Building a Talent Pipeline

Hot take: We're solving the wrong problem. Everyone's focused on getting more women into engineering programs and through the front door of civil, mechanical, electrical, and environmental firms. But here's what I'm seeing from my work with AEC organizations: The issue isn't the pipeline. It's the leaky bucket. We're burning through talented women engineers during internships, co-ops, and those critical first 2-3 years. They're leaving not because they can't design bridges, analyze structural loads, or manage environmental compliance, but because they're exhausted from fighting the same battles day after day, week after week, year after year. Think about it: What happens when a brilliant woman engineer gets her dream internship at a civil firm, only to spend 10 weeks being overlooked in client meetings, having her technical solutions credited to male colleagues, or being sent to fetch coffee while the guys get to present the project analysis? She doesn't just leave that company. She questions whether engineering is for her at all. My mom started teach at the start of integration in South Carolina in 1969. She always said a good teacher finds ways for ALL students to succeed, while a poor teacher fails most of their class. Same principle applies here. Organizations that consistently retain women engineers aren't just "lucky" they're intentionally creating environments where women can add value, be seen, and belong from day one. Question for the engineering leaders in my network: What's one specific change your organization made that actually moved the needle on retention? Not recruitment but retention. Drop your experiences below. Let's stop reinventing the wheel and start sharing what actually works. #WomenInEngineering #Retention #EngineeringLeadership #LeakyTalentPipeline #PositiveHireCo

A highly qualified woman sat across from me yesterday.   Her resume showed 15 years of C-suite experience. Multiple awards. Industry recognition.   Yet she spoke about her success like it was pure luck.   SEVENTY-FIVE PERCENT of female executives experience this same phenomenon.   I see it daily through my work with thousands of women leaders. They achieve remarkable success but internally believe they fooled everyone.   Some call it imposter syndrome. I call it a STRUCTURAL PROBLEM.   Let me explain...   When less than 5% of major companies have gender-balanced leadership, women question whether they belong.   My first board appointment taught me this hard truth.   I walked into that boardroom convinced I would say something ridiculous. Everyone seemed so confident.   But confidence plays tricks on us.   Perfect knowledge never exists. Leadership requires:   • Recognising what you know • Admitting what you miss • Finding the right answers • Moving forward anyway   Three strategies that transformed my journey:   1. Build your evidence file Document every win, every positive feedback, every successful project. Review it before big meetings. Your brain lies. Evidence speaks truth.   2. Find your circle Connect with other women leaders who understand your experience. The moment you share your doubts, someone else will say "me too."   3. Practice strategic vulnerability Acknowledging areas for growth enhances credibility. Power exists in saying "I'll find out" instead of pretending omniscience.   REALITY CHECK: This impacts business results.   Qualified women: - Decline opportunities - Downplay achievements - Hesitate to negotiate - Withdraw from consideration   Organisations lose valuable talent and perspective.   The solution requires both individual action and systemic change.   We need visible pathways to leadership for women. We need to challenge biased feedback. We need women in leadership positions in meaningful numbers.   Leadership demands courage, not perfect confidence.   The world needs leaders who push past doubt - not because they never experience it, but because they refuse to let it win. https://lnkd.in/gY9G-ibh

It's not the pipeline, It's the System. June 23rd is celebrated as 'International Women in Engineering Day" #INWED Sadly the harsh reality, engineering colleges in India produce the highest number of women in STEM graduates/engineers and many of them actually do make it to the workforce. The real challenge is their retention and progression. With 2+ decades in tech and now consulting for tech companies on their Gender Equity Strategy, I’ve seen this challenge firsthand. The issue isn’t talent availability, it’s systemic. In most households, a woman’s career is still seen as optional. That mindset and bias bleeds into workplaces, shaping how women are hired, retained, and promoted. So what can organisations do, 1. Relook at org culture and design. Are your systems, policies, and leadership norms built equitably to support who stays, rises and how. 2. Representation matters, especially in especially in mid and senior levels, invest in retention and have hiring goals across grades. 3. Move from gendered to gender neutral policies. Eg. Maternity to Parental Leave Policy that supports all care-givers. Reframe workplace policies from “women-centric benefits” to equitable caregiving support that normalise shared responsibility and reduce bias. 4. Women in Tech Returnee programs - I've seen immense success in these programs, that offer companies experienced tech talent with a little investment. #Vapasi from Thoughtworks, #Spring from Publicis Sapient are two examples 5. Conduct Stay Interviews, Not Exit Interviews. Understand why women leave and what it takes for them to stay and grow and act on the inputs. 3. A Clear Career Progression Path with mentorship and sponsorship - Bias in growth opportunity for #WIT is real, if there is no intentional support to overcome these bias, talent walks away. 4. I Need to See More Like Me! There is a lack of role models. Accelerated Women in tech leadership programs, fast-tracking the leadership journey of high potential women are some ways to address this. 5. Collective Ownership. Gender Diversity in tech is not a HR, leadership or DEI responsibility. Make it the very fabric of the org. to drive shared accountability. 6. Data is not just diagnostic, it's directional. It guides us on investments to be made, unseen bias and where and what needs to change, it's your mirror don't ignore it. #Inclusion is a organisational capability and leaders are it's torch bearers. Their actions, direction and decisions every single day, signal what truly matters. The Women in tech, talent pool exists. The question is, are you ready to retain, grow, and lead with them? #WomenInTech #WIT #GenderEquity #DiversityInTech Diversity Simplified Image description: A newspaper article titled “It’s Not the Pipeline, It’s the System” from Times of India, Bangalore edition which highlights the gender gap in engineering.

When I started my women in tech advocacy 10 years ago, many people resented my focus on retaining them rather than bringing in more young women. They couldn’t understand I preferred to support women already in the sector. My rationale? About 50% of women who start in tech leave the sector within 5 years, so no matter how big the “pipeline” is, if the bucket has a big hole, it will still empty. Last week, I attended the Perspektywy Women in Tech Summit 2025 in Warsaw, where I participated in a panel coordinated by 30% Club Poland and European Women on Boards (EWOB) to discuss strategies for increasing the number of female CEOs. Yesterday, I read an article about a recent study highlighting that women CEOs’ tenures are - surprisingly - three years shorter than men’s on average. The reasons: 1.- Women CEOs are more likely to be fired than their male counterparts, regardless of firm performance. Women CEOs are 33% more likely to be exited than their male counterparts. 2.- Women CEOs leave the role for external opportunities, personal reasons, or as part of a long-term succession plan more often than men. 3.- Heightened media scrutiny amplifies existing biases, likely predisposing boards and hiring committees to be more critical of women leaders - Women CEO departures are almost twice as likely to be covered than those of their male counterparts—and negative sentiment around CEO departures is significantly higher for women compared to men. - Men were twice as likely to be described as ‘innovators,’ whereas women were 72% more likely to be described as ‘inspirational.’ - Women CEOs were 73% more likely to have articles mention their ambition versus their male equivalents. Women CEOs are both twice as likely to be described as being too ambitious and twice as likely to be described as lacking ambition. 4.- The Glass Cliff: Women CEOs are more likely to inherit a crisis What can boards do to address the CEO tenure gap? 1.- Recognise that what makes a great CEO today is different and evolving. When boards focus on forward-looking competencies, they can both identify candidates who may have been otherwise overlooked and ensure their current CEO is being judged in a fair and future-focused manner. 2.- There’s no “one-size-fits-all” CEO Boards need to ensure they are creating the optimal conditions for success for the next CEO, especially when they don’t fit the stereotypical mould. 3.- Proactively check biases when publicly discussing, internally evaluating, and before dismissing a CEO of any gender 4.- Understanding organisational wiring is key to supporting the CEO. Directors should work to build an accurate understanding of the organization’s culture to help guide the CEO—especially while they’re new in seat. #WomenInTech #WomenInSTEM #WomenInLeadership #EWOB #Coaching #Mentoring https://lnkd.in/e8xthfkG

I was moved by this story of how the Red Cross strengthens communities as our climate warms and the planet changes: "The weather that we are supposed to be experiencing at this time of the year should be dry and sunny instead it is wet and cold,” said Seru Ramakita of Navuevu, Fiji. As a result of the continuous rain, his community is now experiencing flooding for the first time in 50 years. In Fuji and around the world, we see that climate change impacts our futures and how we live today. It's today that worries young people like Robin Kaiwalu who has been affected by the recent floods. Robin joined the Y-Adapt program run by the Fiji Red Cross Society and sponsored by the Japanese Red Cross and the International Federation of Red Cross and Red Crescent Societies - IFRC. Y-Adapt is a youth-based training program designed to educate, engage and inspire young people to take action and become climate change leaders in their communities. It also builds climate resilience through increased technical understanding and planning skills to take climate action. In Fiji, 60 youths have participated in the Y-Adapt program. Among them, 70% were unemployed or school dropouts. Some of these youths are now pursuing further studies in vocational studies, while others have found employment in hotels or are still seeking jobs. Through collective action and collaboration, youth like Robin can leverage their diverse ideas, skills and perspectives to tackle climate change challenges effectively. Robin's been volunteering for five months and says the program's been a great experience, allowing him to use his time and energy to help his community. Seru says that while his community is changing, he's hopeful to see volunteers like Robin making a difference. “It is very heartening to see our youths, the future leaders of tomorrow, taking the lead in helping their very own communities with such initiatives," he said. Link the the full photo essay and story in the comments.

Met up with a good friend and supporter of Reignite Academy yesterday who was saying that her clients in the #Insurance sector were keen to talk to her about her experience of helping #womenreturners get back to work, particularly in the Claims and Corporate/Commercial legal fields. Their motivation wasn't altruistic, it was about finding great talent. Hurrah to that. Part of me was surprised. I thought everyone knew exactly how to go about finding, attracting, developing and integrating women returning to work after a #careerbreak. Guilty of sitting in my own echo chamber I guess. Anyway, very happy to engage in the conversation with any firm interested but in the meantime, I dug this out. It's old but still very true. If you want to find & attract this properly amazing talent pool, here's what you need to know? 1. You have to ditch your over-reliance on CVs, "recent experience" and match to a job description. It works in a volume market but these women are often reluctant to apply unless they can hit 100% of what you say you need, and their CVs might not be half as impressive as the person in person. The process needs human intervention - from a human who understands what you really need to look for. 2. Flexibility in ALL things is essential. Not just in terms of weekly working patterns but in terms of the roles, levels, ways of working, working hours over the year. 3. Confidence is key. And you can help rebuild it. A sensible, intelligently designed 3 - 4 hour update session or series of events, delivered by peers or through your training network is often all it takes to help women remember that they are good at learning and that a lot of latent knowledge is still there. But above all? What these women need? A job. In a supportive environment. Give them a chance. https://lnkd.in/eqFrg3Jx

The Leadership Gender Gap is getting worse. Fast. Here's how I personally would fix it, after speaking with 100's of Women Leaders in the past 2 years... Yesterday an article from LinkedIn News UK caught my eye. Accordingly to the World Forums' 2024 Global Gender Gap Report, the number of Women in Senior Leadership positions are in decline: 2022 = 37.5% 2023 = 36.9% 2024 = 36.4% (YTD) Perhaps I need to remind you that companies with the highest percentages of Women board Directors - Outperformed those with the least by: - 53% on return on equity. - 42% on return on sales. - 66% on return on invested capital. So with the decline in Women Leaders, you can also expect a decline on both top and bottom lines to follow. I'm assuming NO company would be happy with that. Here's 6 suggestions from me 👇 1. Listen - ASK women what they want and need to progress their careers. - Hear what's going on for them (Menopause, Childcare, Health challenges) - Know the barriers they face to progression, how can you break them down? 2. Support - Mentor and guide their careers with care. - Boost their confidence and mindset with coaching. - Support return from maternity leave or prolonged time off. 3. Retention - Invest in Women, promote Women. - Nurture and encourage your top talented Women. - Utilise and develop their many strengths and skills. 4. Flexibility - Implement job share or part time senior roles. - Allow side hustles and other ways to explore their creativity. - Working hours, working locations to support Mums, carers and preferences. 5. Pay - Recognise a good job done. - Fair Pay - close the gender pay gap. - It'll cost approx 213% to replace them when they leave (just FYI) 6. Culture - Look at your hiring and promotion biases and procedures. - Women are twice as likely to experience microagressions as men. Stop. - Are Women well represented in your organisation? If not, why not? What would you add? 👇 How can we solve this crisis, champion our Women and thrive in Business? 🙋♀️ I'm Beth, I post about Women in Leadership and Career Mindset tips daily. 🔔 Head to my profile, press follow & hit the bell so you don't miss a post.

I’ve seen it time and again: too many companies claim diversity is important, yet when you step into their offices or look at their leadership teams, everyone looks the same. Our research found that in the FTSE 350, men named Andrew or John still outnumber all women CEOs combined. This is hardly a surprise when you look at today’s leadership landscape. But the data doesn’t lie: 📊 Companies in the top quartile for gender diversity on executive teams are 25% more likely to have above-average profitability (McKinsey & Company). 📊 Diverse teams make better business decisions 87% of the time, leading to smarter strategies and stronger outcomes (Cloverpop). I’ve seen first-hand how diverse teams drive stronger performance, foster innovation, and create workplaces where people truly thrive. We can’t keep talking about it, we’ve got to make it happen. Here are three actions leaders can take to diversify their leadership pipelines: 1. Diagnose your reality – At INvolve, our RADAR diagnostic tool helps organisations uncover gaps in knowledge and understanding, particularly when it comes to the lived experiences of underrepresented groups.   2. Invest in your talent – Our Talent Navigator Program is designed to support high-potential individuals who, with the right backing, can accelerate their careers and leadership impact.   3. Embed sponsorship and mentoring – Don’t just sponsor people who look like you. Actively champion underrepresented leaders, open doors to opportunities, and use your influence to sponsor difference. It’s time to move beyond words and start leading by example, creating leadership teams that truly represent today’s world. #Leadership #Diversity #Inclusion

1.7 million new jobs in India’s renewable energy sector by 2027, but here’s the catch: only 450,000 of the existing tech talent is employable🚨😎 Looks like we have a massive skills gap on our hands! I’ve been reflecting on this as someone who’s navigated the sustainability space for over a decade and launched All Bits Count to make climate action easier and more accessible🌍 While it’s inspiring to see the renewable energy sector booming, the challenge lies in getting more professionals—both early and seasoned—to reskill and step into these roles. 💼 When I started my journey in sustainability, I had to constantly pivot and adapt to the ever-changing landscape of green skills. It wasn’t always easy, but here’s the thing: the demand for these skills is only going to keep growing, and the earlier we start, the better. 🌱🔋 Here are 3 simple ways to start today: 1️⃣ Think beyond traditional learning. No need to enrol in full-time degrees. Short courses on LinkedIn for Learning, Udemy, Coursera, Terra.do in renewable energy, carbon footprint analysis, or sustainable finance can give you an edge. 2️⃣ Use what you’ve got. Already in marketing, tech, or project management? These skills are highly transferable to the green sector. You don’t need to start from scratch—just pivot. 3️⃣ Network in the green space. Join sustainability communities like Women and Climate, Creatives for Climate Collective, Clean Creatives, and Work on Climate. Attend green energy events, and follow companies/ individuals making waves. Surrounding yourself with like-minded people opens doors. Let’s be real—this shift is happening with or without us. The difference will be made by those willing to reskill, adapt, and embrace the future. Agree? 🔖 Drop your thoughts or questions in the comments, and remember—All Bits Count (especially yours). 🔗 The Economic Times coverage: https://lnkd.in/gHWm_w6j #GreenSkills #CareerGrowth #India #Sustainability #FutureOfWork

The biggest myth about climate careers? That you have to take a pay cut for purpose. The data says the exact opposite. A new report from RMIT University and Deloitte (linked in the comments) reveals the market is paying a significant ‘green premium’ for managers with climate skills – an average of 13% more, or an extra $13,000 annually. 💰 This is a clear price signal from a market facing a severe talent bottleneck. That same report projects a need for over 1 million more green-skilled workers in Australia by 2030, just to keep pace with demand from medium and large businesses. The Clean Energy Council backs this up, suggesting the energy transition alone could create an additional 604,000 jobs by 2030. When does a skills 'gap' start to look more like a careers 'gold rush'? And while businesses report that cost and time are major barriers to upskilling their own teams, that creates a huge opportunity for proactive individuals. But what does this 'green premium' look like in real life? It looks like Rob Chan. I recently featured Rob in my #HumansOfSydneyClimateAction series (see carousel or https://lnkd.in/gNp_62sg). Look no further than this to see how expert skills can be leveraged for climate impact. After influential roles at mobility giants like Uber and Zoomo, he’s now the Managing Director for Turo Australia, actively decarbonising transport by scaling the car-sharing marketplace. Rob’s "ah-ha!" moment was deeply personal, intertwined with becoming a parent during the Black Summer bushfires. That personal drive, combined with his deep professional expertise in marketplaces, made his skillset incredibly valuable to a sector desperate for experienced leaders. He's a great example of how you don't start from scratch. You pivot. I see this pattern all over our Climate Crew community. It's people like James Butler, taking his deep strategic experience from Bain & Company and Qantas to become Head of Strategy at Ausgrid, right at the heart of the energy transition. It's Alison Chan, transitioning from a decade as a Director at a magic circle law firm to become a leader in sustainable finance. Their stories prove the point: the challenge is learning to translate world-class skills from other industries to bridge the perceived 'experience gap'. Engineers, accountants, marketers, lawyers, project managers – your expertise is in high demand. A year ago, I invested in myself by taking the Terra.do 'Learning for Action' course to deepen my own climate knowledge. It helped me connect my existing skills in photography and storytelling to where they could have the most impact. The transition doesn't need everyone to become a climate scientist. It needs skilled professionals to apply what they already know to solving new, urgent and well-funded problems. The opportunity is immense. The demand is proven. The premium is real. #GreenSkills #ClimateCareers #CareerPivot #EnergyTransition