Creating careers where women can stay and progress

Today I had the opportunity to represent Storm ID at a roundtable convened by the Department for Science, Innovation and Technology’s Women in Tech Taskforce. The meeting was convened by DSIT before Government announced the department's forthcoming restructure.

The session brought together leaders from across the technology sector to consider one of its most persistent challenges: how we retain female talent, support women to progress and create the conditions in which more women can build long and rewarding careers in technology.

The discussion was held under the Chatham House Rule, so I will not share the substance of the conversation or attribute any of the contributions. I can say, however, that it was an extremely valuable opportunity to meet others working on these issues, hear a range of perspectives and contribute practical experience from Storm ID.

There is considerable focus, rightly, on encouraging more women and girls to enter technology. But increasing the number of women starting careers in the sector is only part of the answer. Employers must also look carefully at what happens after someone joins including the opportunities they are given, the support available at different stages of their career and whether their workplace allows them to contribute, develop and progress.

These are not challenges that can be addressed through a single initiative or recruitment campaign. Retention and progression are shaped by the everyday experience of work such as how roles are designed, how decisions are made, how performance is recognised, how flexible working operates in practice and whether people can see a credible route to leadership.

We are proud of those figures, particularly in a sector where women remain underrepresented, but we do not see them as a reason to become complacent. One year of positive recruitment data does not, by itself, demonstrate that an organisation has solved the wider challenge of representation. The more important test is whether that progress can be sustained and whether women are supported to develop and advance throughout their careers.

Our approach includes structured interviews including a key ‘culture and values’ interview stage, the review of job descriptions, diverse shortlists and unconscious-bias and inclusive-hiring training for colleagues involved in recruitment. We have also sought to make hybrid and flexible working a normal part of how Storm ID operates, rather than something people must negotiate as an exception

Flexibility matters. People’s careers do not exist separately from the rest of their lives. Caring responsibilities, health, location and personal circumstances can all affect how someone is able to participate in the workplace. Creating greater flexibility helps us retain talented people who might otherwise feel that the sector no longer works for them.

We are also investing in earlier stages of the talent pipeline. During the past year, we’ve supported apprentices, welcomed graduates into specialist artificial intelligence and engineering roles and worked with schools and universities to give young people meaningful exposure to careers in technology.

Our involvement in Fearless Women in Computing, alongside St George’s School and dressCode, gave members of our team the chance to speak with hundreds of young women about their own routes into digital careers. Those conversations are important because they help challenge the idea that there is a single type of person, qualification or career path that belongs in technology.

But entry-level opportunities must be matched by attention to what happens next. People need meaningful work, visible role models, access to development and confidence that progression is determined fairly. They need to feel that they belong not only when they arrive, but as their ambitions and circumstances change.

No organisation has all the answers. That was one of the reasons today’s meeting was so worthwhile. Progress depends on employers being willing to share what is working, acknowledge where gaps remain and learn from the experiences of others.

I was pleased to contribute Storm ID’s perspective and to meet others who are equally committed to making the UK technology sector more inclusive, more representative and better able to retain the talent it needs.

I look forward to seeing how the Taskforce’s work develops and how the insight gathered through these discussions informs its recommendations to government.

For employers, however, the work cannot wait for a policy recommendation. We can all examine our own data, listen to our people and take practical action now. The challenge is not simply to bring more women into technology. It is to build a sector in which they can stay, progress and lead.