Women in STEM: Retention Crisis Amidst World Talent Shortage

The global science, technology, engineering and mathematics (STEM) sectors, face a significant challenge in retaining female talent.

Despite efforts to increase women's representation in these fields, a substantial number leave within a few years of starting their careers.

This issue is particularly pressing as industries worldwide grapple with technological advancements and the need for diverse perspectives.

Yet the retention of women in STEM is not just a matter of equality, but also of maintaining competitiveness and innovation in an increasingly tech-driven global economy.

A new report, released in conjunction with National Inclusion Week (23rd-29th September 2024), addresses this critical issue of retaining women in STEM fields.

The report, authored by Lauren Neal, founder of the Valued at Work consultancy, offers insights into creating more inclusive workplaces and stemming the tide of female departures from technical roles.

Acknowledging organisational behaviours

The report emphasises the importance of recognising problematic behaviours within organisations.

It suggests that companies should focus on understanding the experiences of those affected by these behaviours, aligning with the "Impact Matters" theme of National Inclusion Week.

Lauren recommends creating safe spaces, such as employee resource groups, where staff can share their experiences without fear of retaliation.

The report states: "It's important that leadership figures also participate in these groups to both show and offer their support."

The report  highlight the need for authentic leadership, warning against inauthenticity in role models.

They also argue that leaders should be selected based on performance, behaviours and recognition, as these individuals set the tone for the entire organisation.

Psychological safety is identified as a crucial factor in team dynamics.

Meanwhile, the report suggests that leaders should develop emotional intelligence to foster trust and transparency within their teams.

Recognising performance and technical skills

The report reveals that feeling undervalued or overlooked can lead to frustration and eventual departure from STEM roles.

It identifies three key areas for leaders to address:

Office housework distribution
The report defines office housework as day-to-day tasks necessary for smooth business operations.
It additionally warns against consistently assigning these tasks to the same individuals, particularly based on gender.

Constructive feedback
Lauren emphasises the importance of timely and actionable feedback for employee development.
The report suggests that employees should be asked to rate the quality and impact of feedback they receive as well.

Addressing bias
​​​​​​​Finally, the authors acknowledge the presence of both conscious and unconscious bias in the workplace.

They additionally provide an example of differing language used to describe similar behaviours in men and women, urging open discussions to create a culture of transparency.

Empowering future leaders

Amongst key areas for leaders to address, the report also stresses the importance of investing in employees who show potential, ensuring they feel valued to maintain business competitiveness.

It outlines three key areas for developing future leaders:

• Ethical leadership: The report argues that showcasing proactive role models who make ethical decisions regardless of short-term consequences garners more respect.
• Inclusion in diverse teams: It also emphasises that diversity without inclusion is ineffective.
  It suggests strategies such as requesting input from each team member during meetings to ensure all voices are heard.
• Trust and advocacy: Furthermore, Lauren highlights the importance of leaders recognising great work and advocating for others, particularly those from under-recognised groups.
  This approach, the report says, builds confidence and enables successful career progression.

"Too often, employees in under-recognised groups feel invisible, frustrated and undervalued in the workplace, leading to high numbers of resignations," Lauren concludes.

"But if all those in an organisation take a step forward to drive inclusive workplace cultures that benefit everyone, we can make a real impact, creating psychologically safe environments where everyone can feel valued."

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