Our 2022 Workforce Diversity Report

Our 2022 Workforce Diversity Report Published on Oct 27, 2022 Categories: Company News

LinkedIn Corporate Communications

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Introducing our report

When we introduced an enhanced set of company values in our 2022 fiscal year, one of the values that remained consistent was Embody Diversity, Inclusion, and Belonging. Diversity, Inclusion, and Belonging (DIBs) isn't an initiative or project that begins and ends within a single year, but rather a value at the core of our company that guides our everyday decision making. Nevertheless, the beginning of a new fiscal year affords us the opportunity to reflect on how we're doing and take stock of the pace of progress. Two years ago, like many companies, we took a look at our organization and determined that our reality did not match our aspirations. While we had conviction that diversifying LinkedIn was critical, we also knew that we had to do more and move faster, and that we needed to take a systemic approach in order to make sustainable progress.

As we exit our 2022 fiscal year, we are on a different trajectory. This year brought the most rapid increase in diversity that our workforce has ever experienced - especially at senior and leadership levels. Our focus on building an environment of belonging across employee communities is evolving and maturing. And we're seeing results not just through hiring, but also in retention and sentiment within underrepresented communities. We're energized by our momentum, but we are far from satisfied. Our aspirations are to build a world-class inclusive and equitable organization that represents our communities and sets an example across the professional landscape. While our journey continues, we enter our 2023 fiscal year with a sense of optimism for the powerful future we unlock as we move towards a more diverse and inclusive organization.

Beginning with an environment of belonging

Our commitment to diversity, inclusion, and belonging at LinkedIn is first and foremost a commitment to creating an inclusive environment for all employees, regardless of their social identity. The foundation of this work is our Environment of Belonging strategy, which is built intentionally to operate across a wide range of communities. In its second full year, our Inclusive Leadership for Managers initiative reached over three quarters of our manager population, and grew through additional learning paths to support managers' leadership journeys, from hiring practices to team culture. Programs like Allyship Academy, Inclusive Practices for Individual Contributors, and team Conversation Guides equip employees to build trust across dimensions of difference including sexual orientation, ability, gender identity, and religion. We also partner with organizations like OutLeadership, GiftAbled, Coqual and Tanenbaum to inform our strategy and support our workforce.

Further, our ten Employee Resource Groups (ERGs) play a vital role in creating community and belonging for employees with shared identities and their allies. We support ERG leaders developmentally through programs like the Collaborate, Empower, Own (C.E.O.) leadership program and executive coaching, and we reward them financially through our industry-leading Distinguish program.

Diversifying the company and our leadership

Building and nurturing diverse teams is one of our top priorities, with an emphasis on employee groups that are underrepresented in our workforce. We've been especially focused on diversifying our leadership in order to strengthen our organizational decision-making and to instill employee confidence that paths to advancement are available to all. Two years ago, we pledged to double the population of senior U.S. Black and Latino employees (leaders, managers, and senior individual contributors) by fiscal year 2025. We're thrilled to share that we've already hit this milestone for Black employees, growing the Black senior population by 127%, and we're well on our way for senior Latino employees, growing that population by 74%. During the same period, our total U.S. population at those senior levels grew by 34%. From a gender perspective, women now represent over 45% of our global leadership population (Director+), up 8% from last year.

This progress is also reflected in our employee representation trends at all levels. Black employee representation is up over 50% in a single year, to 7.2%, while Latino representation is up 17% to 7.4%. Representation of women in technical roles is up 11% to 27.8%, and our global employee base is now 47% women.

Prioritizing growth and development

Employee retention is critical to a sustainable diversity, inclusion and belonging strategy, and for many, retention is closely linked to career development. We've placed deliberate focus here for years, and for the first time, we see no gaps in attrition rates for US Black and Latino employees or global women in leadership and technical roles relative to our overall averages. Through a focus on leadership support via initiatives like our global ImpactIn Mentorship Program, DIBs Mentor Circles, and spectrum of sponsorship leadership learning initiatives, employees from under-represented groups now report higher rates of mentorship and sponsorship than our overall employee averages. Programs like the Asian American and Pacific Islander Invest program bring a tailored approach to community building and development investments. We also focus on equity within our talent systems and processes, by providing comprehensive compensation education to managers and actively managing pay equity, as well as putting measures in place to promote equitable visibility of talent in promotion and succession processes. As our leadership team has become more diverse, we're noticing improvements in employee

LINK:	https://news.linkedin.com/2022/october/2022-workforce-diversity-report...
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