Follow us on LinkedInGender parity in the workplace is a conversation we’ve been having for decades, yet the gap remains. Despite progress, women continue to face unique challenges in advancing their careers, being recognized for their contributions, and feeling valued at the highest levels of leadership.
You’ve probably come across studies and reports on this issue, like the McKinsey Lean-In report on women in the workplace. The data is clear: women experience workplace culture differently than men, and these differences become even more pronounced as they move up the leadership ladder.
But why does this happen? And more importantly, what can we do about it?
One key factor that doesn’t get enough attention is the sentiment gap - the measurable difference in how men and women perceive and experience their workplace cultures. Understanding this gap is crucial because it directly impacts retention, engagement, and even company profitability.
So let’s dive in: What is the sentiment gap, why does it matter, and how can organizations work toward closing it?
What is the sentiment gap?
The sentiment gap refers to the difference in how men and women perceive their workplace experiences. It shows up in engagement surveys, where women often rate their workplace culture, leadership opportunities, and career growth lower than their male counterparts. This disparity becomes more pronounced the higher up you go in leadership.
I’ve worked in HR for over 20 years, and in nearly every role, I was responsible for employee engagement surveys. After spending countless hours analyzing data and reading thousands of employee comments, I started noticing a pattern: Women and men were having completely different experiences in the same workplace.
For example, when asked about a sense of belonging at work, men might respond with an 88% positive score, while women report only 57%. That’s a 31% sentiment gap - a stark difference in how included and valued they feel. This discrepancy only increases at higher levels of leadership, suggesting that the higher women climb, the more excluded they may feel.
Rodimiro Coronado
Why does this matter?
Gender parity isn’t just a moral issue—it’s a business issue. Studies show that when the sentiment gap is smaller and workplaces are more inclusive, women are more likely to stay, leading to increased gender representation at higher levels. This has a direct impact on profitability.
McKinsey’s research has shown that organizations with better gender equity at leadership levels are 39% more likely to financially outperform their peers.
So if companies care about retention, performance, and financial success, they must address the sentiment gap.
How do we address the sentiment gap?
Now that we know the problem, how do we fix it? There are three main steps organizations can take:
- Understand your data – Identify where gaps exist.
- Learn and audit – Examine workplace programs to find potential biases.
- Take action – Implement meaningful changes.
Step 1: Understand your data
Start by analyzing your engagement survey results. Look at how men and women score workplace culture questions. Slice the data by leadership level (director, VP, C-suite) and identify where gaps are largest.
Key areas where gender sentiment gaps tend to be the widest include:
- Career growth opportunities
- Recognition and rewards
- Feeling valued and respected
In one company I worked with, we identified a 30-35% sentiment gap in some areas. Within six months, nearly a third of the women at director and VP levels had left. That’s how strong of an indicator these gaps can be for turnover.
Sabrinthia Donnelly
Step 2: Learn and audit workplace programs
Once you’ve identified the gaps, the next step is to learn more and audit the systems contributing to them.
Here are some areas to examine:
1. Listen to your female leaders
Instead of asking, “Why do you feel undervalued?” try, “When have you felt valued, and what made that experience different?” This shifts the conversation from venting frustrations to providing solutions.
This isn’t just about collecting feedback. It’s about listening with the intent to create real change. It also helps build trust with female employees, showing them that their experiences are valid and worth addressing.
2. Audit your performance management system
Take a close look at how performance is evaluated. Ask yourself:
- Are we using the word “potential” when discussing promotions?
- Do our evaluation questions allow for bias? (e.g., “What are this person’s greatest accomplishments?” is highly subjective.)
- Is our promotion process transparent and fair?
Studies show that when companies assess leadership potential, they often rely on traditional traits associated with men, like quick decision-making and assertiveness. This subtly disadvantages women. Instead, ensure evaluations are based on clear, measurable competencies.
3. Review family care policies
Women still carry the bulk of caregiving responsibilities. In the U.S., 71% of mothers with kids under 18 identify as the primary parent. Globally, women do three times as much unpaid domestic work as men.
Companies must consider flexible work policies, return-to-work programs, and caregiving support as business priorities, not just “women’s issues.” Former PepsiCo CEO Indra Nooyi put it best: “This is an economic issue, not just a gender issue.”
Step 3: Take action
Once you’ve gathered insights and audited key programs, it’s time to act. Here are three actionable strategies:
1. Implement a women’s sponsorship program
Mentorship is great, but sponsorship is even more critical. Unlike mentors, sponsors actively advocate for women in leadership conversations. At Udemy, we matched every female director and above with an executive sponsor who championed their growth during performance reviews and promotion discussions.
2. Standardize performance reviews
Remove vague questions and replace them with structured evaluations:
- Compare accomplishments against OKRs, not vague notions of success.
- Use a consistent leadership competency framework for evaluations.
- Identify three key strengths and one area for growth—this prevents bias from creeping into feedback.
3. Treat family care as a company-wide issue
A staggering 75% of working women are moms. If companies want to retain talent, they must rethink policies around flexible work and caregiving support. This isn’t just about doing the right thing—it’s about long-term business success.
Companies that take these steps will not only improve retention but also create a more inclusive, innovative, and high-performing workplace.
Sabrinthia Donnelly
Final thoughts
As we wrap up, I encourage you to reflect on the sentiment gap in your own organization. What’s one thing you can do to start addressing it?
This isn’t just a workplace issue—it’s a societal issue that we all have a role in solving. Whether it’s advocating for better policies, mentoring a colleague, or simply starting a conversation, every small action adds up.
If this topic comes up during happy hour later, even better—gender parity makes for a great conversation starter!
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