Retention

This page collates the benchmark trends analysis across the last three years.
Project 28-40 seeks to identify the hidden tensions within workplace cultures that are preventing the creation of more gender-balanced workforces. In the 21st century, the ‘male breadwinner’ workplace model of full-time, long hours and no external commitments has to change.
Since publishing the Project 28-40 report in April 2014, Opportunity Now has conducted further research into the experiences of women of all ages in different sectors. These papers set out the findings from our analysis of Project 28-40’s sector data, validated by qualitative data from focus groups with women in each sector . Each of the papers should be read in conjunction with the original report.
We hope these papers will further enable you to take action, recognising the unique challenges of your sector.
If you are serious about change, you as Partners and senior leaders need to take the lead on women’s progression, moving this from a diversity initiative to a core business priority.
Create a truly agile organisation, with women and men able to work in a way that makes them productive and engaged.




There’s a real issue with private practice, and top firms are particularly challenging for women. I believe the reason is there’s an inherently male culture in these sorts of firms, where the sacrifices that you are expected to make to progress - and the whole chargeable hours structure that rewards putting in the long hours - means that long hours are rewarded.




- Focus Group Participant

Demonstrate visible leadership in tackling bullying, harassment and sexual harassment; send a clear message to all employees that poor behaviour should be called out and turn ‘zero tolerance’ policy into a reality. Provide informal methods of reporting.
Consult with women in your organisation about the changes they would like see to enable more women to succeed.
Implement more job share roles. We have seen this successfully piloted in management consultancies, with job sharing consultants managing one project and communicating this upfront with the client.
Ensure accountability at Partner level on meeting gender targets and set objectives for this, just as you have for billing.

If you are serious about change, you as Service Chiefs and senior leaders need to take the lead on women’s progression, moving this from a diversity initiative to an operational effectiveness priority.Demonstrate visible leadership in tackling bullying, harassment and sexual harassment. Send a clear message to all employees that poor behaviour should be called out and turn ‘zero tolerance’ policy into a reality.Create a truly agile organisation, with women and men able to work in a way that makes them productive and engaged. Look at job design, technology and agile teams, and defeat the flexible working stigma that holds women – and men – back.Recognise that working in a male dominated culture places specific and additional demands upon female personnel. This requires you to consult with women in your organisation to develop your understanding of what it is like to be a woman in a man's world. These women have expressed genuine concerns that you need to address.

If you are serious about change, you as CEO's need to take the lead on women’s progression, moving this from a diversity initiative to a core business priority.




Without senior women, why would you think you can progress? You need to see them at all levels so you know you can be there too.




- Focus Group Participant

Create a truly agile organisation, with women and men able to work in a way that makes them productive and engaged.
Demonstrate visible leadership in tackling bullying, harassment and sexual harassment; send a clear message to all employees that poor behaviour should be called out and turn ‘zero tolerance’ policy into a reality. Provide informal methods of reporting.
Consult with women in your organisation about the changes they would like see to enable more women to succeed.
For the purposes of our analyis and report, we refer to this group of industries collectively as the STEM sector:  This includes, Construction, Manufacturing, Oil, Gas, Electricity, Water Supply, Waste Management, Scientific & Technical Services and Telecommunications / Information Technology.
The UK’s current and future talent pool is changing, as is today’s business environment and so the business imperative to adapt and develop the workplace has never been greater.
What are the key features of the 21st Century Workforce- its challenges and opportunities?
What should UK business do to remain highly productive and competitive amidst tough trading conditions and a rapidly changing marketplace?
In the 21st Century Workforce, flexibility becomes the norm, not the exception and a source of competitive advantage.
Read and download the research to learn what business can do to create an agile workforce.