Building a diverse and inclusive workplace is essential to that mission. It enriches our report, because journalists with diverse backgrounds reflect the society we cover. It’s critical for our business, because The Times must reach new audiences in order to grow. And it’s important for our people, who thrive in a workplace that is fair, inclusive and rewarding to everyone.
2020欧洲杯官方网站The Times has reported at length on issues surrounding diversity, but we are also increasingly focused on how to foster diversity and inclusion within our own company. Journalism as an industry has long been disproportionately white and male. And the high-pressure, competitive nature of our business does not naturally lead to a welcoming workplace.
In this report we provide an overview of our efforts to build a more diverse and inclusive culture at The Times. And for the first time, we are sharing detailed data about the ethnic and gender composition of our staff members — data that we intend to update and make public annually.
We believe releasing this data on a yearly basis will make us accountable to the public — and ourselves — for improvement. And we hope that in doing so we can contribute to the broader conversation about equality and representation in journalism.
2020欧洲杯官方网站As the charts below show, many of the numbers are moving in the right direction — though not far enough or fast enough. Over the past three years, representation of women has increased at every level of The Times. Over all, our employees are now evenly split between men and women. Women in News and Opinion leadership increased to 46 percent in 2017, from 38 percent in 2015, and in business departments, to 46 percent, from 41 percent.
The trend is not as uniformly positive for people of color. There have been gains in places, including in business leadership, where people of color now make up 21 percent of the total, up from 16 percent in 2015. But gains like this have not been consistent — the charts below show declines in certain areas — and improving that trajectory is a focus for us.
2020欧洲杯官方网站One important way to improve diversity is through our recruiting and hiring. The steps we have taken include creating tools and policies to further minimize bias. We’ve expanded our outreach to underrepresented groups, working with organizations dedicated to diversity in technology (e.g., ), journalism (e.g., ), and media (e.g., ). And we’re helping to broaden the pipeline of the industry as a whole through our by providing training for diverse groups of college students interested in pursuing a career in journalism.
It will take time for these efforts to be reflected in the overall data, but there is evidence that they are already paying off. Companywide, 61 percent of our new hires in 2017 were women, and 39 percent were people of color.
Notes on the Data
Numbers may not sum due to rounding. All data as of year’s end.
Numbers include U.S.-based staff members only.
Numbers exclude printing-plant employees.
Leadership is defined as director and above in business departments, and deputy editor and above in News and Opinion, and represents approximately 10 percent of all employees.
Building an Inclusive Culture
2020欧洲杯官方网站Beyond the numbers, it’s critical that people feel welcome and valued in our workplace. The feedback from employee surveys and other forums makes clear that we still have more to do in areas like communication and career development.
2020欧洲杯官方网站Inclusion is an area of focus and will remain so. We put in place a best-in-class parental leave policy to help narrow the gender gap in work-life balance. We’ve rolled out unconscious bias training and expanded our network of employee resource groups. And we have efforts under way to improve onboarding, mentorship and career development.
These actions are a step in the right direction but by no means the end of our efforts. We have witnessed profound societal changes in recent years, and workplaces of all kinds have had to grapple with how to respond. For us this is just part of what will be a sustained commitment.
We don’t want to lose momentum. Committing to publishing an annual report is one way we’re building accountability into what we’re doing. We are also instituting new ways to share data and insights internally, so managers know where their teams stand and can be held accountable for progress. And we recently signed onto the , joining a community of companies committed to sharing lessons and making progress.Our industry, our audience and our workforce are constantly evolving, and so must we. We believe publicly committing to diversity and inclusion as a company priority will make us not only a more equitable workplace, but a more powerful voice in the world.