Is the engineering sector progressing fast enough on female recruitment? #female #engineers

By Danielle Le Breton, HR Director at Lanes Group

HR professionals across various industries are increasingly recognising the critical need to integrate gender equality into their recruitment strategies. While this is undoubtedly a step in the right direction, it also shines a spotlight on sectors that are lagging behind in this crucial area.

The engineering sector is a particularly prominent example of this. According to 2022 statistics from EngineeringUK, only 16.5% of those working in engineering are female. This represents an improvement on the 10.5% figure reported in 2010, but shows that there is considerable progress still to be made before true equality can be achieved.

Much like other traditionally male-dominated fields, the challenge of closing the gender gap in engineering cannot be overcome without proactive measures from employers within the sector. By addressing the systemic barriers that have historically impeded women’s progress in engineering roles, companies not only stand to enrich their own organisational culture, but also pave the way for substantive change throughout the industry.

Here, we will explore how far the engineering sector has come in terms of female recruitment, and what more needs to be done to accelerate this progress.

Is progress being made?

Various industry reports and research have offered signs of encouraging advancements in female recruitment in the engineering sector in recent years. This reflects the work that employers are doing to help create a welcoming and inclusive environment for female staff.

• EngineeringUK’s 2022 report showed that the number of women in engineering roles has surged from 562,000 in 2010 to 936,000 in 2021. Impressively, this growth persisted even during the COVID-19 pandemic, which saw a decline in the overall engineering workforce.
• The Royal Academy of Engineering’s most recent research indicates that the mean gender pay gap for engineers stands at 10.8%, which is lower than the UK average of 16.2% for all workers.
• A September 2022 report from the Women’s Utilities Network (WUN) reveals that 85% of respondents work for companies with diversity and inclusion policies in place.

However, these positive trends cannot entirely make up for the significant issues that still persist within the sector. Women continue to be significantly underrepresented in engineering, especially in senior roles. The WUN report brings this into sharp focus:

• 78% of the 320 women surveyed in the utilities industry work for companies with an all-male senior management team.
• Six out of 10 women believe that unconscious bias has adversely affected their career progression.
• Nearly half of the women surveyed feel the need to work harder than their male colleagues to achieve the same recognition.

These findings underscore the pressing need for employers in the engineering sector to take a hard look at their organisational culture and practices. It’s not just about numbers; it’s about creating an environment where female professionals feel empowered to reach their full potential.

What are the barriers holding women back in engineering roles?

While the moral and business imperatives for achieving gender parity are clear, the path to realising this goal is fraught with challenges. Many of these obstacles are not created deliberately, but are the by-products of longstanding cultural norms within the industry.

We recently had the opportunity to speak with Elizabeth Donnelly, CEO of the Women’s Engineering Society (WES), to gain insights into the structural barriers that impede women’s progress in engineering careers. Ms Donnelly outlined several key issues:

• Women often face resistance to career advancement from sceptical managers and employers, even when their performance metrics suggest otherwise.
• Automated systems for evaluating CVs can inadvertently penalise women when gender indicators are present.
• Male-coded language and phrasing in job advertisements can deter women from applying, perpetuating the gender imbalance.
• The absence of transparent pay structures can discourage women from negotiating higher salaries, inadvertently widening the gender pay gap.
• Job adverts that list too many overly specific “essential” qualifications can discourage well-qualified women from applying, as they may feel they don’t meet all the criteria.
• The absence of female role models in visible roles within companies can make potential female applicants hesitant to apply, as not everyone wishes to be a pioneer.
• Through unconscious bias, workplaces often unknowingly create conditions that are less accommodating to women, from working hours to project deadlines, without considering their unique needs and responsibilities.

While some of these barriers may stem from individual or organisational shortcomings, many are the result of the ingrained cultural status quo within the recruitment landscape. Until employers critically examine and challenge these underlying assumptions, achieving lasting progress toward true gender equality will remain an uphill battle.

What steps can employers take to better support women in the workplace?

While the barriers to gender equality in the engineering sector are deeply ingrained, they are not insurmountable. By committing to comprehensive, forward-thinking changes in recruitment and workplace practices, employers can create an environment where talented women can truly flourish.

Here are some practical measures that can help to significantly level the playing field:

• Skill-based recruitment: Open doors for female applicants who may lack sector-specific experience, but possess the right transferable skills and work ethic.
• Inclusive job listings: Scrutinise job adverts to ensure they are free from language that could discourage women from applying.
• Flexible work arrangements: Offer a variety of shift patterns and working hours to help women maintain a healthy work-life balance.
• Childcare support: Provide benefits that help employees manage their family commitments, such as childcare assistance.
• Pay equity: Proactively identify and rectify any gender-based pay disparities within the organisation.
• Training and career development: Foster a culture that emphasises continuous learning and career growth, ensuring that employees of all backgrounds have the opportunity to develop their skills.
• Visibility of female role models: Showcase women in leadership roles and as mentors within the company to inspire and guide other women in their career journeys.
• Inclusive culture: Cultivate a workplace atmosphere that is welcoming, respectful, and values the contributions of all employees equally.

In our conversation with Elizabeth Donnelly, she shared a number of additional recommendations with us about how the engineering industry specifically can help to move this conversation forwards:

• “Efforts need to be made to emphasise the value of engineering in [the industry’s] conversations and publicity… I’d like to see design and technology back on the national curriculum and more engineering in schools.”
• “I’d like more publicity around the fantastic work done in the UK by engineering firms, and fewer assumptions about women’s status. Prepare your workforce for women coming in by making it clear that women are just as capable as men, that sexist banter, harassment and behaviour will not be tolerated, and by encouraging the men to be open to suggestions.”
• “Make it as easy as possible for women to join, because most of them don’t want to be a trailblazer or role model – they just want to do their job.”

It’s important to acknowledge that these changes won’t happen overnight. Achieving true gender equality is a long-term commitment that requires ongoing effort and adaptation. However, these steps are not just aspirational goals; they should be seen as essential actions for any organisation serious about fostering an inclusive and equitable work environment.

What are the tangible benefits of more inclusive workplaces?

While the moral imperative for creating gender-inclusive workplaces is clear, the practical advantages of doing so are equally compelling. Achieving true inclusivity not only enriches the work environment, but also brings a myriad of tangible benefits to both employees and the organisation:

• Diversity of thought: Inclusive workplaces bring together a wide array of perspectives and skills, fostering greater innovation and problem-solving capabilities.
• Employee fulfilment: When everyone has the chance to reach their full potential, it leads to longer, more rewarding careers for all involved.
• Enhanced team morale: A supportive and inclusive work environment boosts morale, strengthens team cohesion, and engenders loyalty among staff.
• Expanded talent pool: Being an inclusive employer makes the organisation attractive to a broader range of talent, reducing the risk of losing valuable employees to more progressive competitors.
• Community and client engagement: Companies that reflect the diversity of the communities they serve are more likely to attract clients who value ethical and inclusive practices.

These benefits are not merely theoretical; they are backed by substantial research. For instance, a 2019 study by McKinsey & Company analysed data from over 1,000 large companies across 15 countries. The findings were unequivocal: companies in the top quartile for gender diversity on their executive teams were 25% more likely to outperform those in the bottom quartile in terms of profitability. Moreover, the data indicated a direct correlation between higher levels of gender representation and increased likelihood of financial outperformance.

When considering all of the work the engineering sector has done to improve gender diversity, it’s vital to ensure that this positive momentum is not lost. Inclusive workplaces not only enrich the organisational culture, but also drive innovation, enhance employee satisfaction, and ultimately, contribute to business success. By taking concerted action today, we can pave the way for a more equitable and prosperous future for all.