Since 2015, McKinsey, in partnership with LeanIn.Org, has conducted annual research on women’s participation in the formal workforce. The latest edition, ‘Women in the Workplace 2025: India, Nigeria, and Kenya,’ draws on data from 324 organisations across the three countries—collectively employing 1.4 million people—to examine the workforce pipeline and organizational practices affecting gender diversity.
The report presents four key findings. First, the barriers women face differ across countries and stages of the pipeline. In India and Nigeria, attracting women into entry-level roles is a major challenge. India also sees the most significant drop from entry-level to manager positions, with women’s representation falling from 33 per cent to 24 per cent. “Although challenges persist as women move up in India, they are not as stark as those faced at the very start of women’s careers,” the report says. In contrast, Kenya struggles more with advancement into senior leadership.
“Women’s representation in senior leadership roles is ultimately low across all three countries, with less than 30 per cent of C-suite positions held by women,” the report says. But these figures are comparable to the US and Canada, where women hold 29 per cent.
Second, there are sectoral variations. In financial services, there is a relatively high representation of women at entry levels but a significant drop-off at senior leadership levels. In India, representation declines from 31 per cent at the entry level to 13 per cent at the C-suite. Healthcare shows similar, though less severe, attrition. Notably, the legal sector maintains higher-than-average representation throughout the pipeline.
Third, some organizational policies—such as mentorship programmes and flexible work arrangements—are more effective than others in promoting gender diversity, but only when properly implemented.
Fourth, measurement and accountability for gender outcomes remain weak across all three countries. Over 70 per cent of organisations do not monitor the efficacy or the participation rates of programmes.
To enhance gender inclusion in the workplace, employers can take three essential steps: diagnose, design, and monitor.
Diagnose: Organisations must first identify where gender disparities exist in their talent pipeline. Only two-thirds of companies currently track gender inclusion metrics, making it difficult to address challenges effectively. A focused analysis should pinpoint whether the issues lie in attracting, retaining, or promoting women at specific levels. This enables targeted interventions and helps deploy resources where they can make the most impact.
Design: Employers should evaluate existing policies for their presence, usage, and effectiveness. Leaders need to assess if these policies are actually reaching and benefiting the intended employee segments. If gaps persist, organisations should consider implementing new or more innovative measures. Adapting practices based on feedback and outcomes is critical for making meaningful progress.
Monitor: Effective implementation and regular tracking of policies are crucial. Only 15 per cent of corporate boards currently review gender diversity metrics, highlighting a need for stronger accountability. Gender equity efforts should be treated like any strategic business goal, with structured monitoring and transparent reporting.
An analysis of 77 private sector companies in India highlights a complex picture. Women face significant barriers at the entry level, with lower hiring rates, higher attrition, and fewer promotions. Men at the entry level are 2.4 times more likely to be promoted to managerial roles annually, while women are also 1.3 times more likely to leave.
Interestingly, the gender gap narrows at the middle and senior management levels. From the manager to VP levels, exit rates for men and women nearly equalize, and at the SVP level, more men than women exit. Women who persist past early challenges often remain longer and progress further.
Board-level representation for women is relatively higher, largely due to mandates under the Companies Act, 2013, and SEBI regulations requiring at least one woman director in listed companies.
In male-dominated sectors like pharmaceuticals, women represent only 11 per cent of entry-level roles, improving to 19 per cent in management and 31 per cent at the senior manager level—but dropping again to 13 per cent in the C-suite. Structural biases, demanding schedules, and travel expectations continue to hinder progress for many women.
Baseline policies such as safety, security, and bias mitigation are widely adopted across organizations and are notably more prevalent in companies with higher female representation. In many cases, government mandates have driven this progress. In India, Nigeria, and Kenya, regulations now require critical workplace protections like sexual harassment policies and grievance mechanisms, marking a significant step toward gender-inclusive environments.
“Moving toward gender parity is not just an aspiration; it is essential for a fair and inclusive workplace where all employees are supported to perform at their best every day,” the McKinsey report says. “By adopting these strategic steps, organisations can chart real progress on the journey to parity.”
There’s an opportunity for cross-country learning. Different sectors across India, Nigeria, and Kenya face unique challenges, but none are insurmountable.
The author is Director General, FICCI
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