SWE - Winter 2008 - (Page 42)

“On the company front, 31% of organizations allow employees to work from home or off-site on a regular basis, and 73% allow extended career breaks for family responsibilities, according to a survey by the Families and Work Institute.” U.S. News and World Report, August 2007 had been under study for quite a while, in 2004, a coalition of Fortune 500 companies formed to examine the high percentage of women leaving the workplace. The report, “The Hidden Brain Drain: Off-Ramps and On-Ramps in Women’s Careers,”sampled 2,443 women and 653 men 28 to 55 years old. The task force asked why, after the efforts to create opportunities for women, companies were losing them 10 to 12 years into their careers, and why so few chose to rejoin the companies they had left. Hewlett’s research found that only 5 percent of highly qualified women did so. Debbie Phillips, vice president of client relations at WFD Consulting, noted that companies want to recruit and retain experienced talent rather than lose them to their competitors. Retention is top priority. Noting a 24 percent turnover at PricewaterhouseCoopers, a U.S. News and World Report article in August 2007 observed that corporations don’t offer flex options out of generosity. Companies realize they are missing an opportunity to hire talented women. Citing “The Hidden Brain Drain,” David Crawford, vice president in the Human Capital Management Division of Goldman Sachs, said, “The 93 percent of off-ramped women surveyed wanting to rejoin the work force, and most looking to stay within the industry but not returning to their former employers, leaves an incredible pool of talent looking for employment opportunities.” Betty Purkey from Texas Instruments observes that talent is a precious commodity that her company wants to keep in the loop. Jan Civian, of WFD Consulting, said, “Corporations invest a lot of money in recruiting and developing individuals and want a return on that investment.” Just when the company’s investment begins to pay off, women leave, which induces companies to find where women get out and return. Government Flexes Its Options Similar to the corporate world, the Navy is also dealing with a gender-retention gap. As in the business world, the Gen-Yers are emerging as junior officers with the same desires to balance work and life. Flexible work options appeal to their changing perspective of careers and families. The bottom line entered the equation when it became evident that it cost 150 percent more to train technical personnel such as nuclear engineers or pilots only to see them leave. “Women tell us they want to stay connected part time,” said Lt. Stephanie Miller. “We’re not a typical 8 to 5 place. We’re more 24/7, but we’re competing with corporate America,” she said, noting that some of the options include telecommuting and working flexible hours for those involved in knowledge-based work. The result is a Navy program currently before Congress to allow men and women to leave active-duty service for up to three years while retaining full medical and dental benefits, military exchange privileges, and a small stipend. In addition, those who opt to step out will not be penalized when it comes to promotions. When the member returns, he or she integrates back into active duty through retraining. The Navy proposal is a pilot program and, if authorized, will allow all voluntary forces to build some flexibility into their careers. 2003, Deloitte & Touche estimated savings of about $41.5 million when participants with flexibility arrangements stayed rather than left the firm. The same study also reported that “individuals who have even a small measure of flexibility in when and where work gets done have significantly greater job satisfaction, stronger commitment to the job, and higher levels of engagement with the company, as well as lower levels of stress.” Debbie Phillips, WFD Consulting, said, “Identifying critical talent segments and knowing what drives recruitment and retention are key to creating sustainable competitive advantage in a global economy.” Some companies, such as Texas Instruments, have had formal flex programs in place and are The cost effectiveness of flexibility Corporations saw evolving into a the benefits of offering mix of formal and Flex Arrangements employees flexible “ad hoc” flexibiliAmong individuals who use a flexible work option, schedules rather than ty. Corporations about three-quarters (77 percent) report that they losing them. WFD also noted that have the flexibility they need in their work schedules. The chart displays the percentage of individuals Consulting surveyed they could better reporting that they have the flexibility they need 29 American firms to solve the problem among those using each type of flexible work option. “demonstrate that the of retaining Flexible start/end times 82% business case to exwomen by sharing Telecommuting 86% pand workplace flexiideas. Hilary Compressed work week 76% bility is substantial and Stark, manager of Part-time or other reduced hours arrangement 79% compelling.” The reEncore, Lehman Job share 96% sults were published in Brothers’ global 2005 in Business Impacts program to faciliPhased-in retirement 71% of Flexibility: An tate professionals’ Occasionally adjust hours as needed to take care of personal matters 78% Imperative for Expansion. reentry into the For example, the workplace, noted None 43% business impacts rea “give and take” Source: The New Career Paradigm: Flexibility Briefing, American Business Collaboration and WFD Consulting, 2007 port found that in with some clients 42 SWE WINTER 2008

Table of Contents Feed for the Digital Edition of SWE - Winter 2008

SWE - Winter 2008 Heritage Club President’s Note View from the Executive Suite Editor’s Page Readers’ Forum EWeek 2008 New Faces of Engineering The Leaky Science and Engineering Pipeline Why Do Women Leave the Engineering Work Force? A Greener America = New Growth Fields for Engineers The Off-On Ramp Revolution Recognizing the Historic Contributions of African-Americans Membership Information & Calendar A&B Women in Tune with Technology: SWE 2007 Conference Overview Keynote Address Achievement Award Region, Section, and Collegiate Awards SME Bowl and SWE Anniversaries Engineering World: Point of View: Why I Blog Career Toolbox Book Review SWE Smiles Opportunity Index SWE Scrapbook

SWE - Winter 2008

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