As we once again commemorate International Women’s Day, it’s a good time  to reflect on the advancement or otherwise of women’s experiences in the workplace since last year’s study.  HiBob’s 4th annual US Women Professionals in the Workplace survey looks at areas where progress has been made and where more work is needed to support women in building thriving, equitable careers.  It provides key insights into the current state of affairs, informed by the perspectives of both men and women. 

Conducted in December 2024, HiBob’s survey captures insights from 2,000 full-time professionals—51% women and 49% men—aged 25 and older, working in hybrid or in-office environments throughout 2024. The survey provides valuable insights into workplace dynamics and helps guide meaningful discussions among business leaders about women’s professional experiences.

Recent industry studies by leading consulting firms have highlighted persistent challenges faced by women in professional settings. For instance, McKinsey & Company’s “Women in the Workplace 2024” report reveals that women’s promotion rates have remained relatively stagnant, with only 81 women promoted for every 100 men in 2024, indicating a persistent “broken rung” in the corporate ladder. 

Similarly, Deloitte’s “Women @ Work 2024: A Global Outlook” report emphasizes that many women continue to experience non-inclusive behaviors and challenges with hybrid working, underscoring the need for more supportive workplace cultures. 

Our own findings this year provide a comprehensive look at the challenges and opportunities facing women in today’s professional landscape in the areas of recognition and development, inclusion, work-life-balance and future expectations.

Key Takeaways

 Mentorship and Tech Opportunities Still Elusive for Women

Career advancement for women is hindered by gaps in mentorship, upskilling, and inclusivity. Women face limited access to mentors and tech training, with less than half of organizations offering programs to prepare them for future roles. Gendered motivations for office attendance highlight the impact of presenteeism: women prioritize daily work visibility, while men focus on leadership visibility. This conflicts with women’s preference for flexibility, like a four-day workweek, and may lead to a more short-term career approach compared to men. Men also show greater confidence and are more likely than women to switch jobs for mentorship opportunities.

Cultural and Policy Gaps disproportionately affecting Women more

Workplace equity remains elusive, with women facing persistent challenges. Limited flexibility, inadequate re-entry programs, and minimal family support policies hinder their ability to balance professional and personal responsibilities. Women also report lower confidence in performance evaluations and greater barriers to leadership, highlighting systemic biases.

Desire for Flexibility is Here to Stay

The data highlights a strong and consistent demand for workplace flexibility, with nearly half of respondents (48%) favoring a four-day workweek and 41% willing to switch employers for flexible hours. Women slightly outpace men in preferring a four-day week, while men are marginally more willing to move jobs for greater flexibility. Interestingly, women are less likely than men to believe RTO policies affect their work-life balance, possibly feeling they must tolerate the change, while men appear more confident in embracing flexible work benefits. Despite these preferences, actual job turnover remains low, suggesting that flexibility could be a key factor in fostering retention and satisfaction.

Women Are Worse Off Overall When it comes to Work-Life-Balance

Overall, women continue to face greater challenges in achieving work-life balance, reporting lower satisfaction levels and higher concerns about future conditions compared to men. Unique pressures such as caregiving responsibilities and burnout disproportionately affect women, while men express more optimism, often tied to financial stability and technological advancements.

Women Continue to Face a Recognition and Reward Gap in the Workplace

The survey highlights a persistent gender disparity in promotions, pay raises, and performance recognition. While 34% of men reported receiving a promotion in 2024, only 22% of women did, and similar gaps exist for pay raises and benefits. This trend extends to confidence levels, with men consistently reporting higher perceptions of being valued by managers and coworkers.

1. Career advancement opportunities for women remain hindered by systemic gaps in mentorship and upskilling

The motivations for going into the office differ subtly between men and women, reflecting broader perceptions of career progression and the lingering influence of presenteeism. 

Women appear to value the visibility of their day-to-day work and the opportunity to connect with colleagues and managers, suggesting a need to assert their presence and contributions in environments where their efforts might otherwise be overlooked. Men, on the other hand, often cite visibility to leadership as a key motivator, reflecting their confidence in leveraging face time for career advancement.

Interestingly, more men than women believe that their company’s RTO policies will negatively impact their work-life balance this year.

These patterns reveal that presenteeism—the idea that being physically present in the office equates to productivity and commitment—still holds sway, particularly in how employees perceive their opportunities for advancement. 

Men appear more confident in their ability to work remotely without sacrificing recognition, likely bolstered by their existing advantages in pay, benefits, and promotions. In contrast, women may feel a greater need to be physically present in the office to avoid invisibility and ensure their contributions are acknowledged.

Women’s focus on proving their contributions and men’s emphasis on leadership visibility highlight the persistent weight given to in-office interactions in shaping career trajectories. It could be an indication of differing levels of confidence.  Men feel confident working remotely, trusting they’ll still receive recognition, as reflected in pay, benefits, and promotions. In contrast, women fear invisibility if they don’t go to the office, highlighting differing confidence levels.

For there to be equity in career progression, organizations must ensure that remote and hybrid workers, particularly women, are equally recognized and rewarded for their contributions, irrespective of physical presence.

Career advancement opportunities for women remain hindered by systemic gaps in mentorship, upskilling, and inclusive workplace attitudes. While 7% of women report having a formal mentor at work, nearly an equal proportion (12%) express a desire for one, signaling untapped potential for organizations to provide meaningful support. Twice as many men (15%) say they have a mentor at work and only 9% express desire for one. Similarly 53% of women agree their employer actively promotes mentorship or sponsorship programs for women, while 68% of men claimed the same. Overall it would appear men seem to prioritize mentorship more than women with more willing to switch jobs for better mentorship opportunities.

The landscape for upskilling in automation and technology is equally concerning. With only 46% of organizations offering programs specifically aimed at preparing women for future tech roles, a significant portion of the workforce is left underprepared for evolving job demands. This gap not only limits women’s career trajectories but also widens the gender divide in critical and high-demand industries.

These inequities are compounded by workplace attitudes. Many women observe biases in leadership dynamics, as well as unequal valuation of their contributions. Additionally, a notable percentage report being made to feel uncomfortable due to their gender, highlighting persistent cultural barriers that stymie advancement. Women in leadership positions, who are vital role models for aspiring professionals, also encounter limited support structures, such as formal mentoring or tailored upskilling opportunities.

2. Workplace Inclusion Falls Short: Cultural and Policy Gaps Leave Women Behind

Despite the growing emphasis on workplace equity, significant cultural and policy gaps persist, disproportionately affecting women. Only 36% of women feel empowered to do their best work, and a mere 29% agree their organization provides flexible arrangements to support work-life balance. There is a clear empowerment issue among women. Especially if they aren’t energized by mentorship and leadership visibility.

These statistics suggest barriers women face in environments that fail to adapt policies to their unique challenges, such as caregiving responsibilities still exist. Alarmingly, 37% of organizations lack re-entry programs to support employees returning from caregiving breaks, leaving many women without the infrastructure needed to reestablish their careers

Men claim to experience their company’s value towards women through company culture (47%) and company values (51%). Whereas women claim to see their company’s attitude towards them through the visibility of their day-to-day work (38%). Only 28% of women see it via company culture.

When it comes to benefits, the picture remains similarly bleak. Fewer than half of companies surveyed offer extended paid maternity leave (42%) or shared parental leave (43%), and only 15% provide childcare-related benefits. These gaps in family support policies create additional hurdles for women attempting to balance professional and personal responsibilities.

Additionally, the results showed that only 12% of women claimed their company offers fertility treatments like IVF/egg-freezing assistance, and only 19% claimed their office had a designated pumping room/breastfeeding space. 

Employers need to better support women returning from caregiving breaks. Less than half offer extended paid maternity leave or shared parental leave, and only 15% provide childcare-related benefits.

Performance perception and access to advancement further reveal further inequities. Women report lower confidence in their manager’s evaluation of their performance compared to men, highlighting possible biases in how contributions are assessed. Additionally, men are more likely to feel their workplace values contributions equally, while women perceive greater obstacles in accessing leadership roles and development opportunities.

These findings reveal a notable link between women’s lower expectations for rewards and their confidence levels regarding how their performance is perceived in the workplace. While 67% of respondents overall strongly agreed they regularly do a good job, only 65% of women felt this way compared to 69% of men. Confidence in how managers and coworkers value their work followed a similar pattern: 60% of men strongly agreed that their manager believes they perform well, compared to 56% of women, and 58% of men believed their coworkers value their contributions versus 51% of women. 

These findings highlight a critical need for organizations to prioritize inclusive policies and practices. Providing robust family benefits, re-entry programs, and fair evaluation processes contribute to an environment where women feel valued and supported, paving the way for their empowerment and advancement. Without meaningful change, these gaps risk perpetuating inequalities and stalling progress toward a truly inclusive workplace.

3. Desire for Flexibility: A Key Driver of Workplace Decisions

The data suggests an interesting link between employees’ willingness to leave their jobs and the sacrifices they might make to achieve a four-day workweek. While only 4% of men and women reported quitting their jobs in 2024, and 5% plan to leave in 2025, a significant number expressed willingness to adapt their current work conditions for increased flexibility. Job turnover remains notably low, as many employees anticipate an improved work-life balance due to better financial stability this year.  

For instance:

• Shortened Workweeks as a Priority: Nearly 48% of respondents prefer a four-day workweek, indicating that flexibility is a critical driver of workplace satisfaction. This may act as a retention tool for employers who adopt condensed schedules.
• Sacrifices for Flexibility: Respondents were willing to accept changes such as:
  • Longer Workdays: Many would extend their daily hours to complete weekly tasks in fewer days.
  • Reduced Pay: A notable portion would agree to a prorated salary in exchange for a shorter week.
  • Career Trade-Offs: Some are open to delaying promotions or professional development opportunities for a better work-life balance.

The alignment between flexibility and job satisfaction suggests that offering a four-day workweek could mitigate the desire to leave, as employees may feel less compelled to seek new opportunities. Conversely, workplaces that resist adopting flexible policies may see increased turnover among those seeking this coveted benefit.

Organizations can leverage these insights by adopting or experimenting with four-day workweek policies, ensuring they remain competitive in attracting and retaining talent. Providing flexible options may reduce turnover intentions while fostering loyalty among employees who prioritize work-life balance.

Flexibility continues to be a major factor shaping workplace preferences, with nearly 48% of respondents favoring a four-day workweek and 41% willing to switch employers for flexible hours. Gender differences reveal intriguing trends—more women (26%) than men (22%) prefer a four-day workweek, while men (23%) slightly favor a five-day week compared to women (20%). Interestingly, 43% of men would consider changing jobs for greater flexibility, slightly higher than 40% of women.

Despite this focus on flexibility, job stability emerged as a strong trend. In 2024, both men and women reported quitting their jobs at a modest rate (4%), and only 5% of respondents from each gender planned to leave in 2025. Concerns about job security are also evenly distributed, with 5% of men and 4% of women fearing layoffs in the near future.

4. Women Face Greater Struggles with Work-Life Balance and Expect it to Get Worse in 2025

Work-life balance is a critical factor shaping employee satisfaction and productivity, yet the survey reveals it remains an area of disparity between genders. While 33% of respondents overall reported being “very satisfied” with their work-life balance and 44% expressed satisfaction, the data highlights that women are less likely to share this sentiment. Only 30% of women reported being “very satisfied,” compared to 34% of men. Additionally, dissatisfaction levels are higher among women, with 9% expressing dissatisfaction versus 6% of men. These differences suggest that women continue to face unique challenges in balancing professional and personal responsibilities, pointing to a broader need for workplace policies and support systems that address these disparities and promote equity in work-life satisfaction.

Men in general are more optimistic than women and burnout has disproportionately impacted women in the last year. Only 36% of women feel empowered to perform their best work in the current environment.

Looking ahead to 2025, the survey reveals a mix of optimism and apprehension regarding work-life balance, with notable differences between genders. While a majority (59%) of respondents anticipate improvements in their work-life balance, women are slightly less optimistic (57%) compared to men (62%). Additionally, 37% of respondents expect no change, and 4% foresee their work-life balance worsening. Women are more likely to anticipate worsening conditions (5%) than men (4%), reflecting a deeper concern about future challenges. These findings suggest that while many are hopeful for progress, women remain disproportionately burdened by uncertainties in managing their professional and personal responsibilities, underscoring the importance of addressing these gaps through supportive workplace policies.

The survey paints a mixed picture of optimism and concern here, with noticeable differences between genders. While a majority of respondents (59%) expect their work-life balance to improve, women are slightly less optimistic at 57%, compared to 62% of men. Additionally, 375% anticipate no change, while 4% foresee their balance worsening—women being more likely to hold this concern (5%) than men (4%). These findings highlight a persistent gender gap, where women face greater uncertainties about managing their professional and personal responsibilities in the year ahead, emphasizing the need for targeted workplace support to address these challenges.

The data reveals a striking contrast: only 4% of women believe their work-life balance in 2025 will worsen due to their company’s return-to-office (RTO) policies, compared to nearly 13% of men. This difference may reflect varying levels of confidence between men and women regarding the impact of remote work on their careers.

Key reasons why respondents anticipate a worsening work-life balance in 2025, centre around financial and workplace pressures. The most cited issue was cost-of-living pressures, with 30% of respondents fearing they might need to work longer hours to meet financial demands. Additionally, short staffing (16%) and growing role demands (18%) were significant stressors, while 12% expressed worry about reduced remote work flexibility adding to their challenges. Gender differences also emerged, as women were more likely to cite caregiving responsibilities (5%) and burnout from unclear boundaries (6%), while men were more concerned about increased productivity expectations (7%) without adequate support. These findings point to the compounding challenges women face in managing professional and personal responsibilities not experienced by men.

The key reasons respondents expect improvements in their work-life balance in 2025, also centre on financial, organizational, and personal factors. The most commonly cited reason was better financial stability, with 36% of respondents believing it would alleviate stress though more men (19%) than women (16%) say this. Additionally, improved team staffing (17%) and enhanced flexible work arrangements (17%) were seen as potential game changers. On a personal level, 28% of respondents anticipated that learning to set better boundaries would help them achieve greater balance. Gender differences emerged, as women were more likely to emphasize boundary-setting improvements (31%) and company-offered flexibility(19%) as key factors, while men were more likely to credit technological advancements (7%) for reducing workload.

5. Businesses Risk a Looming Retention and Productivity Crisis as They Continue to Leave Women Behind

In 2024, significant disparities emerged in the distribution of workplace rewards between men and women. While 28% of respondents reported receiving a promotion, only 22% of women were promoted compared to 34% of men, reflecting a notable gender gap in career advancement opportunities.

Similarly, pay raises were reported by 41% of all respondents, yet only 32% of women received raises, trailing behind the 46% of men who did. Benefits increases, experienced by 30% of respondents, showed a slight bias toward men but were relatively consistent across genders. Perhaps most tellingly, 26% of respondents reported receiving none of the listed rewards, with women disproportionately affected—30% versus just 21% of men—underscoring the persistent inequities in workplace recognition and rewards.

The survey also reveals a gap in optimism between men and women. While 29% of respondents overall anticipate a promotion, only 26% of women share this expectation compared to 34% of men, reflecting ongoing challenges in perceived career advancement. Similarly, 63% of respondents expect a pay raise, but fewer women (58%) than men (66%) feel confident about financial recognition in the year ahead. Expectations for benefits increases remain relatively balanced, with 29% of respondents across genders anticipating improvements.

However, the disparity widens when considering those who expect no rewards at all—25% of women foresee receiving none of the listed rewards versus 19% of men. These findings underscore the need for organizations to address systemic barriers and create equitable reward systems that instill confidence and foster professional growth for all employees, particularly women.

The limited salary transparency reported—where 26% of organizations restrict all salary information and only 25% provide full individual salary transparency—reveals significant gaps in pay equity initiatives. The lack of transparency disproportionately affects women, as evidenced by gender-based perceptions of pay equity in the workplace. For instance, only a minority of female respondents feel confident about gender pay parity, with a significant proportion expressing that men are paid more than others for the same roles. This disparity underscores the systemic barriers women face, including implicit biases and limited access to clear compensation data. Improving salary transparency could help mitigate these inequities by empowering all employees, particularly women, to negotiate fair compensation based on visible benchmarks. Salary transparency at your company

These gaps in confidence are likely tied to the broader disparities women face in the workplace, such as lower rates of promotions, raises, and benefits, and their reduced expectations for future recognition. This cyclical relationship—where systemic inequities undermine confidence, which in turn may affect performance perception—highlights the pressing need for organizations to address these issues holistically, to create  equitable environments where all employees feel valued and empowered.

Conclusion

The business case for change is clear. Inclusive workplaces are proven to drive innovation, improve employee satisfaction, and boost retention. By championing gender equity, organizations not only advance social justice but also position themselves as leaders in attracting and retaining top talent in a competitive marketplace.

To create truly equitable workplaces, companies must prioritize comprehensive and inclusive policies that address the systemic barriers women face. Expanding mentorship programs and ensuring equal access to leadership opportunities are vital steps. With 22% of women reporting access to a formal mentor and nearly as many expressing interest in having one, organizations can tap into this demand to cultivate female talent. Similarly, investing in targeted upskilling, particularly in technology and automation, can empower women to thrive in evolving industries. Currently, only 46% of organizations offer such training, leaving a significant portion of the workforce unprepared.

Equity also requires cultural transformation. Many women report feeling undervalued or uncomfortable due to their gender, underscoring the need for workplaces to foster inclusion and eliminate biases in performance evaluations. Implementing transparent pay and promotion structures, along with family-friendly benefits like extended parental leave and re-entry programs, can help alleviate the unique challenges women face, such as caregiving responsibilities.