Keeping Women in Tech Careers

Everyone knows we need more women in STEM; keeping them there is just as important

It doesn’t take a crystal ball to predict that in our world of ever-changing technology and constant digital disruption, the future of work is likely going to be shaped by digital natives, those who are tech savvy, and anyone with a strong STEM background. In this era where every company considers themselves a tech company (or needs to!), the need to identify and hold on to every ounce of talent we can find is critical.

The trouble is, organizations could be doing a lot better, especially when it comes to recruiting and retaining women. Less than 30 percent of the available positions in the science, technology, engineering and math fields are held by women, and half of the women who enter STEM fields leave by the 10-year point in their careers.

The workforce is losing an already scarce resource, and we as leaders should do a significant course correction immediately.

I’m a quantitative person by nature: I have an undergrad degree in decision sciences and an MBA in Finance. My career has been built on a STEM foundation. I’ve worked in technology and related fields for 25 years and I previously led Deloitte Consulting’s technology practice. But as I look around, I find myself to be more of the exception than the rule, and that concerns me.

Consider the stakes: When talented women don’t stay in STEM fields, not just companies but full economies lose skills, experience, and leadership.  But if we could reduce female attrition by just twenty five percent it would add 220,000 workers to the science, engineering, and technology talent pool. That’s a notable difference and we must find ways to foster a motivating environment that inspires more women to commit to lasting STEM careers.

I believe there are three strategies leaders can use to retain women with this critical skillset and advance the diverse thinking, perspectives, and talent needed to tackle today’s complex business challenges. 

First, we should do a better job of exposing young women to STEM. That’s why Deloitte is funding scholarships on Girls Who Code campus classrooms for a new summer program to engage more girls in STEM fields. But, we also have to show them what they can expect from a STEM career, and then we should help them meet those expectations. When recruited, many in STEM fields are shown the potential for long-term jobs and financial security. While those things are very important to young workers, according to Deloitte’s latest survey of Millennials, they’re not enough.

Young workers – men and women – generally see their careers not as epic novels but as a series of short stories, each focused on acquiring different skills and experiences (Quite honestly, I think this is more realistic because it’s how careers really develop)  It’s certainly how my career progressed. I made sure I raised my hand for stretch assignments. I made what some might see as lateral moves to gain needed expertise and hands-on experience. We need to make sure our organizations are set up with that type of flexibility so we can deliver fast-moving, dynamic career paths for our people, including our STEM workers.

Second, we need to make sure all workers, but particularly women, are paired with mentors and sponsors, and that these relationships are encouraged throughout an entire career journey. These roles should be filled by separate people, as they serve vastly different but complementary purposes. A mentor acts as a confidante, shows the way, and has the “hard talks.” A sponsor has direct experience managing and seeing work performance, and should be willing to advocate and “bang the table” for advancement and growth. Lack of leadership support has shown to have a detrimental effect on women’s ability to advance. That’s because sponsors can inspire, propel, protect, and put their social and political capital and credibility towards advocacy. An interesting (and very telling) study showed that with sponsorship, women in STEM are 200 percent more likely to see their ideas implemented. That’s a powerful statistic.

Third, we need to demonstrate to women that they can make their mark on their own or within teams. Research shows that diverse perspectives from both men and women increase innovation, productivity, and competitiveness; we should use that insight. As a recent Deloitte report underscores, leaders need to be inclusive and think in terms of curiosity and collaboration when building teams and planning leadership development. Leaders must also ensure qualified candidates are getting equal opportunity by thinking through who plays which roles on a team. This may require changes to processes and systems, but being more transparent with how diversity is measured will help lead to stronger outcomes that drive innovation and breakthroughs.

As you look to evolve your diversity and inclusion strategies and approaches, don’t underestimate the power of fostering a broader community for ideas, support, and action inside and outside our own organizations. Re-think traditional views on who should be involved in these conversations, because bringing a wider range of people together can help these efforts forward and accelerate change.

These steps can help make a difference in carving a path for women to stay and advance in their STEM professions. They encourage a culture of sponsorship, diversity of thought, and inclusion at a broader level to foster stronger teams, better ideas, and more dynamic performance. That’s good for everyone, and the kind of results we should expect if we want to attract – and keep – more women in STEM roles.