leadership, coming rom

a group that identies amily lie and

A majority o respondents agree that women who are CEOs or leaders in the business world probably have activesocial lives (69 percent), and 64 percent disagree that these women probably do not have many riends at workWomen business leaders are not unamiliar to respondents a majority o these Millennials agree that women whoare leaders in business remind them o women they personally know (50.5 percent). On the other hand, one-in- sixrespondents agree that women leaders tend to hide their emininity in order to t in with other business leadersWhen it comes to motherhood, 57 percent o Millennials surveyed say women who are leaders in the businessworld are less likely to have children o their own and 52 percent agree they probably do not have time to be asgood a mother as they could be.

Overall, these attitudes do not vary much by gender. So, or example, majorities o both men and women agree thatwomen in business remind them o women they know personally, but women (53 percent) are slightly less likelythan men (56 percent) to hold this view. Te sharpest gender dierence comes in estimations o just how emininewomen in business can be. Sixty-our percent o women and 56 percent o men agree that as leaders in business,women to tend to hide their emininity in order to t in.

personal authenticity as central aspects o their personal identities and aspirationssignal a challenge to businesses that wish to retain and promote the women o thisgeneration in coming years.



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Parenthood and marriage, however, are closely associated with dierences in howMillennials evaluate women business leaders. Among these college-educated Millennialrespondents, mothers and athers, in particular, are more likely to accept some o thestereotypes that have been associated with women business leaders. And, this does notseem to be associated with unamiliarity. Mothers, or example, are more likely thanwomen without kids to say women business leaders remind them o women they know (61to 51 percent). Respondents who are married, are more likely than singles to say womenbusiness leaders tend to hide their emininity to t 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). Mothersare more likely than women without children to agree that women who are businessleaders are less likely to have children o their own (61 to 53 percent) and probably do nothave 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 o their own (67to 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, athers are more likely than mothers or other men or women without children to say that women businessleaders probably do not have many riends at work (49 percent).

It is not clear rom this data whether or not these dierences between parents and non- parents reect the eectso parenthood and marriage or a dierent set o underlying social values. It could be that respondents who choseto start amilies in their twenties or early thirties are more conservative than their single or childless peers. Forexample, 54 percent o respondents who say they expect a spouse to be the primary breadwinner in their amiliesalso say that women who are business leaders do not remind them o women they personally know. However, thedata suggest the dierences are at least somewhat attributable to lie experience. For example, 55 percent o 29 to31-year-olds agree women business leaders probably do not have time to be as good o a mother as they could be,while 49 percent o 22-25-year-olds and 51 percent o 26-28-year-olds hold this view.

Interestingly, those respondents most likely to work with women businessleaders hold views similar to those o parents and married respondentsStrong majorities o executives agree women business leaders are less likely

to have kids o their own (75 percent), to hide their emininity to t in (64percent), and to not have enough time to be as good a mother as they could

Among their peers, men

and women are seen

making equal advances at

work.

be (62 percent). A plurality o executives agree women business leaders probably do not have many riends at work(49 percent). In contrast, entry-level employees are less likely to agree that women business leaders do not havekids o their own (51 percent), hide their emininity to t in (58 percent), do not have enough time to be as gooda mother as they could be (47 percent), and not to have many riends at work (31 percent).

Notably, a majority o Hispanic (53 percent) and Black (50 percent) respondents disagree that women whoare business leaders probably do not have enough time to be as good a mother as they could be. Hispanic (64percent) 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 o women they know. Similarly,

among respondents who say they expect to be equal breadwinners with their partner, a majority disagrees thatwomen who are business leaders probably do not have enough time to be as good a mother as they could be (55percent disagree).



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At their own places o work, hal o the employed respondents agree that among their peers, men and women areequally likely to advance at their current job (50 percent), while 37 percent say their male peers are more likelyto 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. Tis experience on thejob only increases with age, as 54 percent o 29 to 31-year-olds say women and men are equally likely to advance(compared to 47 percent o 26-28-year-olds and 49 percent o 22-25-year-olds). College graduates (39 percent) arenine points more likely than respondents with an advanced degree to say they see more men advancing at work (39to 30 percent). Tese observations are stable across dierent levels o seniority. A plurality o executives, middle

managers, senior associate level employees and entry-level employees say promotions among their peers are equalbetween men and women, with just over a third o respondents in each category saying men are more likely toadvance than women. No one reports more women than men being promoted.

A majority o employed respondents say they see women in leadershiproles at their current companies. However, most respondents do notwish to emulate the career paths o these women. Among employedrespondents, 84 percent report that there is a woman in a leadershiprole at their current company (42 percent several women, 41 percentat least one woman). But, Millennial respondents do not seem to seethese women as role models, at least when it comes to emulating their

Few Millennials wish to

emulate the career paths

o the women leaders atwork.

careers. Only 20 percent o employed respondents who report that there is one or more woman in a leadershiprole at their current company also say they hope to emulate the career path o at least one o these women. Overallmen (21 percent) and women (20 percent) are about as likely to hope to emulate the career path o a womanwho is a leader at their current company, but men without kids are the most likely to say this (22 percent). Asianrespondents (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 o a woman who is a leader at their current company.



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Altogether this is bad news or the presence o emale role models in the workplace. When one takes intoconsideration all o the survey respondents who are not eligible to answer this question respondents who areunemployed, who are homemakers who wish to reenter the workorce, or who are employed but say there are nowomen in leadership roles at their current job - this means that only 14 percent o the college educated Millenniawomen and 16 percent o the college educated Millennial men surveyed are currently working at a job with awoman in a leadership role whose career they wish to emulate.

Nearly onein-ve Millennial women who work at companies with women in leadership roles (17 percent) saythey have no wish to become leaders at their current jobs. Tis 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 withoutkids (12 percent), or athers (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 rom a lack o selcondence. Ratheras the earlier sel-assessments o their personal traits suggests, respondents are quite condent in their abilitiesOnly 4 percent o women and 6 percent o men, who work at companies with women in leadership roles, say theyadmire these women leaders but do not personally have what it takes to achieve the same level o success.

Rather, a plurality o the Millennials surveyed, who work at jobs with women leaders, say they hope to achievethe same level o success but plan to ollow a dierent path to get there (38 percent). Mothers are 10 points morelikely than women without kids (43 to 33 percent) to say they hope to achieve the same level o success as thewomen who are leaders at their company but do so by ollowing their own path. Fathers and men without kids

are about as likely as mothers to say they plan to ollow a dierent path to reach the same level o success (41 to 42percent). Fortytwo percent o Black respondents also say they hope to achieve the same level o success but planto ollow a dierent path to get there (versus 33 percent o Hispanic, 33 percent o Asian, and 38 percent o Whiterespondents).

Many respondents say they recognize the sacrices women in leadership at their companies may have made to getahead and that they admire these women but do not want to make the same sacrices to be successul. Interestinglyathers (28 percent) are the most likely to say this statement comes closest to their view. Nearly one out o everyour women without kids say they admire the women leaders at work but do not want to make the same sacricesto be successul (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 sacrices to be successul.Looking at the eects o seniority, 47 percent o middle managers or supervisors and 42 percent o senior associatelevel employees say they wish to ollow a dierent path to achieve the same level o success as the women who areleaders at their current company. In contrast, respondents who now hold executive level jobs are more likely thanrespondents in other job categories (32 percent) to say they wish to emulate the career o a woman who is a leaderat their current company.



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8Ambition Gap

Survey respondents viewed a short clip o Facebook, COO Sheryl Sandberg discussingwhat she calls the ambition gap between men and women at the personal levelSandberg argues that one o the reasons more women do not become highlevelcorporate executives is that women are less ambitious than men. Using momentto-moment analysis o their responses to Sandbergs statement, majorities o men andwomen agree with Sandbergs assessment. Nearly 70 percent o women and 65 percent

o men agree with Sandberg when she describes the advancements women have madein educational attainment and mid-level jobs. Agreement drops slightly when shedescribes the slowdown in progress at the top levels o management and the idea o anambition gap, but 60 percent o men and women agree with her statement.

Millennials agree with Facebook

COO Sheryl Sandbergs argument

that women have not made moreinroads at the upper levels o

management because they are less

personally ambitious than men.

In a ollowup question, 61 percent o college-educated Millennialmen and 54 percent o women agree somewhat or very stronglythat an ambition gap is one o the reasons more women arenot serving as high level executives or CEOs. Tis impressionincreases with age and 62 percent o 29-31-year-olds, 56 percento 26-28-year-olds, and 52 percent o 22-25-year-olds agree that

more women are not CEOs or high level executives because women are less ambitious than men. Respondents withcollege degrees are more likely than those with advanced degrees to agree with Sandbergs view (66 to 61 percent).

able 7

Sandberg argues that there is an ambition gap in theUnited States that one o the reasons more womenare not CEOs or high level executives is that men aremore ambitious than women in the workplace. How

strongly do you agree or disagree with that statement?Women w/o kids Mothers Men w/o kids Fathers

Strongly disagree 11.8 14.8 11.3 5.4

Somewhat disagree 30.2 24.7 24.5 18.9

Somewhat agree 45.6 40.1 43.6 44.1

Strongly agree 7.4 18.5 13.8 29.7

Dont know 5.2 1.9 6.9 1.8

Among these college-educated Millennials, men, and especially athers, are more likely than women to agree thatan ambition gap exists and helps explain why more women do not hold high level jobs. Seventy- our percent o

athers 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 o women without kids alsoagree 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 sel-employed(62 percent) are more likely to agree with Sandberg than entrylevel (56 percent) or senior associate level (54percent) employees.



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Te Bottom Line: Companies that demonstrate that they value their employees as whole peoplewith ull lives, not just as employees, will be more likely to retain and advance talented women.

Advice or Retaining & Advancing Millennials

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 otherdepartments that used her work. She ultimately learned the impact o her work on the companys ability toserve its customers which made her eel valued.

Provide exible work arrangements or both men and women so they can spend time with their amilies

Oer parental leave in a way that both parents eel their jobs are still secure.*Microsof oers paternity leave that can be taken all at once or spread over time so athers can spend timewith the amily when it is most critical.

ake an interest in the individuals career aspirations by hiring and supporting/sponsoring or careersuccess. And, in doing so, create a work amily that will be rewarded with loyalty to the company.

Create multiple paths to and timerames or reaching leadership positions.

2

3

4

5

1


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HE CENER FOR WOMEN AND BUSINESS at Bentley University is the source o practical, eective solutionsto the challenges posed by a multicultural, multigenerational workplace that includes a growing number o womenWe oer our business partners a combination o innovative research and real-world insight to help develop aninclusive work environment in which women are supported, retained and advanced, to the benet o all companies

that compete in the global marketplace. At the same time, we educate and prepare current and uture businessleaders - both men and women - to succeed in a world where diversity and inclusion are business imperatives. Visitus at cwb.bentley.edu to learn more.

cwb millennial report updated 11.20l

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