Bridging The Gender Gap In Engineering

Few people remember, but pioneers such as Ayyalasomayajula Lalitha, Shakuntala Bhagat, Dr. Tessy Thomas, and Rajeshwari Chatterjee were among the first to shatter barriers and pave the way for women in engineering in India. Their achievements ignited a path for future generations of women in the field. However, it is important to recognise that each of these trailblazers, and those who followed, faced and overcame significant societal constraints and gender biases in the country to pursue and advance their careers in engineering and science.

Today, women constitute about 36 per cent of the Indian tech/engineering workforce in entry-level roles. There has been a single-digit growth rate (8-9 per cent) in female participation in tech over the last two years, and this is expected to continue for the next four to five years, Neeti Sharma, CEO at TeamLease Digital told BW Businessworld.

However, the percentage of women in the tech workforce drops significantly as they move up the hierarchy. Women make up 26 per cent of the workforce at the junior level, 18 per cent at the mid-senior level, 11 per cent in leadership roles, and only 8 per cent at the C-suite or boardroom level.

“In the engineering and tech sector, women’s participation rate is slightly higher than India’s overall average but is still lower than it should be. There’s also a disparity between the number of girls entering studies related to STEM fields, many do not get employed in the sector. On the other hand, entry-level participation is about 35-36 per cent, but it drops to 8-11 per cent at leadership and board levels. This indicates a significant drop-off as they progress in their careers, with even fewer reaching board positions,” said Sharma.

There are several factors contributing to the low participation of women in engineering and tech jobs in India. Firstly, experts opine that tech jobs are concentrated in specific regions, primarily in southern India, while many STEM graduates come from tier-2 and tier-3 cities. This geographical mismatch makes it difficult for women to migrate due to societal constraints. Secondly, there is a big drop off at the mid-management level.

Mid-level Concerns

An industry study has noted that about 30-40 per cent of women in Indian workforce quit by the time they reach mid-managemnet level due to life events such as marriage, family commitments and childbirth.

Many women engineers also shift to non-tech roles or industries like education, BFSI, manufacturing, healthcare, and retail, seeking better alignment with their skills and work-life balance needs. These sectors are expanding and offering more opportunities, with an increase in women joining roles that require tech skills. To address these issues, there needs to be a combined effort to create more job opportunities in diverse locations, challenge societal norms, and provide flexible working arrangements to retain women in the tech workforce.

“The leaky science, technology, engineering and math (STEM) pipeline begins early and persists over time. It is not just enough to keep feeding the pipeline by increasing the number of female students. It is imperative to work towards breaking gender stereotypes through early investment in reskilling and the promotion of STEM education,” said Sindhu Gangadharan, MD, SAP Labs India; Vice Chairperson, nasscom.

“Apart from making STEM education more fun and engaging, introduction to female role models and mentors can help change stereotypical perceptions related to these subjects and inspire more girls to choose and work in the area,” Gangadharan added.

Speaking on how Cisco supports mid-level career retention and reentry for women, Daisy Chittilapilly, President - India and SAARC at Cisco, said, “The company (Cisco) has forums where women who have maintained their careers can share experiences and support others. For women who leave the workforce, often due to life events, Cisco runs an active programme to help them return. Recognising that these women might feel embarrassed about reaching out, Cisco ensures they have the necessary support, including mentors, team members, and upskilling programs to help them regain their edge and confidence.”

She revealed that once women return to work after a life event, Cisco provides a comprehensive support structure, including technical training and dedicated mentors, to help them catch up and thrive. “The success of the initial group of women who returned through this programme has turned them into advocates, encouraging other women by demonstrating that returning to the workforce is achievable and that they can overcome any challenges they face.”

Top-level Challenges

According to data from Primedatabase, only 5 per cent of India’s 500 listed companies have a female Chief Executive Officer (CEO) or Managing Director. Among these companies, 319 out of 500 do not have women in Key Managerial Personnel roles. The number would be even lesser if we just considered engineering or tech-related companies.

Addressing the topic of women at top level, SAP’s Gangadharan opined things are changing. “Today, the number of women leaders occupying top positions in technology organisations has vastly improved from what it was a few years ago. While there is further scope for improvement, there are encouraging signs of gender imbalance in top roles being corrected. Some organisations may face the challenge of getting the right resource from within to fill a top position, and that’s because of a small talent pool of women to choose from,” she added.

Meanwhile, Cisco’s Chittilapilly said there’s a perception of risk associated with taking on leadership roles, especially roles outside the safety net of one’s current organisation. The Cisco India chief suggested that this perception of risk often deters women from seeking such roles, despite their readiness and qualifications. This challenge underlines the need to address perceptions of risk and provide support and encouragement for women to pursue and succeed in leadership roles beyond their current organisational boundaries.

“A good board can set the tone for diversity and inclusion agenda in a company. It is a missed opportunity unfortunately for most today,” said Chittilapilly.