How to Attract and Retain Women in Manufacturing

It might come as no surprise that even in our modern world the playing field for women still isn’t level. Women in the U.S. are currently paid 84% of what men earn. While this is better than it once was (women earned 64% of men’s pay in 1980), progress is slower than we would like. In fact, the 84% statistic hasn’t moved in 10 years.

Women in manufacturing

In manufacturing, women fare a bit better. They earn on average 16% more than the national median annual income for women who are employed.

But while pay may be improving, gender representation in the industry is still lagging. Only about 30% of the manufacturing workforce is female, and one in four management positions are held by women.

However, there is some good news as we look toward the future. Manufacturing is in the midst of incredible forces: the rebalance to greater automation, diversification of supply chains, opportunistic re-shoring, and in some cases, flat-out reinvention. All of this opens up new horizons of opportunity for women – particularly in the fields of advanced manufacturing and cybersecurity. Unlike the old days where factory work was dirty and dangerous, the new manufacturing workplace is likely to be behind a computer.

But what are the keys to attracting and retaining women in the manufacturing sector? Here are some best practices for recruiting and retaining women.

The first step, of course, is to get talent in the door!

Organizations that women want to work for do the following:

1. They are intentional about attracting women during the recruiting process. This seems obvious, but it is actually where a lot of companies can miss the mark. A good first step is setting up recruiting personas so that you know how to direct your efforts – this really puts you in the mindset of the talent you are pursuing.
2. They get the basics right. Salary is still the primary consideration and it’s important that your salary offering be in line with the market regardless of the candidate’s salary history.
3. They know how to be flexible. According to our report, The New Human Age, women today want flexible office hours with fewer days in the office. This was even more important to the women we polled than fully remote work.
4. They showcase where and how women have been successful. You don’t need the data as much as you need the stories. And, involving women who have been successful in your organization in the interview process can be a powerful way to signal “women are welcome to succeed here.”
5. They consider potential. This requires going beyond the ‘exact fit’ you need and considering the technical experience, career experience, and potential together. A great example of this is our Academy of Advanced Manufacturing program which takes individuals with military background and trains them to be automation technicians. They may have never been in a manufacturing environment, but their military background has given them skills and experience that are relevant and related.
6. They have a visible commitment to career advancement and they talk about it. This means clarity around how to move through levels in the same role and/or how to move from role to role in the organization. This also includes a commitment to partnering with talent to upskill on a regular basis – not just through training programs, but also experience and exposure.

Once talent is in the door, retention is key.

The good news is that we know what workers want! Across the globe, women have told us they want to work in the office, just not for five days a week. In greater numbers than men, women want the social connections that come with working in the office. In our research, 41% answered that social connections were important.

Two other factors that women in particular cited as important in a job: stability and access to ongoing upskilling and learning and development opportunities. That’s good news for employers looking to crack the code around retention. Building a strong learning and development program is a clear-cut, proven way to aid engagement and therefore, retention.

Here’s what we see as a fast “Top 5” for retaining women workers:

1. Get the data. Look at succession and workforce plans to ensure they are evaluated for inclusion and disproportionate impact. The basics have to be right: clearly stated goals about how many women, where, and how. If you want to tap this talent pool, you need to be planful and intentional.
2. Articulate pathways. Provide a clear picture of a pathway or multiple pathways for career success that connect to the job they are in. (For a good piece on understanding digital era job changes, read Top 10 Job Design Changes in the Digital Era for Manufacturing.)
3. A partnership attitude to skill building. Simple tuition reimbursement alone is not enough. Now is the perfect time to create or strengthen your learning and development options and link them to specific roles, career pathways and where the business is going. Remember, you’re not training workers just for today’s jobs, but for the rapidly advancing jobs of the future. For more tips on building your upskilling program, read The Changing Face of Manufacturing: Why Skilled Technical Talent Is the Key to Growth.
4. Less emphasis on the 8-5 job. More creative options on PTO, holiday, schedules and paid leave will give the talent more control and an adult-to-adult approach to managing time.
5. Share the future. Everyone knows that jobs are changing and this can open new opportunities. Make a point of sharing with candidates (and current employees) how you are planning to prepare them for exciting new roles in such fields as automation and cybersecurity.

All in all, the organizations that are best at attracting and recruiting women create a clear sense that they are welcome to succeed here. The even better news? Our research shows that women and men value the same priorities when it comes to retention – that’s another way of saying that if you get this right for women in manufacturing, everyone will benefit.

Find out more about our manufacturing solutions.