Workforce Data Report 2020.
Representation matters and it’s important to be transparent about our progress. Here you can find our 2020 workforce data.
September 2020 — We created this blog to dig deeper into how we’re inventing and learning when it comes to inclusion & diversity. If you haven’t already, we encourage you to learn more about our work to institutionalize diverse candidate slates, our practices to interrupt bias in our promotion and compensation cycles, how we’re adapting to maintain a sense of connectedness and belonging, and more. But for this post, we want to take a moment to check in on our workforce diversity. Though our employees are so much more than numbers, we believe that representation matters, and that it’s important to be transparent about our progress.
As you’ll see from the charts below, we’re steadily increasing diversity across the board. We see strong progress in some areas — like the representation of both underrepresented minorities (URM) and women of all races in business roles — and much more incremental progress in others — like diversity in tech roles. We know change doesn’t happen overnight. Real progress will require a persistent effort to identify and drive shifts at a systemic level, which is why we continue to experiment with new approaches to building the diversity of our team.
Between the COVID-19 pandemic and the ongoing police brutality shining a light on systemic racism, virtually all of our employees and customers are experiencing new and/or heightened struggles this year. To support our employees, over the past year we expanded our paid caregiving leave options to include care for an ill family member, offered new temporary flexible work schedules, partnered with our Black Squares Association to organize additional mental health counseling for employees in need following recent violence against the Black community, developed resources for managers on leading through times of crisis, designated Juneteenth and the International Day for the Abolition of Slavery as company holidays, facilitated numerous safe space dialogues, among other initiatives. And for our customers, we worked to expand access to PPP loan applications, established a Black in Business group within our Seller Community, provided streamlined ways to receive CARES Act stimulus checks via Cash App, and more.
The challenges 2020 has presented and the responses they’ve called for have highlighted the inextricable tie between our purpose of economic empowerment and the work of inclusion and diversity. Yes, diverse teams better position us to truly understand the struggle of our customers and develop remarkable products that drive economic empowerment. But working to build a more inclusive and diverse workforce is also just the right thing to do. We remain committed to the work ahead.
Racial and ethnic diversity
|A note on methodology|
|This year we have updated how we define underrepresented minority (URM). In prior years, aligned with EEO-1 racial/ethnic reporting categories, we tracked multiracial people in a single “Two or More Races” group, which we included as part of our URM category. This year, in an effort to more effectively track the representation for the racial/ethnic backgrounds that are most underrepresented in the tech industry, we enhanced our methodology and will now break out multiracial people who identify with at least one underrepresented racial/ethnic group and multiracial people who do not (i.e. multiracial people who identify as white and Asian). As you can see from the chart below, multiracial people who do not identify with an underrepresented racial/ethnic group will no longer be counted as part of our broader URM category. As a result of this update, the URM figures shown below are lower than they would be using the methodology of prior years as they do not include multiracial individuals who do not identify with an underrepresented racial/ethnic group. Therefore, to accurately track our progress, the “year-over-year change” figures take an apples-to-apples approach, measuring relative percent change since last year based on our updated URM definition.|
Our aspirational benchmark for URM representation is to be on par with U.S. Census data at 30% URM. Within business roles, we have made great progress and our current overall URM representation is just short of that benchmark. While URM representation within both tech and leadership roles is on the rise, these remain our largest gaps and opportunities for progress.
|A note on methodology|
|Last year we improved our data collection mechnisms to be more inclusive of non-binary people. As a result, we are now able to provide a more inclusive representation of our company’s gender diversity. The “year-over-year change” figures take an apples-to-apples approach, measuring relative percent change since last year based on the new more inclusive approach.|
Our aspirational benchmark for gender diversity is to be on par with U.S. Census data at 50% representation for women. Within business roles we have exceeded that benchmark, yet for both tech and leadership roles, we have more progress to make.
Intersectional diversity, race/ethnicity, and gender
With the understanding that various forms of inequality can operate in overlapping and reinforcing ways, we believe it is also important to measure and track intersectional diversity data such as race/ethnicity and gender. Below we compare the gender breakdown for US-based URM employees alongside the gender breakdown for non-URM employees, enabling us to identify whether we see any notable divergence between the proportion of women and non-binary employees within URM and non-URM groups.
Overall, women make up a greater percentage of our URM employees than non-URM employees. Consistent with the gender and race data above, this is the result of a higher concentration of non-URMs within tech roles, where the representation of men is also higher. When looking at business and leadership roles, the proportion of women is slightly higher among URM employees than non-URM employees. Within tech roles, the proportion of women among URMs is slightly lower than among non-URMs.
Up next: retention
The representation data above provides a helpful overview of where our diversity currently stands, but it fails to paint the full picture of the experience once excellent talent is in the door. What this data doesn’t effectively capture is the element of inclusion — an often overlooked tenet of building a diverse workforce.
Beyond workforce demographics, it’s critical we evaluate our work environment itself, to ensure we’re building a company where employees, regardless of background, can — and want to — spend their entire careers. This requires regular tracking and analysis of inclusion metrics and critically, retention. There are a number of complexities associated with effectively measuring inclusion and retention, challenges and nuances we feel warrant a dedicated post. So for our next post, we’ll unpack our approach to assessing how we are doing to retain our talent and in particular, talent from underrepresented backgrounds.