Facebook運(yùn)營(yíng)總監(jiān)雪莉·桑德伯格相信,，越來(lái)越多的女性都注意到了她發(fā)出的“挺身而出”的倡議,，然而目前最大的問(wèn)題是，職場(chǎng)在不斷地將敢于挺身而出的女性“推回去”,。在本周二發(fā)表在《華爾街日?qǐng)?bào)》的一篇文章中,，桑德伯格再次引用了《2016年職場(chǎng)女性報(bào)告》（Women in the Workplace 2016,）中的一些主要發(fā)現(xiàn),。該報(bào)告是由LeanIn.Org和麥肯錫公司（McKinsey & Co）聯(lián)合發(fā)布的，它主要基于對(duì)132家企業(yè)進(jìn)行的一項(xiàng)調(diào)查,。桑德伯格稱(chēng),，該報(bào)告“在我們看來(lái)，是對(duì)美國(guó)企業(yè)界職場(chǎng)女性最全面的一次年度回顧,?！?/p>

那么，這份報(bào)告中有哪些最值得關(guān)注的地方,？

首先是女性在職場(chǎng)中的代表性：在整個(gè)職場(chǎng)階梯的每一個(gè)層級(jí),，即從入門(mén)級(jí)職位到最高管理層，女性的代表性都處于劣勢(shì),。而且職務(wù)層級(jí)越高,，女性的代表性也就越低。在最高管理層中,，女性?xún)H僅占了18%,。而有色族裔的代表性更是嚴(yán)重低下，在最高管理層中,，有色族裔女性只占了3%的席位,。

研究人員指出，職場(chǎng)男女比例之所以存比較大的差距,，不能簡(jiǎn)單地歸咎于女性離職率高這一因素,。實(shí)際上，從平均數(shù)來(lái)看,，男性和女性的離職率基本上是持平的,。

領(lǐng)導(dǎo)崗位：女性走上領(lǐng)導(dǎo)崗位的比例很少，這從職業(yè)生涯中的第一次重大晉升上面就能看出來(lái),。據(jù)該報(bào)告顯示,，每當(dāng)有100名女性被提拔至經(jīng)理人崗位，就有130名男性實(shí)現(xiàn)了同樣的晉升,。

成為一把手：女性成為一家公司的CEO的機(jī)率要遠(yuǎn)遠(yuǎn)低于男性，原因之一是她們相比男性更難獲得“核心”部門(mén)的職位——也就是有望成為一把手的“后備梯隊(duì)”的職位,。在高級(jí)副總裁的位子上,，女性的比例僅占了20%。

辦公室經(jīng)驗(yàn)：研究顯示,，認(rèn)為自己最近接受了一個(gè)具有挑戰(zhàn)性的任務(wù)的女性員工要少于男性員工（62%對(duì)28%）,；同時(shí)相比男性員工，認(rèn)為自己的貢獻(xiàn)受到了合理重視的女性員工也更少（49%對(duì)54%）,；另外,，企業(yè)在進(jìn)行重要決策時(shí),，也往往較少問(wèn)計(jì)于女性員工，而是更多地咨詢(xún)男性員工（56%對(duì)63%）,。

“太強(qiáng)勢(shì)”：很多人有一種先入為主的成見(jiàn),，覺(jué)得女性在職場(chǎng)上往往不好意思開(kāi)口為自己爭(zhēng)取利益。然而事實(shí)證明,，女性員工比男性更愿意主動(dòng)爭(zhēng)取一項(xiàng)有意思的任務(wù),，或是主動(dòng)要求加薪。不過(guò)女性的這種主動(dòng)有時(shí)也會(huì)被澆冷水,。有30%的女性表示,，曾有人反映她們“頤指氣使”或是“太強(qiáng)勢(shì)”，相比之下,，得到過(guò)這種反饋的男性只有20%,。

在文章的結(jié)尾處，桑德伯格建議,，企業(yè)可以采取一些方法促進(jìn)職場(chǎng)上的男女平等,。她呼吁企業(yè)在招聘和競(jìng)爭(zhēng)時(shí)不要限制性別比例，不管企業(yè)要招聘或提拔多少人,，都要以能力作為評(píng)選的標(biāo)準(zhǔn),。桑德伯格還建議企業(yè)仔細(xì)思考一下，為什么職場(chǎng)多樣性能有助于企業(yè)的發(fā)展,，并且使企業(yè)里的每個(gè)人受益,。

桑德伯格最后寫(xiě)道：“這些事情是很重要的，不僅對(duì)于女性,，對(duì)于我們所有人來(lái)說(shuō)都是如此,。”（財(cái)富中文網(wǎng)）

譯者：樸成奎

Sheryl Sandberg believes that a growing number of women are heeding her call to “l(fā)ean in.” The problem, according to the Facebook COO? The workplace keeps “pushing back.”

Writing in the Wall Street Journal on Tuesday, Sandberg recaps some of the most notable findings of Women in the Workplace 2016, a new report from LeanIn.Org and McKinsey & Co. The sprawling report is based on a survey of 132 companies, which she calls, “to our knowledge, the most comprehensive annual review of women in corporate America.”

Among the most highlights—or perhaps lowlights?—of the report:

Representation: Women are underrepresented throughout the workplace pipeline, from entry-level all the way to the c-suite. The disparity grows as you move up the ladder, with women accounting for just 18% of c-level employees. The picture is even grimmer when you focus on women of color, who hold a mere 3% of c-suite jobs.

The researchers note that the growing gender gap cannot be blamed on women quitting; they found that, on average, men and women are leaving their companies at similar rates.

Leadership roles: The lagging stats on women in leadership start at the very first major promotion: the move to manager. According to the report, for every 100 women who are promoted to that title, 130 men receive the same bump.

Making it to the top: Women are far less likely to get to CEO, in part because they are less likely to hold “l(fā)ine” positions, the jobs that are considered feeders to the role of chief. At the SVP level, women hold 20% of those positions.

The office experience: The female employees in the study were less likely than their male counterparts to say that they’d recently gotten a challenging assignment (62% to 68%), to report that their contributions are properly valued (49% vs. 54%), or to say that they are turned to for input on important decisions (56% vs 63%).

“Too aggressive”: Defying the stereotype that women don’t ask for what they want at work, female respondents were more likely to report that they pushed for an interesting assignment or asked for a raise. However, this assertiveness does not go unpunished. Thirty percent of women said they’d received feedback that they were “bossy” or “aggressive” vs. 23% of men.

Sandberg closes her piece by suggesting some steps companies can take to help improve gender equality in corporate America. She urges employers to not only track their gender breakdown in hiring and promotions, but to set clear targets for where they’d like those numbers to be. The COO also reminds companies to make the case for why gender diversity can help their business and benefit everyone in the organization.

“These things matter,” writes Sandberg. “Not just for women, but for us all.”