Hiring, Retaining, And Promoting Women In Technical Careers
Three strategies that can help your business succeed
Posted on 03-14-2019, Read Time: Min
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In today’s technology-dependent world, “techies” are a vital business resource. They can help you drive innovation, tap into new operating efficiencies, and compete to win in today’s global marketplace.
Competition for top technical talent is fierce, though. That means you have to make the right moves if you want to hire and retain the experts your organization needs.
Fortunately, the tech talent pool is expanding, with growing numbers of women entering science, technology, and math-related (STEM) fields traditionally dominated by men. But there is a troubling underbelly to this trend. Statistics show more than half the women working in STEM positions drop out to pursue non-STEM careers. In fact, almost a third leave during their first year on the job.1
Why the attrition? Many attribute it to isolation, hostile work environments, a lack of supportive sponsors, and few opportunities to move up the corporate ladder.
If you want to give your business a competitive edge, you’ll need to work hard to retain and promote the women you hire for technical positions. Try this three-pronged, “back to basics” approach. It’s simple, powerful, and can make all the difference.
Competition for top technical talent is fierce, though. That means you have to make the right moves if you want to hire and retain the experts your organization needs.
Fortunately, the tech talent pool is expanding, with growing numbers of women entering science, technology, and math-related (STEM) fields traditionally dominated by men. But there is a troubling underbelly to this trend. Statistics show more than half the women working in STEM positions drop out to pursue non-STEM careers. In fact, almost a third leave during their first year on the job.1
Why the attrition? Many attribute it to isolation, hostile work environments, a lack of supportive sponsors, and few opportunities to move up the corporate ladder.
If you want to give your business a competitive edge, you’ll need to work hard to retain and promote the women you hire for technical positions. Try this three-pronged, “back to basics” approach. It’s simple, powerful, and can make all the difference.
Strategy 1: Networking
For some, networking comes naturally. We build and nurture relationships that help us tap into vital information and resources. We are able to find the support we need for important initiatives and to learn about stretch assignments or new opportunities for advancement.
Women who work in tech fields, though, are often the minority in their organization and can find it hard to break into existing interpersonal networks dominated by men.
To add to the dilemma, some may not prioritize the need to build interpersonal networks, instead feeling their work alone should get them recognized and promoted.
Consider the experiences of Sreeja Nair, a senior product manager for Qualcomm. She says that having someone encourage her to become better connected has made all the difference in her career.
“When I joined the company as a new graduate, I wanted to show I could deliver,” she said. “My goal was to put my head down and work, and that’s what I did. One day, though, a woman stopped me in the hallway to say she thought I should join the board of QWomen, a group the company created to support women in tech careers.
“I thought it would be too much work and was reluctant to take it on. She pushed me to come join them, though, and I’m so glad I did. It gave me access to a network of senior women leaders. I learned so much by listening to their stories. It was a metamorphosis for me and opened up so many new avenues.”
Today Sreeja leads the Bay Area chapter of QWomen and says it’s her turn to “pay it forward” by connecting people and building community. “It’s something that really makes me stoked to come to work each day,” she says.
Takeaway: If you want to help technical women on your team succeed, you’ll need to offer opportunities that help them build the right connections. Teach them why networking is important and how it can help them navigate organizational politics and succeed in business.
Women who work in tech fields, though, are often the minority in their organization and can find it hard to break into existing interpersonal networks dominated by men.
To add to the dilemma, some may not prioritize the need to build interpersonal networks, instead feeling their work alone should get them recognized and promoted.
Consider the experiences of Sreeja Nair, a senior product manager for Qualcomm. She says that having someone encourage her to become better connected has made all the difference in her career.
“When I joined the company as a new graduate, I wanted to show I could deliver,” she said. “My goal was to put my head down and work, and that’s what I did. One day, though, a woman stopped me in the hallway to say she thought I should join the board of QWomen, a group the company created to support women in tech careers.
“I thought it would be too much work and was reluctant to take it on. She pushed me to come join them, though, and I’m so glad I did. It gave me access to a network of senior women leaders. I learned so much by listening to their stories. It was a metamorphosis for me and opened up so many new avenues.”
Today Sreeja leads the Bay Area chapter of QWomen and says it’s her turn to “pay it forward” by connecting people and building community. “It’s something that really makes me stoked to come to work each day,” she says.
Takeaway: If you want to help technical women on your team succeed, you’ll need to offer opportunities that help them build the right connections. Teach them why networking is important and how it can help them navigate organizational politics and succeed in business.
Strategy 2: Mentoring
A 2017 global survey by ISACA, an international IT governance association, shows that effective networks aren’t the only thing women in STEM careers lack. They also need mentors, female role models, and senior-level sponsors who can help them accelerate their careers. Research by the Center for Creative Leadership (CCL®) shows these types of relationships result in improved retention and a five-times increase in the likelihood of promotion.
Formal mentoring programs can help, regardless of whether the mentors are internal or external to your business. Either can be beneficial but in different ways.
When you use internal mentors, both the mentor and mentee benefit from the experience – expanding your return on investment. The mentee gets vital technical help, learns the internal ropes, and gets advice on how to navigate the organization’s politics. When you use external mentors, your mentees can get a fresh perspective and may feel much freer to open up about the issues they encounter in the workplace.
Carol Shih, a development manager with LendingClub, has experienced both approaches. During a previous job with a Fortune 10 company, she had access to a well-established mentoring program that was staffed internally. At LendingClub, she now works with an external mentor her company provides as part of a leadership development initiative.
“Both approaches have their strong points,” Carol says. “If you need industry or technology guidance, an internal mentor is likely best. If you need help with intangibles and the softer side of leadership, including how you communicate, collaborate, and present yourself within your company, an external mentor can be a great resource. You get a sounding board and a new perspective from someone who can challenge your thinking and help you upend the status quo. I’ve found it very inspiring.”
Takeaway: Hedge your bets and offer a range of mentoring opportunities – both internal and external. Give women choices and help them find the right fit.
Formal mentoring programs can help, regardless of whether the mentors are internal or external to your business. Either can be beneficial but in different ways.
When you use internal mentors, both the mentor and mentee benefit from the experience – expanding your return on investment. The mentee gets vital technical help, learns the internal ropes, and gets advice on how to navigate the organization’s politics. When you use external mentors, your mentees can get a fresh perspective and may feel much freer to open up about the issues they encounter in the workplace.
Carol Shih, a development manager with LendingClub, has experienced both approaches. During a previous job with a Fortune 10 company, she had access to a well-established mentoring program that was staffed internally. At LendingClub, she now works with an external mentor her company provides as part of a leadership development initiative.
“Both approaches have their strong points,” Carol says. “If you need industry or technology guidance, an internal mentor is likely best. If you need help with intangibles and the softer side of leadership, including how you communicate, collaborate, and present yourself within your company, an external mentor can be a great resource. You get a sounding board and a new perspective from someone who can challenge your thinking and help you upend the status quo. I’ve found it very inspiring.”
Takeaway: Hedge your bets and offer a range of mentoring opportunities – both internal and external. Give women choices and help them find the right fit.
Strategy 3: Specialized Leadership Training
Research by CCL and Watermark shows that women are eager for training to develop their leadership skills, and that’s especially true for women in STEM careers. What’s more, companies offering ample leadership development opportunities are the most successful at attracting and retaining women in STEM roles.2
It’s important to realize, though, that when it comes to leadership training, one size doesn’t fit all. The women on your technical team have different issues to navigate than men. The most effective development programs will help them navigate workplace issues that otherwise might cause them to drop out.
Although “women-only” programs may seem like an anachronism, they offer a safe space for sharing common challenges and experiences and practicing new leadership skills. Women can learn how to build those strategic networks they need and how to boost their visibility.
Carol Shih at LendingClub has participated in a women-only leadership development program where she learned to be her own best advocate. She since has expanded the scope of her responsibilities by taking a proactive stance, asking for stretch assignments and for new people to be added to her team.
Sreeja Nair at Qualcomm also participated in a women-only leadership development program at her company. She says participating helped her become more self-confident and focus on being heard. She says she now has a better understanding of what she wants out of her career and how to get it.
“When you listen to women share their ideas, aspirations, and challenges, you recognize there is so much you can learn from them and use in your own life,” she says. “After the program, I was more motivated. It was like I had a new lease on life. It also made me realize that what you put out in the world is what you get back. As a result, I’m much more passionate about supporting other women in their own career journey. Each of us needs to bring other women along with us and enjoy sharing the podium with them.”
Takeaway: Offer leadership training specially tailored for women and the challenges they face in the workplace. Arm them to become more proactive participants in the development of their own career and those of women around them.
It’s important to realize, though, that when it comes to leadership training, one size doesn’t fit all. The women on your technical team have different issues to navigate than men. The most effective development programs will help them navigate workplace issues that otherwise might cause them to drop out.
Although “women-only” programs may seem like an anachronism, they offer a safe space for sharing common challenges and experiences and practicing new leadership skills. Women can learn how to build those strategic networks they need and how to boost their visibility.
Carol Shih at LendingClub has participated in a women-only leadership development program where she learned to be her own best advocate. She since has expanded the scope of her responsibilities by taking a proactive stance, asking for stretch assignments and for new people to be added to her team.
Sreeja Nair at Qualcomm also participated in a women-only leadership development program at her company. She says participating helped her become more self-confident and focus on being heard. She says she now has a better understanding of what she wants out of her career and how to get it.
“When you listen to women share their ideas, aspirations, and challenges, you recognize there is so much you can learn from them and use in your own life,” she says. “After the program, I was more motivated. It was like I had a new lease on life. It also made me realize that what you put out in the world is what you get back. As a result, I’m much more passionate about supporting other women in their own career journey. Each of us needs to bring other women along with us and enjoy sharing the podium with them.”
Takeaway: Offer leadership training specially tailored for women and the challenges they face in the workplace. Arm them to become more proactive participants in the development of their own career and those of women around them.
Wrapping It Up
Research shows that women who rise to the top in STEM careers have a strong sense of self-efficacy. They are passionate about what they do and loyal to their team and others. They have positive support at work and cultivate strong personal and professional networks.
But success is not guaranteed. Like most important business assets, women in STEM careers require proactive attention. They need opportunities to build connections, establish relationships with individuals who can offer feedback and support, and develop leadership competencies that will help them thrive in your organization. When they get what they need, the payoff for your business can be significant – helping you drive better business outcomes.
Notes
1Beninger, A. (2014). High Potentials in Tech-Intensive Industries: The Gender Divide in Business Roles. Catalyst.
2Anita Borg Institute (2016). Measure What Matters: Key Findings & Insights. Top Companies for Women Technologists.
But success is not guaranteed. Like most important business assets, women in STEM careers require proactive attention. They need opportunities to build connections, establish relationships with individuals who can offer feedback and support, and develop leadership competencies that will help them thrive in your organization. When they get what they need, the payoff for your business can be significant – helping you drive better business outcomes.
Notes
1Beninger, A. (2014). High Potentials in Tech-Intensive Industries: The Gender Divide in Business Roles. Catalyst.
2Anita Borg Institute (2016). Measure What Matters: Key Findings & Insights. Top Companies for Women Technologists.
Author Bio
| Kelly Simmons is a senior faculty member for the Center for Creative Leadership (CCL®) who specializes in the application of systems thinking to organizational, team, and individual leadership development. She recently helped to design and launch Advancing Technical Women, a new CCL program for women in tech careers. Connect Kelly Simmons Visit https://www.ccl.org/ Follow @CCLdotORG |
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