2020欧洲杯官方网站

Company

2018 Diversity and Inclusion Report

The New York Times is driven by a simple but powerful mission: to seek the truth and help people understand the world.

To do this work with respect, empathy and accuracy, we are committed to fostering a diverse staff that reflects the society we report on. And we’re committed to giving our people a workplace that feels inclusive and rewarding to all.

As part of that commitment, we began publicly sharing data on the composition of our staff last year. Today we are updating that data and providing some additional context on the steps we’re taking to improve.

Our Data

2020欧洲杯官方网站Below is an update on the racial and gender composition of our staff. To provide a sense for how we’re trending, the charts show data for the last four years.

The New York Times Company - Overall

Business Departments

News and Opinion Departments

The numbers show a general trend toward greater diversity, though not across the board. Overall, women now make up 51 percent of our staff, and people of color represent 30 percent; both have increased in recent years. The progress on gender equality, in particular, has been significant, and last year women made up 49 percent of our newsroom leaders — up from just 38 percent in 2015. Racial diversity in leadership, however, has not increased since 2016, and lags the staff population.

We will continue to focus on improving representation across The Times, and bringing new, diverse talent in the door is one of the most effective ways to do this. We’ve invested in recruiting and hiring over the last two years, with greater outreach to diverse populations and new tools and standards to promote fairness in hiring. In 2018, 62 percent of our new hires identified as women, and 39 percent were people of color. Because we have a large employee base with low turnover, even with a diverse group of new hires, our staff composition will change only incrementally each year.

New Hires

New Actions

We have over a dozen programs aimed at creating a diverse, inclusive workplace. Many, such as our extended parental leave policy, have been around for some time. We created or expanded many others in 2018, including:

Community.2020欧洲杯官方网站 We introduced several new ways to help employees find their home at The Times. We improved our employee onboarding process, rolled out a companywide mentorship program, and significantly increased the number of town halls and leadership office hours available to ensure that everyone’s voice can be heard. Our 11 active Employee Resource Groups (E.R.G.s) together hosted over 100 events last year. And we changed our data systems to add an option for employees to identify as nonbinary.

Recruiting. We debuted The New York Times Fellowship Program, a one-year work program aimed at developing up-and-coming journalists. The inaugural class, which arrives this summer, is 50 percent people of color, and over 80 percent female. This program builds on our longstanding work hosting the Student Journalism Institute for aspiring journalists of color, one of several initiatives we have underway to diversify the talent pipeline in our industry.

Hiring. We created new tools and resources to promote fairness and inclusivity in hiring. This includes tactics for writing bias-free job descriptions and guidelines for conducting interviews. We also began requiring a diverse slate of qualified candidates for every open role, and a diverse panel of interviewers.

Career development. We significantly improved our performance review process, training managers on how to deliver feedback and ensuring employees receive a year-end review. We hosted unconscious bias workshops available to all staff members. And we opened attendance to journalism conferences to our entire newsroom last year, and sent 80 staffers — many for the first time.

Accountability. In addition to publishing our diversity data publicly for the first time last year, we began reviewing detailed data with leaders on a regular basis.

Building an Inclusive Culture

Measuring progress on diversity is straightforward because we can easily track it. Tracking inclusion is harder, since at its core, inclusion is a feeling of belonging and acceptance, a sense that employees feel heard, supported and valued.

We spent a good part of last year trying to better understand how inclusive The Times feels, and where we can do better. We interviewed E.R.G. leaders, conducted a broad survey of employees, and spoke with experts at a dozen other companies to gauge our relative progress and get ideas for improvement. The major finding is that while we have many programs in place that strengthen inclusion, such as those highlighted above, we should look for ways to weave inclusion into the daily practices and norms of The Times.

We’ve identified two important areas where we’ll focus. One is inclusive leadership, which means encouraging leaders at all levels to be intentional about how they can foster diversity and inclusion — from promoting and attending E.R.G. events, to running meetings in a way that ensures all team members have a voice. The second area is in our communications, which should reflect our commitment to diversity and inclusion. Town halls and other events, for instance, should feature diverse speakers and be accessible to remote workers.

Ensuring Progress

Our reporting reaches 150 million readers each month, in every country on earth, and covers countless topics across politics, society, business and more. To do this work with excellence, and live up to our values, we must continue to foster a diverse, inclusive workplace.

2020欧洲杯官方网站We remain committed, as well, to publicly sharing our progress on these issues — not only to hold ourselves accountable, but also to help catalyze change in our industry and make journalism truly open to all.

Notes on the Data

2020欧洲杯官方网站All data based on self-reported employee identification using E.E.O. race and ethnicity classifications. Nonbinary, Native Hawaiian, Pacific Islander and Native American groups do not appear on the charts as they represent under 0.5 percent of the population.

Data includes U.S.-based staff members only and excludes printing-plant employees.

2020欧洲杯官方网站Leadership population includes the 10–12 percent most senior employees, roughly equating to director level and above in business departments and deputy editor and above in the newsroom.

2020欧洲杯官方网站Percentages may not sum to 100 due to rounding.

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