2024 Gartner-AWESOME Women in Supply Chain Report - Flipbook - Page 24
Figure 13: Development, Recruiting Drive Early & Midcareer
Improvements; Inclusive Leader Development for Senior Levels
Reasons for Improvement at Each Level
Multiple Responses Allowed
Manager/Supervisor
(n=82)
Senior Manager
(n=70)
Director
(n=72)
Vice President
(n=53)
CSCO/Executive Level
(n=39)
Equipped leaders to think/act more
inclusively
48%
49%
47%
51%
54%
Improved development of women
41%
51%
53%
45%
26%
Improved recruitment of women
43%
40%
44%
38%
41%
Provided benefits that created a
more equitable work experience for
women
26%
26%
18%
8%
8%
Increased corporate investment in
gender equality/DEI strategy and
initiatives
21%
23%
29%
32%
36%
Added gender diversity metrics to
management scorecards
21%
27%
25%
25%
18%
Restructured talent processes to
mitigate bias
35%
29%
36%
36%
36%
1%
-
1%
4%
3%
Other
n varies, End-user Respondents who have seen improvement in these levels
QA14x.2. For each level(s) that has shown improvement, please indicate the top 3 reasons.
Source: 2024 Gartner/AWESOME Women in Supply Chain Survey
Reviewing the effectiveness of approaches by level in the organization, equipping all
leaders to think and act inclusively was most frequently cited as a top reason for
seeing improvement across levels, and particularly important for C-level improvement.
Improved development of women themselves was the biggest driver for improvement
at senior manager and director levels. Recruitment also drove improvements across
levels, particularly for director levels in the middle of pipelines. It9s encouraging to see
progress here given the findings highlighted in Figure 9 where mid-level roles are
turning over at a higher rate. Recruiting from the outside will be required to shore up
mid-pipeline health, along with attention to other EVP factors like compensation,
opportunity, and appreciation.
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