Semiconductor ​industry struggles to attract and retain women

⁣ Updated Month DD, YYYY

⁢ The percentage of women in the semiconductor industry remains persistently‍ low.
A recent report ⁤indicates that over half‌ of semiconductor companies have women
‌ filling less than 20 percent of their technical roles.The same report
revealed that fewer companies publicly ⁤commit to equal possibility measures
than in previous years.

This decline in support ⁤occurs as the industry anticipates notable
workforce shortages, according to Andrea Mohamed, COO and co-founder of
QuantumBloom, a company focused on helping companies attract,⁤ retain, and
advance early-career women in STEM. QuantumBloom concentrates on the
‍ transition from higher education to the workforce, ⁣a period when many women
⁤ ‍ ⁣⁢ leave STEM fields.

​ Mohamed spoke with⁢ IEEE Spectrum ⁤about ⁤the importance of supporting
women in ⁣semiconductor jobs and ⁢why a retreat from these initiatives clashes
‍ with the industry’s needs.
​

⁤ ⁣⁣ “Seeing the semiconductor industry with fresh eyes, what I ⁣see is an
industry that hasn’t evolved as quickly as other STEM-intensive
‍‌ ⁢ ‌ industries,” Mohamed ‌said.

Mohamed noted that‌ the semiconductor industry faces geopolitical and economic
‌ ⁢ forces that disrupt the supply chain. She added that⁤ efforts to reshore and
​ onshore the industry to ​the United States ⁣are creating infrastructure ‍gaps,
particularly⁣ in workforce growth. This challenge extends beyond
⁣ semiconductors to pharmaceuticals and automotive, increasing pressure ‍on the
labor supply and demand.
‌

While there has been significant attention on the ⁣STEM education pipeline,
with​ countries‍ like China ​and⁤ India producing STEM​ graduates at a faster rate,
Mohamed said there has been less focus on⁢ what companies are doing internally
⁣ to address‌ workforce challenges.

Mohamed also expressed concern about corporate cultures, burn-and-churn
cycles, and outdated​ policies related to child care. She emphasized that
‌ while the⁤ industry clearly articulates it’s skill needs to education, the
voice of the next-generation worker ⁣is not influencing how the industry
⁣ attracts them.

“We keep talking about⁣ the ​leaky pipeline for all these stages of women
​ ⁤ dropping out,” Mohamed said. “We’re losing a ton, and we’re​ all thinking
⁣ about ‌just putting more water in ⁤the bucket, when really, we need to ⁣fix
⁢ ⁣ the holes.”

Mohamed highlighted a recent report from the global Semiconductor Alliance
and Accenture, which indicated a decrease in⁤ public commitments to diversity
and programs supporting women. She sees⁤ this as a ⁢warning sign, as‌ support
⁢ shoudl be increasing to attract more women ⁣to the industry.
‍

Mohamed suggests shifting the conversation from diversity, equity, and
inclusion ​(DEI) to talent management,‍ focusing on retention and avoiding
turnover costs. She argues that the industry ⁢needs every available brilliant
mind ‌in the united States to succeed in semiconductors.
⁣

Mohamed believes that much of‍ the DEI activity has been performative,with
companies not truly committed to creating great workplaces for everyone. She
emphasizes that this is about human capital development, as women are
⁢ graduating with bachelor’s degrees at higher rates⁣ than men.

⁣ “You are not going to be able to compete‌ on ⁣a global stage in the United
states if you are not finding ways ‍to‌ attract and retain new communities of
⁤ workers, ⁣and women are one of those communities,” Mohamed said.

Mohamed noted that many women with engineering backgrounds end up working ⁤in
technical organizations but not in technical roles, or they pivot to
​ different industries altogether. She said other industries are more
intentional about attracting ​and retaining young talent, investing in them
⁢ early​ in their careers.
​

⁤ ⁤ mohamed suggests employer-led solutions such as apprenticeships, rotational
⁢ programs, and leadership skill development. She said these skills are
⁢ ⁤ essential for ​career success but are often not taught ⁤in school.

Mohamed emphasizes that companies need to ⁢focus on both early-career support
‌and top-down⁣ culture change.She said the relationship‌ with a boss is
⁣ ⁢ crucial, and improving empathy at ‌a local level can improve work ⁣outcomes
​ and retention.

Ultimately, Mohamed urges semiconductor leaders to ⁣envision becoming a magnet
for all talent and commit the resources and⁣ organizational changes needed ‌to
make that vision a reality.
‍

What’s next

The semiconductor industry must prioritize ‍creating inclusive workplaces and
‍ investing in early-career talent to‍ attract and retain women, ensuring its
future⁢ competitiveness.
⁤