Pam Sornson, JD, Author at EWD Pulse

10 Ways To Engage A Mature Workforce

Pam Sornson, JD on September 21, 2019

You can’t have escaped the news that people are both living and working longer, which in turn means the average workforce will consist of a number of mature workers. This in turns brings its own nuances when it comes to engaging your team. That outward bound team building exercise you had planned or the club night session may not (or may – let me not be judgmental here) be successful at motivating your entire workforce. This provides employers with a unique opportunity to get creative when motivating and engaging a more mature and experienced workforce further aiding staff retention. Keep these top 10 engagement ideas in mind:

Capitalize the mature workers’ wealth of knowledge – Create opportunities for mature employees to mentor new or younger team members.
Encourage cross-generational innovation – Each generation brings its own perspective on products and services. Cross-pollinate ideas by utilizing the diversity in your workplace to develop innovative products and services. Remember your workforce demographics can also reflect your customer demographics.
Provide flexible working opportunities – Parental leave requirements are often flipped – many older workers won’t have childcare responsibilities but may still have parents who are living but require care. So making some provision for this can decrease the stress some mature workers experience.
Give genuine feedback and appreciation – If an employee was motivated by feedback and recognition in the past, it doesn’t mean that changes as they age. There is no age limit when it comes to feeling valued. Ensure your recognition programs are respectful and suitable across generations, and always take time to acknowledge everyone’s contributions. Research shows older workers are more motivated to exceed job expectations than younger workers.
Older can often mean wiser – Just being older doesn’t automatically translate to strong leadership, but when you have experienced and valuable older employees who can lead—let them. Support them in sharing their strengths, talents, and leadership skills to others by assigning them special projects and overseeing teams.
Present stimulating challenges – Mature workers have gone through economic downturns, recessions, work place stresses etc. and quite often know how to ride the storms in life. Draw upon their knowledge and maturity by giving them new work situations that will provide job satisfaction.
Always learning, always developing – Mature employees may not necessarily be looking to drive ahead career-wise, but they still want to learn and increase their knowledge base. Don’t count them out, make training available for them to learn new technologies, business processes and stay relevant.
Aim to keep health care benefits relevant and flexible – Vision and hearing problems are more likely to occur in older employees, so keep benefit plans relevant and useful. Remember women can often be facing menopause, so taking simple steps to support them through their transition can make world of difference.
Tap into their network – Mature workers typically have extensive networks that they have built over their careers. There may be opportunities to tap into their networks for recruiting, outreach, or special projects.
Culture shapers – Mature workers often have good old fashioned work ethics, they can help to shape your culture by demonstrating what it means to be productive, loyal, hard-working — and to go above-and-beyond the job description.

With age brings wisdom, and with wisdom brings a skill set that will help any organization thrive. At the end of the day, mature workers are a tremendous help in the workplace, and engaging them requires a culture that embraces all generations.

Do you have ways that older workers have brought outstanding contributions to your workplace? Share your success stories – I would love to hear them!

Community Colleges and the Future of Workforce Development

Pam Sornson, JD on April 2, 2019

Community colleges serve many purposes. For some people, community colleges are thought of as a stepping stone on a path to a four-year college degree. This is especially compelling for individuals who may not have the time, money, or academic scores to initially matriculate into a four-year university. Others may view community colleges as a viable alternative to earn important professional credentials or an associate’s degree. Seniors often look at community colleges for academic enrichment programs, well after they’ve completed their work lives. So in many respects, community colleges are defined differently by those who enroll in them. From remedial studies, to professional certifications, to a path to a bachelor’s degree, to post-career enrichment, community colleges serve a range of needs.

At the recent National College Access Network’s annual conference in Indianapolis, there was some concern that many companies are unable to find qualified job candidates. In fact, in a 2016 survey, 46% of American employers reported difficulty filling positions due to a lack of qualified applicants, but the shortage isn’t just limited to entry or lower-level positions. A Business Roundtable survey found that 94% of CEO’s reported problematic skill gaps for their companies ran the gamut from entry-level to advanced, highly technical positions.

All this got me thinking about community colleges and the roles they play in American life. Community colleges can be great places for people to get skills training that will allow them to get good paying jobs, while also getting the broader, liberal arts education that will help them become successful employees. Technical skills are important, but so are skills in communications, problem solving, critical-thinking and teamwork.

So, why not combine both? Community colleges already have experience teaching technical skills and providing hands-on training for a myriad of job fields. They also provide the basics for a liberal arts education, in preparing students to earn an associate’s degree or transfer to a four-year college.

Businesses have immediate hiring needs and many students have immediate job needs. Both companies and individuals also have longer-term needs. Companies want skilled employees who can manage change and reinvent themselves to accommodate ebbs and flows in their business. Workers want security and an opportunity to grow in their careers.

There is a perfect opportunity here for community colleges and local businesses to band together to create workforce development programs that create skilled workers who also have the “soft” interpersonal skills to keep them relevant and able to adjust to changes longer-term.

One way to potentially think of this is as a modern version of the traditional apprenticeship model with a focus on not only the here and now, but the longer-term as well. Courses that focus on technical skills training and a specific field of knowledge could be combined with programs focused on critical thinking, verbal and written communication and time management. Both sides of the equation need to be mapped to achieve similar goals. They need to equip the student with the essential knowledge they need to join the workforce and excel not only initially, but to have the background to steadily move forward.

To get an expert’s thoughts on the power of workforce development, I spoke with Andre Williams, a Bronx born, African-American business owner and welding instructor, who has spent the last 20 years growing businesses across various construction fields and who has focused his career on helping to foster economic empowerment through tradeswork.

“The supplemental courses afforded students pursuing technical training and certification are vital,” says Williams. “Courses that can accompany technical training are courses like project management, autoCAD training, communication, and blueprint reading and drafting. These courses are not only professionally enriching, but they also empower young men and women without social capital to develop business acumen, strategic communication skills and dynamic networks.”

Like many good ideas, successful implementation involves a cost. For many of these specialty classes, there is expensive but necessary equipment and expert professors that need to be hired. Here there is an opportunity for partnerships between community colleges and companies. Companies can partner with colleges and help them to design the courses and possibly also help them defray costs associated with new outlays for technology or other resources needed. In exchange, students might perform internships at these same companies and once they graduate, they would certainly provide a pool of more highly skilled employees from which to recruit.

Williams agrees that these workforce development programs are they key to developing well-rounded employees. He should know, he’s had the experience firsthand.

“I am a testament to the multi-generational impact access to skilled union employment affords hungry young men and women,” says Williams. “Union employment through the skilled trades have been and remains one of the strongest gateways from poverty to the middle class in the United States. Community-based training and development combine skills training with access to social networks and capital, cultivating the next generation of prepared, diverse young people ready to work and thrive.”

On that note, here’s my list of six things, I believe are necessary to create successful workforce development programs:

Share the upsides. Community colleges offer companies a diverse potential recruitment pool nearby to their operations. Company partnerships offer community colleges an additional level of work preparedness, which underlines why many individuals enroll to begin with.
Focus on motivation. Many students at community colleges already hold full-time or part-time jobs. Some work at multiple jobs during their enrollment. These students have demonstrated their drive and recognize the values of employment skills. Training and mentorship opportunities, even in the absence of formal internships or work-study programs, can plant the seeds for grooming future job candidates.
Benefit from diversity and inclusion. Some companies may have trouble recruiting the diverse workforce they would prefer from existing outreach efforts and recruitment channels. Community colleges can offer a terrific complement to these efforts.
Share technology resources. Many community colleges have well-equipped computer labs and well functioning online platforms for course delivery. Companies may have their own telecommunications protocols. It might be beneficial to audit each organization’s respective resources and design programs that make the best use of the combined technology available between the local community college and partnering business.
Create a leadership pipeline. Identify and reward high performing employees by placing them in a leadership track that offers advanced education, including college-degree attainment, upper-level professional certifications, or management skills. This may require flexible work schedules to align with classroom requirements, but the benefit in terms of employee retention and upskilling should more than compensate. It can also serve as a recruitment incentive for new employees.
Don’t stop learning. Learning is a life-long process. Students may understandably be focused on getting a foothold into the field they choose to pursue. And companies have bottom-line, quarterly results to make. Nonetheless, students should see their longer-term paths as a constant toggle between job opportunities and training and educational enrichment. Ideally, they might both be accomplished within the same organization, but not necessarily. Companies want to retain great employees. But, they may not always have the ability to fully support their educational progression. It’s important to recognize this symbiotic relationship between private businesses and higher education institutions. Both can benefit from working with each other to make transitions as easy as possible for their students/employees. That in essence, defines a successful community college-local employer partnership.

Cybersecurity Workforce Needs to Grow 145% to Close Skills Gap

Pam Sornson, JD on February 26, 2019

A new study from ISC² estimates the current cybersecurity workforce at 2.8 million professionals and estimates that 4.07 professionals will be needed to close the skills gap (4.07 million professionals).

The 2019 (ISC)² Cybersecurity Workforce Study indicates a necessary cybersecurity workforce increase of 145%. In the U.S. market, the current cybersecurity workforce estimate is 804,700 and the shortage of skilled professionals is 498,480, requiring an increase of just 62% to better defend U.S. organizations.

“We’ve been evolving our research approach for 15 years to get to this point today, where we can confidently estimate the current workforce and better understand what it will take as an industry to add enough professionals to protect our critical assets,” said Wesley Simpson, chief operating officer, (ISC)². “Perhaps more importantly, the study provides actionable insights and strategies for building and growing strong cybersecurity teams. Knowing where we stand and the delta that needs to be filled is a powerful step along the pathway to overcoming our industry’s staffing challenges.”

Along with providing the estimates, the study takes a closer look at who cybersecurity professionals are and what motivates them, reveals how organizational security teams are staffed, and outlines data-driven insights into immediate and longer-term methods for building qualified and resilient cybersecurity teams now and in the future.

Among the key findings from the study:

65% of organizations report a shortage of cybersecurity staff; a lack of skilled/experienced cybersecurity personnel is the top job concern among respondents (36%)
Two-thirds (66%) of respondents report that they are either somewhat satisfied (37%) or very satisfied (29%) in their jobs; and 65% intend to work in cybersecurity for their entire careers
30% of survey respondents are women; 23% of whom have security-specific job titles
37% are below the age of 35, and 5% are categorized as Generation Z, under 25 years old
62% of large organizations with more than 500 employees have a CISO; that number drops to 50% among smaller organizations
48% of organizations represented say their security training budgets will increase within the next year
The average North American salary for cybersecurity professionals is $90,000; those holding security certifications have an average salary of $93,000 while those without earn $76,500 on average
59% of cybersecurity professionals are currently pursuing a new security certification or plan to do so within the next year
Just 42% of respondents indicate that they started their careers in cybersecurity; meaning 58% moved into the field from other disciplines
Top recruiting sources outside of the core cybersecurity talent pool include new university graduates (28%), consultants/contractors (27%), other departments within an organization (26%), security/hardware vendors (25%) and career changers (24%)

Strategies for Building Up Cybersecurity Teams

In the face of the growing need to build the workforce and recruit new talent, there are four main strategies outlined in the report. These include (1) highlighting training and professional development opportunities that contribute to career advancement, (2) properly level setting on applicant qualifications to make sure the net is cast as wide as possible for undiscovered talent, (3) attracting new workers such as recent college graduates who have tangential degrees to cybersecurity, or seasoned pros such as consultants and contractors into full-time roles, and (4) strengthening from within by further developing and cross-training existing IT professionals with transferrable skills.

The study shows that cybersecurity and IT professionals are largely satisfied in their careers and optimistic about their futures. But the size of the current workforce still leaves a significant gap between the number of cybersecurity professionals working in the field and the number needed to keep organizations safe.

Employers in need of more workforce-ready technicians

Pam Sornson, JD on February 26, 2019

Demand is high for more local and regional skilled, workforce-ready technicians and Northeastern Junior College believes it can play a substantial role in meeting that need through the expansion of its Applied Technology Campus.

At an informational meeting Tuesday evening, advisory committee members for ATC programs, which include automotive technology, diesel technology, wind technology, welding technology and precision agriculture, were invited to learn more about the expansion project, and also share what their needs are.

Mike Anderson, chair of NJC’s agriculture department and a member of the capital campaign committee for the expansion project, started the meeting asking individuals in attendance what the most important things are that they need in order to grow their business or operation.

Russ Adels, who is in production agriculture, said they need a capable and willing workforce that is willing to stay in the area; right now when the “big city” calls, many workers leave and go there.

“It’s hard work to be in agriculture or a lot of other trade industries, we just need the capable people who are willing to work hard, to put in that sacrifice for a better future, not only for them, but for the rest of the world,” he said.

Welding professionals commented there just aren’t enough people to go out and do the jobs that need to be done and Shawn Seifried, a local electrical contractor, said there is a need to supply electricians with qualified help, that can assist with getting parts and equipment.

“We felt like we’ve got some of that feedback from other members in industry, that there’s a huge demand,” Anderson said, asking attendees if they would agree that “there is not a big enough workforce pool of trained technical skilled folks in the Northeastern Colorado region.”

Business professionals at the meeting agreed that is a fair assessment. Professionals from 21st Century Equipment said they need approximately 30 more workers to be fully staffed at all sites.

Anderson then asked what the issues are that they face in trying to retain employees or if that’s even issue.

“It’s when the big city calls they’re gone, unless they have a reason to be here, family or attachments to this area, the salary, 20 percent more salary, more than that even, that alone will alone will take them away pretty quickly,” Seifried said.

Alan Krier, local contractor and owner of Concrete Specialties, agreed that getting people to stay is a challenge, whether they are concrete finishers, truck drivers or equipment operators. He shared that his company is working on part of West Main St. right now, assisting with construction on the S-curve project, because Parsons Construction Group, the general contractor for the project, thought they could come to Sterling, rent a bunch of equipment and hire a number of local operators to assist with the project, but they found no one.

“It’s really hard to find skilled people,” Krier said.

21st Century professionals said being short staffed, they have plenty of work, but employees don’t always want to put in the extra time and work a longer day.

“It’s not always about the money anymore, there’s been a change in the thought process of these young people coming out, they value their time off, they value a lot of different things that previous generations didn’t. That’s probably one of our biggest challenges with our new younger workforce, is what excites them, what motivates them, what can we do to try and keep them around?” the ag equipment leaders said.

They noted there are some tremendous young people coming into the workforce and they are able to retain some of them, but just because they have a great employee today doesn’t mean that person will be there tomorrow, “their loyalty is not as good as it was in previous generations,” the 21st Century representatives said.

Anderson asked professionals at the meeting if there was a large enough pool of people to train, and resources and time were not an issue, what kind of training they want their employees to have when they first arrive.

Jason Hazlett, director of NJC’s renewable energy department, said for electricians they want to have students working at the same time they’re going to school, which means offering classes at night so that students can work during the day. Seifried said math skills are important, but a mechanical background would be good too and that’s something that could be taught in conjunction with some of the wind technician training.

Welding professionals said more and more workers in that industry need robotics skills, but that’s something not a lot of colleges are teaching; for precision ag, workers need an understanding of the technology itself; Jimmy Atencio, said diesel technology professionals are looking for employees with character, with troubleshooting and critical thinking skills; Layton Peterman, auto technology instructor, said soft skills, diagnostics and critical thinking skills are important for that industry.

NJC vision is to address the growing demand that all of these industries have and teach students the skills these businesses are looking through its expanded Applied Technology Campus. The new campus, which will be expanded from 54,000 square feet to 89,153 square feet, will feature centralized administrative offices; a single, consolidated resource library; a program-agnostic “lounge” area where students can study, eat lunch, socialize and/or collaborate; and a virtual classroom to allow NJC instructors to conduct classes in a polysynchronous format.

With the additional space they plan to add specific programs to addressed projected demand, which includes investing money into the precision ag program and adding skilled trades programs such as electrical and HVAC technician.

NJC anticipates breaking ground on the expansion project in May 2020, and completing phase one of the project by August 2021 and phases two and three by August 2022.

“We’ve simply outgrown our space; we can’t offer these opportunities to more students unless we expand this facility,” Anderson said, adding that “we’re trying to build a facility that we think the community will be proud of, that will help support not only NJC, but local community and all the businesses here that need trained technicians.”

Here’s the good news about building a diverse talent pipeline

Pam Sornson, JD on February 26, 2019

A recent S&P Global study reports that firms with women CEOs and CFOs showed increased profitability in the two years after their appointments—but not for the reasons you might think.

In tracking the performance of 5,825 new executive appointments 24 months after appointment, S&P Global’s Market Intelligence Quantamental Research team found that firms with female CEOs saw a 20% increase in stock-price momentum. Those with female CFOs saw a 6% increase in profitability 8% larger stock returns.

Daniel Sandberg, senior director of the research team, says that, by using natural language processing to analyze the bios of CEOs and CFOs of both genders, researchers found “a common set of characteristics driving success for both male and female executives,” demonstrating that women had experience consistent with the most successful male executives. The report, entitled When Women Lead, Firms Win, refuted ideas from previous studies that said women’s leadership behavior was different than men’s, and that’s why they succeeded.

However, women still remain underrepresented in the C-suite, according to the study. By year-end 2018, the male-to-female ratio for CEOs was 19:1, and it was 6.5:1 for CFOs, which the researchers called a “persisting underrepresentation of females in key executive positions, despite recent advancements.”

The takeaway for HR is that creating a pipeline of top-achieving women leaders in the overall talent pool will reap financial benefits—a strong business case for firms struggling to achieve gender diversity. In fact, the 435 firms with female CFOs were more profitable than others, generating excess profits of $1.8 trillion.

Tagged to a campaign called #ChangePays, the report’s data has been promoted as part of S&P Global’s “Vital Statistics” Corporate Responsibility initiative. Launched in January 2019, the campaign’s goal is to provide hard stats on the benefits of women in the workforce to help global communities thrive.

Dimitra Manis, chief people officer for S&P Global, says the #ChangePays theme came out of the data itself. “We found that adding more women in the workplace would actually add about $5.87 trillion to the global market [capitalization],” she says.

“I don’t think in this day and age that we should be having to convince anybody. It’s a no-brainer. [Adding women to the workplace is] financially beneficial for the company and … is a good business practice,” Manis says.

Supporting gender diversity—as well as diversity across the board—is a matter of getting leadership on board and tying the issue to key performance indicators. Manis notes that the topic is included in the company’s quarterly balanced scorecard to promote accountability and performance. A diverse workforce is also supported in day-to-day operations—through programs and policies around workplace flexibility, increased investment in career development, mentoring, initiatives to broaden talent-acquisition practices, talent-succession and pipeline programs, and more.

Related: Here are 5 reasons gender equality is becoming a reality

“It’s up to us as leaders to emphasize [the data] and utilize it to the benefit of the company and for the benefit of the market and shareholders,” Manis says.

“We have a role to play in elevating the message of gender parity in the workplace,” she adds. “We believe that we can really showcase these insights to increase awareness.”

How San Gabriel Valley Students Scored In Standardized Tests

Pam Sornson, JD on February 26, 2019

ARCADIA, CA — Southern California students continue to make modest gains on state standardized tests, although only half of them met or exceeded the state standard in English and less than half met or exceeded it in math, according to scores released Wednesday by the California Department of Education.

The performance of Los Angeles County and Orange County students on the California Assessment of Student Performance and Progress tests generally mirrored that of students statewide, according to the department.

The CAASPP tests were administered in the spring to more than 3 million students across the state in grades 3-8 and 11.

Statewide, 22.23 percent exceeded the standard in English, while 28.64 met it, 22.4 nearly met it and 26.73 failed to meet it. In math, 19.69 exceeded the standard, 20.04 met it, 25.41 nearly met it and 34.86 failed to meet it. The statewide scores were all also moderately improved from the previous year.

In Los Angeles County, 21.73 percent of the more than 740,000 students who took the tests exceeded the state standard in English, up from 20.58 percent the previous year. According to the state, 28.48 percent met the standard, up slightly from 28.35 percent last year; while 22.65 percent “nearly” met the standard, down from 22.84 percent last year; and 27.14 percent failed to meet it, down from 28.23 percent last year.

In math, 19.15 percent exceeded the standard, 19.96 met it, 25.42 nearly met it and 35.48 failed to meet it. The percentages from the previous year were 17.66, 19.8, 26.04 and 36.5, respectively.

The Los Angeles Unified School District — the nation’s second-largest — showed across-the-board year-over-year gains, but students continued to lag behind their counterparts across the state. According to state figures, 17.73% of LAUSD students exceeded the standard in English, 26.17% met it, 23.45% nearly met it and 32.65% failed to meet it. In math, 15.08% exceeded the standard, 18.39% met it, 25.83% nearly met it and 40.7% failed to meet it.

In Orange County, 29.82 percent of students exceeded the state standard in English, while 29.66 percent met it, 19.74 percent nearly met it and 20.78 percent failed to meet it. In math, 28.53 percent exceeded the standard, 21.91 percent met it, 23.03 percent nearly met it and 26.54 percent failed to meet it. The figures all reflected slight improvements over the previous year.

State Superintendent of Public Instruction Tony Thurmond acknowledged the overall improvement, but said he was concerned that gains were less consistent in later grades of 7, 8 and 11, while performance continues to lag among some students of color.

“Disparities between students of color and their white and Asian peers continue from year to year and demonstrate the importance of our priority initiative of closing the achievement gap,” Thurmond said in a statement. “Education equity should mean equity for all students and right now, we are not there. All students should have an equal opportunity to succeed academically and enter the workforce prepared with the needed skills to compete in the industries that drive our state forward.”

Hispanic entrepreneurs more optimistic in business survey

Pam Sornson, JD on February 26, 2019

Hispanic entrepreneurs are feeling better about their businesses and the nation’s economy than other business owners, a new report reveals.

Bank of America’s 2019 Hispanic Small Business Owner Spotlight survey says 51 percent of Hispanic-owned businesses plan to hire more workers this year compared with 26 percent of non-Hispanic owned companies. Moreover, 87 percent of Hispanic businesses plan to expand their operations compared with 67 percent of all other businesses.

ESCO Aerospace Manufacturing in La Puente is one of them. ESCO makes components for Lockheed Martin and Northrop Grumman. And business is picking up.

“I have 12 employees now and we’re looking into starting another shift,” company CEO Yvonne Escobedo said. “That means more people and more equipment. I’ll probably have to bring on another 12 people.”

Escobedo said the Trump administration’s pro-business stance has given her confidence to move her company forward.

“The big thing is the corporate tax break,” she said. “They lowered the corporate tax from 35 percent to 21 percent. That’s the catalyst for everything … it makes you feel comfortable with buying equipment and hiring. They are thinking about the little guy who is trying to succeed.”

Other survey data worth noting:

74 percent of Hispanic-owned businesses expect their revenue to increase this year, compared with 57 percent of non-Hispanic business owners
28 percent of Hispanic-owned businesses intend to apply for a loan, compared with 14 percent of other business owners
68 percent of Hispanic-owned businesses expect the economy to improve over the next 12 months, compared with 54 percent of other companies

Sergio Rivas, small business banking manager for Bank of America’s Los Angeles market, has a theory about the optimism.

“Many of them own newer businesses that haven’t seen the roller coaster kind of economy more established businesses have, so there is more confidence,” he said.

Still, some aren’t taking any chances.

“We dealt with a tortilla manufacturer that was concerned about commodity prices, so they bought up to six months worth of supplies as a hedge against the economy,” Rivas said.

More workers, more equipment

Frank Montes, chairman of the California Hispanic Chambers of Commerce and founder and CEO of Inland Body & Paint Center in Fontana, is looking to hire five new employees to augment his current workforce of 19. He also plans to invest $100,000 in new equipment.

“I think our culture has always been optimistic,” he said. “When times get tough in our community we refocus. I’m a strong believer that when something bad happens, you look at how you can turn it around and make it positive.”

Still, Montes admits that California isn’t the easiest place to do business.

“More than 2,000 bills were introduced this year that will somehow impact our businesses,” he said. “If you want to scare small business away from California keep introducing all of these bills. The one thing that scares small business is the unknown.”

Health care costs topped the list of concerns among both Hispanic-owned businesses and others surveyed for the BofA report. Additional concerns included commodity prices, trade tariffs, consumer spending and minimum wage increases.

A tight labor market

Hispanic entrepreneurs are among many other businesses grappling with an ultra-competitive job market that has made it harder to attract and retain talent.

Sixteen percent of Hispanic businesses surveyed said they have lost at least 10 percent of their workforce over the past 12 months while 11 percent of non-Hispanic businesses faced the same problem.

To counteract that trend, Hispanic entrepreneurs are offering a variety of perks to attract job candidates. Fifty-five percent offer flexible hours, 36 percent offer flexible locations, 35 percent offer professional development and 32 percent offer discretionary bonuses, the report said.

Alex Guerrero, chief development officer at Valley Economic Development Center in Sherman Oaks, said his organization helps businesses in underserved communities gain access to technical assistance and loans.

“In the last 12 months, 21 percent of our loans have gone to Hispanics and those companies have created 111 jobs as a result,” he said. “It used to be mainly restaurant owners and manufacturing companies, but now we’re funding loans for dentists, accountants and other professionals.”

Increasing gender diversity in the STEM research workforce

Pam Sornson, JD on February 26, 2019

Women experience substantial, gender-specific barriers that can impede their advancement in research careers. These include unconscious biases that negatively influence the perception of women’s abilities, as well as social and cultural factors like those that lead to an unequal distribution of domestic labor (1, 2). Additionally, sexual and gender-based harassment is a widespread and pernicious impediment to the retention and advancement of women in many science, technology, engineering, and mathematics (STEM)–related fields (3). Although there is substantial evidence documenting systemic barriers that women face in scientific careers, less is known about how research institutions and funding agencies can best address these problems (see references below and in the supplementary materials). We outline here specific, potentially high-impact policy changes that build upon existing mechanisms for research funding and governance and that can be rapidly implemented to counteract barriers facing women in science. These approaches must be coupled to vigorous and continuous outcomes-based monitoring, so that the most successful strategies can be disseminated and widely implemented. Though our professional focus is primarily academic biomedical research in U.S. institutions, we suggest that some of the approaches that we discuss may be broadly useful across STEM disciplines and outside of academia as well.