How to Attract and Retain Women in STEM: Practical Guide

The UK has the lowest proportion of female engineers in Europe, so practical new guidance just out to help employers in STEM (Science, Technology, Engineering and Maths) related industries improve diversity is very welcome.

April 21, 2026

The UK still has one of the smallest proportions of women in engineering in Europe, so the need to attract and retain women in STEM remains urgent. According to EngineeringUK’s 2025 report, women now make up 17.2% of the engineering workforce, up from 9% in the 2015 IET Skills Survey. That is real progress, yet the UK remains behind many European neighbours and women are still under-represented in senior technical and leadership positions. In science and technology more broadly, women are generally better represented in life sciences than in software engineering, electrical engineering and construction.

With EngineeringUK estimating that the UK needs around 173,000 new engineering recruits each year through to 2030, employers cannot afford to overlook half the population. The original IET and Prospect guidance, Progressing Women in STEM Roles, set out a clear agenda: remove bias from recruitment, support returners, make promotion fairer and monitor diversity outcomes. Since then, the business case has only strengthened. Diverse teams are more innovative, better at problem solving and more reflective of the customers engineering serves. The question for most organisations is no longer whether to act, but how to do so effectively.

The business case to attract and retain women in STEM

Beyond the moral case for equality, there is a hard economic argument. Engineering and technology contribute an estimated £645 billion to the UK economy annually, according to EngineeringUK’s 2024 analysis, and demand for skilled workers is outstripping supply. Failing to attract women into science and engineering roles means missing out on a large pool of talent, ideas and future leaders.

Retention is equally important. Many women who enter the sector leave mid-career, often because of inflexible working patterns, a lack of visible progression or unwelcoming cultures. Replacing experienced staff is expensive; keeping them is far more cost-effective. Employers that get this right gain a competitive edge in recruitment, innovation and reputation. For context on the wider picture, see our Women in Business: Key UK Facts page.

How to attract more women into science and engineering roles

Attracting women into science and engineering roles begins before the interview. Review job descriptions and person specifications for gendered language or unnecessary requirements that can deter women from applying. Advertise through channels that reach women, such as WISE, the Women’s Engineering Society, professional bodies and university societies. Make sure imagery on careers pages shows real women doing real technical work, not only men on site.

Use structured interviews, diverse interview panels and skills-based assessments to reduce unconscious bias.
Train hiring managers to recognise bias and evaluate candidates against clear, job-related criteria.
Offer work experience, apprenticeships and outreach programmes that connect girls and young women with women engineers and scientists.
Review pay and benefits packages to ensure they are competitive and family-friendly.

Employers should also build relationships with schools and colleges. Research by EngineeringUK consistently shows that girls are more likely to consider engineering and technology careers when they can see people like them in those roles. Visible role models, careers talks and hands-on projects all help to shift perceptions early. The WISE campaign’s People Like Me resources remain a practical starting point for employers and educators.

How to retain women in technical careers

Retention is as important as recruitment. Women leave technical careers at higher rates than men, often because progression routes are unclear or because workplace cultures do not support their development. Employers should audit promotion and pay data by gender, set transparent criteria for advancement and ensure that part-time and flexible working do not carry a career penalty. Our guide to Flexible Working Rights UK 2026 explains the latest rules.

Introduce mentoring, sponsorship and employee networks to help women build the relationships and visibility that drive promotion.
Make senior leaders accountable for diversity targets and review progress regularly at board level.
Provide clear, transparent pathways to senior technical and leadership roles.
Address any gender pay gap through targeted action, not just reporting.

Career breaks for caring, parenting or other reasons disproportionately affect women. Well-designed returner programmes give experienced women a structured route back into STEM employment. Programmes such as STEM Returners, the UK-wide initiative supported by employers including BAE Systems, Jaguar Land Rover and Network Rail, combine paid work with training, mentoring and a clear path to a permanent role. They are a proven way to rebuild confidence, refresh technical skills and widen the talent pool. See our Career Returner Women UK guide for more.

Build an inclusive culture for technical teams

Culture determines whether women stay and thrive. Zero-tolerance policies on harassment and discrimination, inclusive line management and active staff networks all signal that the organisation values difference. Under the Equality Act 2010, employers have a legal duty to protect staff from discrimination, harassment and victimisation. Regular staff surveys, analysed by gender and ethnicity, can reveal where experience falls short of intention.

Visible role models also matter. Initiatives such as the IET’s Young Woman Engineer of the Year Awards continue to celebrate talented women and show young people that engineering is open to them. Employers can amplify this effect by profiling women in their own teams at events, in schools and on social media.

Measure progress on diversity in recruitment

What gets measured gets managed. Employers with 250 or more employees must publish gender pay gap data under the Gender Pay Gap Reporting Regulations. Even smaller firms benefit from tracking recruitment, promotion and leaver rates by gender, and setting public targets for improvement. Reporting progress internally and externally keeps the issue visible and builds accountability.

Benchmarking against sector data, such as the annual EngineeringUK Engineering Brand Monitor or WISE workforce statistics, can help employers understand where they stand and where to focus. External accreditation schemes, including those run by WISE and the IET, can also provide a structured framework for improvement.

Conclusion: the case for action

The IET and Prospect guidance remains a useful starting point, but the most effective employers treat it as a living commitment rather than a one-off exercise. With the UK facing a substantial engineering skills gap, the need to attract and retain women in STEM is not only a diversity imperative but a commercial one. The tools are well understood; what matters now is consistent, accountable action.

Action steps for UK employers

Audit your current workforce data by gender, role level and pay band.
Review job adverts and person specifications for biased language.
Introduce or expand flexible working and returner programmes.
Set measurable diversity targets and report progress to the board.
Connect with WISE, the IET or STEM Returners for structured support.

Hannah Ashworth

A UK business writer and editor covering enterprise, funding, and leadership for women founders. She writes practical, data-driven guides on grants, self-employment, and growth strategy - translating complex regulatory and financial information into clear advice for women running or starting businesses. Before joining Prowess, Hannah worked in small-business advisory and content strategy.

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