职场女性发展蓝图：打造让女性留任并蓬勃成长的职场环境+The+Women+at+Work+Blueprint：Building+a+Workplace+Where+Women+Stay+and+Thrive

Auhitepaper.MUY2025

ThevwomenatvworkBlueprintbykemp⃞co2

Thisisnotjustamomentaryshift;it’satrendthatthreatenstoundoyearsof

progressmadeingenderdiversity,talentretention,andbusinessinnovation.

Womenatallcareerstagesareoptingout,steppingdown,orseeking

alternativeworkarrangementsduetomountingchallengesthatworkplacesfailtoaddress.

Thisisnotanindividualissue;it’sa

systemicone.Withoutintervention,

businessesrisklosingtheirmostvaluableleaders,disruptors,andinnovators.If

companiesfailtoact,theywillfacetalentshortages,decliningengagement,and

weakerfinancialperformance.

Auwhitepaper.MUY2025

ThevwomenatvworkBlueprintbykemp⃞co3

E.xecutiue

summary

why'ThisMattersNOW

Here’sthereality:companiesthatcan’tadapttowhatwomen

actuallyneedaregettingleft

behind.We’renottalkingabouttickingdiversityboxesanymore.We’retalkingaboutbusiness

survival.

Touncoverwhysomanywomen

areleavingtheworkplaceand

whatcompaniesmustdoto

reversethistrend,weanalysed

datafrom1,562womenacross

differentindustriesandcareer

stages.Wesupplementedthiswithinsightsfromglobalworkforce

research,includingreportsfrom

McKinsey&Company,Deloitte,andResearchGate.

Thisreportdeliversconcrete,

actionablestrategiessoleaders

cancreateworkplacesthatdon’tjustattractwomen,butretainandempowerthem.

TheRealcostofDoingNothing

Beyonddoingtherightthing,

here’swhathappenswhenyougetthiswrong:

Highercosts→

Loseagoodwomanandyou’re

lookingupto200%ofhersalarytoreplaceher.That’sbeforeyou

counttheknowledgewalkingout

thedoor.

Weakerfinancialperformance→

Wanttoboostyourbottomline?Companieswithwomenin

leadershipsee21%betterfinancialperformance.That’snota

coincidence.

Talentshortages→

Whenwomenleavemid-career,theleadershippipelineweakens,

leadingtoalackofseniorfemaleexecutives.

Lowerengagement→

Employeesinorganisationsthatfailtoprioritisegenderequityare35%lesslikelytobeengaged.

Ontheotherhand,companiesthatgetthisrightwillsee:

Higherinnovation→

Diverseteamsdrivebetter

decision-makingandproblem-solving.

Increasedprofitability→

Gender-diverseleadership

correlateswitha35%higherreturnonequity.

Strongeremployerbrand→

Companiesknownforsupportingwomenattracttop-tiertalent.

Future-proofedworkforces

Addressingtheneedsofwomentodayensureslong-termbusinessresilience.

The

Headlines

Womenareleavingtheworkforce

duetostagnation,inflexibleworkenvironmentsandlackof

careersupport.

Genderbiasandcaregiving

responsibilitiescreatebarrierstoadvancement,forcingmany

womentoprioritiseflexibilityoverpromotions.

Companiesthatinvestinretentionstrategies—likeflexiblework,

leadershipdevelopment,and

equitablepayexperiencehigherengagement,innovation,and

financialperformance.

Auwhitepaper.MUY2025

43%

Nearlyhalfofwomenare

eyeingtheexitbecausetheycan’tseeawayup.That’snotapipelineproblem–that’saretentioncrisis.

Fourintenwomenare

frustratedbyoutdated

policiesthatdon’tfithowpeopleactuallywantto

work.Flexibilityisn’taperkanymore–it’sessential.

42%

Ignorethesewarningsignsandyou’relookingathigherturnover,disengagedteams,andmissedinnovation.

Thecompaniesthatactwillwinthetalentwar.

Thenumbersdon’tlie:companiesthatgetthisrightseebetterfinancialresults,strongerengagement,and

smarterdecisions.Thisisn’tjusttherightthingtodo–it’ssmartbusiness.

Wetalkedtothewomenwhoarethinkingaboutleaving.Wefoundoutwhythey’refrustratedandwhatwould

makethemstay.ThenweturnedthatintoactionsyoucantakestartingMonday.

Womenaretellingusexactlywhat’swrongandhowtofixit.Thequestionis:areyoulistening?

Beforewecan

addresswhywomenareleavingandhowtoretainthem,weneedtodefinewhowe’retalkingabout.

Thefemaleworkforceis

notamonolith,andthe

experiencesofwomen

varydependingoncareerstage,industry,and

background.However,keytrendsrevealthegroupsmostlikelytoleave

theworkplace.

Auhitepaper.MUY2025

.Agenverationof

highlyskilledi

prqfessionualsatrisk

FormerOperationsLead,RetailSector

Womencurrentlymakeupnearlyhalfoftheglobalworkforce,yettheyremainunderrepresentedinleadershiproles.

Manyofthesewomenarehighlyeducatedandambitiousandhavespentyearsbuildingtheircareers,yettheyarestillbattlingoutdatedworkplacestructuresthatdonot

accommodatetheirneeds.

Womenarenotleavingbecausetheylackabilityorambition,theyareleavingbecausetheyareforcedtonavigateenvironmentsthatarerigid,inequitable,andunsupportiveoftheirprofessionalandpersonalresponsibilities.

Auhitepaper.MUY2025

Thecareer

pinchpoints

Therearekeytransitionperiodsinawoman’scareerwhereattrition

ratesspike.

Mid-careerstagnation

Womenintheir30sand40softenfindthemselvesstalled,unabletoprogressduetobiasedpromotionprocessesandalackofsponsorsadvocatingfortheiradvancement.

Leadershipglassceiling

Evenamongthosewhostay,fewmakeitintoexecutiveroles.

Womenholdjust25%ofC-suite

positions,andforwomenofcolour,thisnumberdropsdramatically.

FinanceDirector,Fortune500Company

Parenthood&caregiving

Manywomenleaveorshiftto

lower-payingrolesafterhaving

childrenduetoinflexiblework

structuresandalackofsupportforworkingparents.

ProjectManager,ConsultingFirm

Latecareerexits

Thecombinationofpayinequity,

lackofleadershiprepresentation,

andtheaddedburdenofcaregivingforbothchildrenandageingparentsleadstohigherburnoutandearly

workforceexitrates.

Diversitywithin

women's

experiences

Here’swhatwegetwrong:treating

‘women’likeonebiggroup.Thereality?A25-year-oldengineerfacesdifferentchallengesthanaworkingmotherinher40s.Differentwomen,different

problems,differentsolutions.

Male-dominatedindustries

Inindustriesliketechandfinance,womendon’tjustfacetheglassceiling–they’redealingwith

unconsciousbias,boys’club

networks,andcareerpathsthatseemdesignedtoexcludethem.

SeniorMarketingManager,TechIndustry

Womenofcolour

Womenofcolouraren’tjustfightingonebattle–they’refightingseveral.Fewermentors,biggerpaygaps,

andevenlesschanceofbeing

noticedforleadershiproles.It’stimeweacknowledgedthefullpicture.

Workingmothers

Here’sastatthatyoushouldworryyou:workingmothersaretwiceaslikelytodownshiftorleavewhen

youcan’tofferflexibility.That’stalentwalkingawaybecauseofoutdatedthinking.

LGBTQ+Women

LGBTQ+womenfaceadoublehit:

genderbiasplusdiscrimination

aroundtheiridentity.They’reless

likelytoadvance,morelikelytofeelexcluded.We’relosingbrilliant

peoplebecausewe’renotcreatingspaceswheretheycanthrive.

ThevwomenatvworkBlueprintbykemp⃞co

Awhitepaper.MUY2025

Awhitepaper.MUY2025

LackofCareerProgression

Manywomenstruggletomoveupthe

careerladderduetobiasinpromotionsandlimitedleadershipopportunities.

43%

42%

InflexibleWorkArrangements

Arigid9-to-5culturemakesitdifficultforwomentobalanceworkwithcaregivingresponsibilities.

32%

LackofSupportforSkillDevelopmentWithoutmentorship,training,and

sponsorship,womenfeelstalledintheirprofessionalgrowth.

15%

GenderBiasandDiscriminationWomenstillfaceunconsciousbiasinleadershipperceptions,paygaps,andfewersponsorshipopportunities.

Auwhitepaper.MUY2025

Auhitepaper.MUY2025

ThevwomenatvworkBlueprintbykemp⃞co12

Thecareer'fumilytrude-qff

IwasonceaskedinaninterviewifIplannedtohavechilcren.IwishIhacdwalkecloutthenandthere,butatthetime,Ijustsmiledandsaid,

'That'snotrelevanttothisrole'

SeniorEngineer,AutomotiveSector

Manywomenfeeltheymustchoosebetweencareerprogressionandfamilylifeduetoalackofstructuralsupportforworkingparents.Withoutaccessto

flexibleworkarrangements,affordablechildcare,andfairparentalleave

policies,womenincreasinglyfeeltheironlyoptionsaretoleavetheworkforce,reducetheircareerambitionsorforgohavingchildrenentirely.

ImpactonBusiness

Companiesthatfailtosupportworkingparentsrisklosingexperiencedemployees,

wideninggendergapsinleadership,andcontributingtotalentshortages.Givendecliningbirthratesinmanydevelopedcountries,thefutureworkforceisalreadyshrinking—

meaningbusinessescannotaffordtolosetheskilledemployeestheyalreadyhave.

Employersmustnormaliseflexiblework,redesignparentalleave

policies,andoffercareerre-entrypathwaystoensurewomendon’tfeeltheymustchoosebetweentheircareersandpersonallives.

Businessesneedtofuture-prooftheirworkforcestrategiesby

prioritisingtalentretentionanddevelopmentnow,ratherthan

scramblingforsolutionswhenlabourshortagesbecomemoresevere.

!

Auhitepaper.MUY2025

ThevwomenatvworkBlueprintbykemp⃞co13

vwhyvwomencan'tFindtheMentorsTheyNeedl

Ispentthefirsttenyearsofmycareertryingtofindafemalementor.whenIfinallydid,

everyrthingchanged'.HavingsomeoneadvocateformewasthereasonImadeitinto

leadership."

VPofProduct,SaaSCompany

Here’swhatwefound:74%ofyoungwomencan’tfindfemalementorswholooklikesuccess.Withoutsomeoneshowingthemthepath,howcanweexpectthemtonavigateit?Thisisn’tjustaboutfairness–it’saboutpipeline.Womenwithout

mentorsarelesslikelytopushforpromotions,takeonhighvisibilityprojects,ordeveloptheexecutivepresenceyourbusinessneeds.

lmpactonCareerGrowth

Withoutmentors,womengetstuck.Theydon’tpushforbigprojects,don’tgetnoticedforpromotion,anddon’tdeveloptheconfidencetolead.Yourtalentpipelinesuffers

becausenoone’sshowingthemhowtoclimb.

!

Stoptalkingaboutmentorship–startdoingit.Buildprogrammesthatactuallyconnectwomenwithleaderswho’llfightfortheir

advancement.Nomorebox-tickinginitiatives.

Makeitformal.Makeitpartofleadershipdevelopment.Makeitcount.

Auhitepaper.MUY2025

ThevwomenatvworkBlueprintbykemp⃞co14

Thecostofcaregiving

Womenarestillexpectedtoshoulderthemajorityofcaregivingresponsibilities,

whetherforchildren,ageingparents,orfamilymemberswithadditionalneeds.Thiscreatesasignificantcareerpenalty,aswomenwhotakecareerbreaksorrequestflexibleworkareoftenoverlookedforpromotionsandhigh-impactprojects.

ImpactonWomen’sCareers

Womenwhotaketimeoffforcaregivingoftenstruggletore-entertheworkforceatthesamelevel,leadingtolowerlifetimeearningsandfewerleadershipopportunities.

Companiesshouldofferreturntoworkprogrammes,jobsharing

options,andperformanceevaluationsthatrewardimpactoverhoursworkedtoensurecaregivingresponsibilitiesdonotbecomea

careerdisadvantage.

!

Auhitepaper.Mauy2025

ThewvomenatvworkBlueprintbykemp⃞co15

Thebottomline

Womenarenotleavingtheworkforcebecausetheylackresilienceorcapability.Theyareleavingbecauseworkplacesarenotevolvingfastenoughtomeettheirneeds.Ifbusinessesfailtoadapt,theyrisklosingtoptalent,weakeningtheirleadership

pipeline,anddiminishinginnovation.

Careerprogressionopportunities

Transparentpromotionpathways,leadershiptraining,andmentorship.

Work-lifeintegration

Flexibility,hybridwork,andsupportforcaregivingresponsibilities.

Faircompensationandbenefits

Equalpay,accesstopaidparentalleave,andfinancialsupportforcaregiving.

Inclusiveworkplaceculture

Organisationsthatactivelyaddressgenderbias,createsafereportingmechanisms,andchampionwomeninto

leadershiproles.

AstrategicResponse

onesizeloesnot.fitall

Womenarenotahomogenousgroup,andthereforeblanketpoliciesoftenfailtoaddressthenuancedchallengesthat

Insight

differentwomenface.Womenwhogettailoredcareer

supportare35%morelikelytostay.That’sthedifferencebetweenkeepingtalentandwatchingitwalk.

Managerialactionpoints

TailoredCareerPathways

Bintheone-size-fits-allleadershiptrack.SomewomenwanttobeCEOs,otherswanttobethebestengineersinthecompany.Createpathsthatmatchtheirambitions,notyourassumptions.

PersonalisedLearning&Development

Givewomenthetrainingtheyactuallywant,whentheywantit.Matchthemwithmentorswho’vewalkedtheirpath,notjust

anyonewho’savailable.

FlexibleWorkOptionsThatActuallyWork

Hybridworkisjustthestart.Thinkcompressedweeks,part-time

leadershiproles,project-basedwork.lfitworksforthebusinessandtheperson,makeithappen.

BespokeBenefitsPackages

Onepersonneedschildcare,anotherneedssabbaticalleave,

someoneelsewantsmentalhealthsupport.Stopofferingthe

samebenefitspackagetoeveryoneandstartaskingwhatpeopleactuallyneed.

ROI

Companiesthatinvestinpersonalisedcareergrowthandbenefitsseehigherengagement,lowerattrition,andamorecommitted

workforce.

(et(interlpersonal:

culturematters

Insight

Manywomenleavebecausetheyfeelunseen,unheard,orundervalued.Ourdatarevealsthatwomenwhohaveaccesstostrongmentorshipand

inclusiveleadershipare40%morelikelytostaylong-term.

HeadofStrategy,FinancialServices

Managerialactionpoints

Mentorship&SponsorshipProgrammes

Assignhigh-potentialwomenbothamentorandasponsor—

mentorsforguidanceandsponsorstoadvocateforpromotions.

InteractiveLeadershipDevelopment

Moveawayfromgenerictraining—hostpeerlearningcircles,real-

worldleadershipsimulations,andcross-functionalprojectstobuildconfidenceandskills.

Eliminate'CulturePenalties’

Womenwhotakeparentalleave,optforflexiblework,orstepbackforcaregivingshouldnotbepenalisedinperformancereviews—

adjustevaluationcriteriaaccordingly.

Regular,CandidFeedback

every

Movebeyondannualreviews—conductinformalcheck-insquartertoensurewomenfeelvaluedandknowtheir

careertrajectory.

Companieswithstrongmentorshipandsponsorshipprogrammes

ROI

seehigherpromotionratesforwomen,increasedjobsatisfaction,andlowerturnover.

stoppingthebrokenrung:promotion⃞leadlership

iisibility

Insight

Womenarenotbeingpromotedatthesamerateasmen.Only81womenarepromotedforevery100men,

creatingalong-termleadershipgap.

Managerialactionpoints

FixtheFirstPromotionGap

Ensurethatentry-levelwomenarepromotedatthesamerateasmen,topreventlong-termdisparities.

High-VisibilityAssignments

Activelyassignwomentohigh-profileprojectsandleadershipopportunitiesthatfast-trackcareers.

TransparentAdvancementCriteria

Publishclear,measurablepromotionpathwayssothatwomenknowexactlywhatisrequiredforleadershiproles.

LeadershipAccountability

Tiemanagerperformancereviewstogenderequityprogress—leadersshouldbeevaluatedbasedontheirroleinadvancingwomen’scareers.

ROI

Closingthepromotiongapearlyleadstoastrongerleadershippipeline,betterretention,andimproveddiversityatseniorlevels.

Flexibilityuithoutpenalty

flexibleworkleadstostalledcareersorfewerpromotions.

InsightWomenoverwhelminglyvalueflexibility,yetmanyfeelthat

Managerialactionpoints

Setflexibilityasthenorm

Createpoliciesthatmakeflexibleworkthedefault,notan

exception.Womenshouldnothavetorequestpermissiontoworkhybrid,compressed,orflexiblehours.

Performance-basedevaluations

Shiftfrommeasuringhoursworkedtooutputandimpact—thisensuresthatwomeninflexibleworkarrangementsare

fairlyevaluated.

Job-Sharing&Part-TimeLeadershipRoles

Offerseniorrolesonapart-timeorsharedbasistokeeptoptalentinthebusiness.

PromoteFlexibleWorkforEveryone

Ifonlywomentakeadvantageofflexibility,itreinforcesgenderedcareerpenalties—encouragementousetheseoptionstoo.

ROI

Companiesthatembracetrueflexibleworkseehigherretention,increasedproductivity,andbettergenderbalanceinleadership.

paytransparency⃞cquity:cndlingthegenderpaygap

Insight

Wanttoknowthefastestwaytolosegoodwomen?Letthemfindoutthey’rebeingunderpaid.Becausetheywillfindout,andtheywillleave.

HRBusinessPartner,ManufacturingIndustry

Managerialactionpoints

ConductRegularPayAudits

Runpayauditseverysixmonths.Findthegaps,fixthemimmediately,andtellpeopleyou’vedoneit.

PubliciseSalaryBands

Stoptheguessinggames.Publishsalarybandssoeveryoneknowsexactlywhatrolespay.Transparencybuildstrust.

RemoveSalaryNegotiationBias

Setfairoffersfromthestart.Don’tmakepeoplenegotiateforwhatshouldbestandard.You’llavoidbiasandhirebetterpeople.

TieLeadershipBonusestoPayEquity

Putyourmoneywhereyourmouthis:tiemanagerbonusestoclosingpaygaps.You’llbeamazedhowquicklythingschange.

ROI

Companiesthatprioritisepaytransparencyandequityseehighertrust,increasedretention,andstrongeremployerbranding.

Inclusiveculture:stop

(ienudlerBiasBeforeitstarts

Here’swhat’shappeninginmeetingroomsacrossthe

Insight

country:womengetinterruptedmore,theirideasgetstolen,andthey’releftoutoftheconversationsthatmatter.Bothobviousbiasandtheunconsciousstuffarekillingcareers.

Managerialactionpoints

BiasTrainingforLeadership

Ensureallmanagerscompleteregulartrainingonrecognisingandaddressinggenderbias.Traineverymanagertospotandstop

genderbias.

EqualSpeakingTimeinMeetings

Trackwho’stalkinginmeetings.Ifit’snotbalanced,fixit.Simpleasthat.

FairPerformanceReviews

Makesurereviewpanelsaren’tallmen.Checkthelanguageyou’reusing–callingwomen‘helpful’whenyou’dcallmen‘strategic’for

thesamebehaviourisn’tfair.

CreateaSafeReportingCulture

Givewomensafewaystoreportbias.Thenactuallydosomethingaboutitwhentheydo.

ROI

Companiesthatembedgender-inclusivepractice

Finaltukeauays:uhatcompaniesmustdlonou

Businessesthatwanttostoptheexodusofwomenfromthe

workforceneedtoactdecisively.Here’swhatleadersmustdotoday

BiasTrainingforLeadership

Ensureallmanagerscompleteregulartrainingonrecognisingandaddressinggenderbias.

2

EqualSpeakingTimeinMeetings

Embedflexibleworkasaculturalnorm,ensuringitdoesn’tnegativelyimpactcareerprogression.

3

Launchstructuredmentorshipandsponsorship

programmestoacceleratewomenintoleadership.

4

Holdmanagersaccountableforadvancingfemaletalent—tiediversitygoalstoleadershipevaluations.

5

Rebuildworkplaceculturetoeliminategenderbias,increasetransparency,andcreatetrulyequitablecareerpaths.

inclusive,.flexible,andequitable.

Companiesthatleadthischangewillwinthewarfortalent,buildstrongerteams,anddriveinnovation.

NOW

Thedepartureofwomenfromtheworkforceisn’tjustatrend—it’sawake-upcall.

Companiesmustrethinkoutdatedpolicies,challengeingrainedbiases,andmakebuildingtrulyinclusiveworkplacespartoftheirlong-termstrategies.

companiesmustanticipateandproactivelyaddressthechallengeswomenfaceateverystageoftheircareers.

Thisisn'taboutreactiveorone-timefixes,it'sabouttransformingworkplacesto

accommodatelong-termcareersuccessfor

Prioritisementalwell-being—lntegratementalhealthresourcesandburnoutprevention

programmesintoemployeebenefits.

Redesignleadershippipelines—Ensurehigh-

potentialwomenareactivelyincludedin

leadershipdevelopmentinitiativesandreceivethevisibilitytheyneedtoadvance

Championwomenatalllevels—Activelyhighlightfemalesuccessstoriesandnormalizewomeninleadership.

Buildingagender-inclusiveworkforcerequiresexpertguidance.

companiesshouldbringinspecialists,

trainers,andadvisorstocreatesustainab