Every year, 40,000-50,000 women leave technology roles.  

It is a data point primed to stop you dead in your tracks. But, this insight from WeAreTechWomen’s Lovelace Report has also found that such a talent departure is costing the UK economy up to £3.5 billion. All of this from women leaving their current employer or the sector altogether.  

While the need for more AI and cyber expertise is well known, the sector must address the root cause around why skilled professionals are leaving the sector in the first place and find immediate ways to close the ever-growing skills gap. 

Why women are really leaving tech roles 

While I have spoken before about how women typically leave tech roles for personal reasons, such as a desire for work-life balance or due to caregiving responsibilities, unfortunately, these reasons are typically a cover for a broken career framework that exists, which doesn’t align with the needs or values of women in technology right now. 

When one considers that the Lovelace report also notes that 70% of women working in tech related jobs have already invested in additional qualifications or leadership training; while their commitment is clear, the follow-through by organisations to cultivate this talent is being overlooked when it comes to promotions or career advancement. This is evident in the estimates of women in senior leadership roles in the sector, which range from 11% to 22%. 

With no one holding a mirror up to this fact, it is no wonder that female tech leadership figures are not higher. And I expect that the root causes of this stagnation lie in a lack of clarity when it comes to career paths, insufficient recognition for contribution and a general feeling of unequal distribution of high-profile opportunities. 

Building a skills blueprint 

When it comes to career development and progression, transparency and advocacy are vital. However, understanding and appreciating how diverse experiences can enrich a dialogue internally should be the first consideration for organisations.  

Where skills gaps may exist, rather than filling with replicas of those who have filled a role before, organisations should instead look more broadly internally. Considering the skills that a role demands and inviting individuals who possess these is a first step – regardless of their current position. This puts a stop to intersectionality which may exist and pave the way for organisations to bring together a diverse blend of individuals with complementary skills.

Afterall, if we consider the Scottish population, this does not consist solely of white men – so why should our organisations be? 

Even still, upskilling takes time. As they say, Rome wasn’t built in a day, and a rocket scientist wasn’t either. As new technologies come to the fore, take AI as an example, organisations must accept that it takes time to equip someone with the expertise to excel – whether they come from outside of an organisation or from within. And while, it might feel easier to follow a path that has been taken before, it will lead to the same end point.

As a result, organisations must invest in upskilling or reskilling individuals from a range of backgrounds, genders and ethnicities. This will not only bring fresh perspectives to the table, but the technology will benefit too.  

Finally, establishing a culture of cross-collaboration to equip individuals with the right skills is a must. Should experience lack internally within a specific area, organisations can consider tapping into their wider network. In Scotland, we have seen incredible work between agencies and industry to enhance project delivery.

Take for example, the Smart Manufacturing Data Hub which has linked The Data Lab with academic and industry partners across the UK to boost manufacturing SMEs productivity and competitiveness by demonstrating how they could benefit from adopting digital technologies can improve productivity. 

Recommended reading

• Scot Gov: Supporting Women-led Businesses an “Economic Imperative”
• ‘Alarming’ Rate of Women-led Startups Failing to Progress in Scotland
• Female Founders Growth Summit | Success, Struggles, and Resilience

Leaning on and learning from others is one of the best ways to expose individuals to new ways of working and collaboration can be a direct route to elevate the thinking of teams as they come together to address a specific challenge.  

While none of these elements are particularly revolutionary, they could mean that organisations do not fall fowl of suffering more from the tech talent exodus. After all, the UK tech’s future and resiliency depend on its ability to address the systemic issues driving women out of the industry.

While the talent pipeline is crucial, the immediate solution lies in transforming the existing workplace to be more equitable and skills focused so we don’t lose out even more.