THOUGHT LEADERSHIP
Retaining a Diverse Workforce
The pandemic is erasing five years of DEI progress for women in the workforce, but it can be corrected.
By: Susan Davis-Ali, Ph.D., featuring Rick King
T he tech industry cannot afford to take steps backward in Diversity, Equity, and Inclusion (DEI), but recent research strongly suggests that is exactly what is on the horizon. In the newly released “Women in the Workplace” report, McKinsey & Company and LeanIn.org found that one in four women are considering downshifting their careers or leaving the workforce due to the impact of COVID-19. About one in five working mothers are considering dropping out of the workforce because of COVID-19 compared with 11% of fathers. The struggle is especially acute among women with young children: Nearly a quarter say they may take a leave of absence or quit altogether. Senior-level women are 1.5 times more likely than senior-level men to think about downshifting or leaving. Research has demonstrated that “senior-level” women (referring to senior and executive-level women on the chart) are important role models for women at mid-level and entry-level stages of their careers. Fewer women at the senior level significantly impact a company’s ability to recruit and retain top female talent into their pipeline, which affects a company’s employee value proposition. The McKinsey and LeanIn.org report suggests a COVID-19 domino effect potentially erasing five years of DEI progress in gender diversity.
As the COVID-19 vaccine rolls out and companies plan various return- to-work scenarios, the aftermath of the pandemic’s disproportionate impact on women and people of color presents tech leaders with unprecedented challenges and unique opportunities.
28 | Retaining a Diverse Workforce
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