Five questions that reveal more than a benefits badge.
Lean In · 10 August 2026
Lean In’s August analysis challenges the idea that young women are abandoning ambitious careers. It revisits its 2025 workplace research and asks what makes senior leadership feel worth pursuing.
US corporate-workplace research
Our take: Ask about sponsorship and the reality of leadership, alongside the next job title.
LinkedIn News / Economic Graph · 18 August 2026
LinkedIn reports that women accounted for 26% of new US hires into AI roles in 2025, compared with 50% in non-AI occupations. Its analysis raises questions about access to experience and advancement as these roles grow.
US hiring in 2025; LinkedIn data
Our take: Look for paid training and a real opportunity to use new skills—not just a request to keep up.
International Labour Organization · 5 March 2026
The ILO finds that women are disproportionately represented in occupations exposed to generative AI. It highlights occupational segregation, unequal access to technical roles and bias in systems. Exposure describes tasks that could change; it does not establish that a particular job will disappear.
Global occupational research
Our take: Ask how your employer will support retraining and involve employees in changes to their work.
International Labour Organization · 18 March 2026
An ILO report examines examples of collective bargaining and company initiatives that extend care support beyond legal minimums, including leave and flexible working. These are examples from specific countries and workplaces, not universal entitlements.
Exploratory study in eight Latin American countries
Our take: Read the employer policy as well as the legal minimum—and check who it covers.
Deloitte · 2025 report
Deloitte’s Women @ Work survey describes discomfort discussing mental health, menstrual health and menopause at work. Its findings point to the importance of managers knowing how to respond, alongside the existence of a written policy.
7,500 women surveyed across 15 countries
Our take: Look for a clear adjustment process and trained managers. This is survey evidence, not a measure of every workplace.