Signals of change: improving gender diversity in telecoms

According to data from the National Foundation for Educational Research (NFER), women make up less than one-fifth of the nation's telecoms workforce — putting the UK far below the global average of 37 per cent. We explore below on how telecom providers can attract and retain female employees by creating a truly inclusive company culture.  

Given the lack of female representation in the sector, it's unsurprising that men dominate all levels of the telecoms workforce. However, the gender gap is worryingly apparent at management and director levels, limiting the ability of women to progress within the sector. 

Last year, the Department for Science, Innovation and Technology (DSIT), UK Telecoms Innovation Network (UKTIN), Ofcom and techUK hosted a round table to discuss ways of supporting women in telecoms. The group, comprised of women from the industry, academics, and policymakers, advised on ways that telecoms could alter its image. These included sharing public profiles of women working in the sector and possible career paths and highlighting the idea of telecoms being a priority industry for the country. 

At MS3, we habitually spotlight the successes of our female staff through traditional media platforms and social media initiatives such as our long-running LinkedIn Q+A series. We're also keen to highlight the opportunities arising from the full fibre rollout. For example, I recently participated in an all-female round table discussion to share insights into life at an altnet. The MS3 team has also attended several events held by local education providers such as Hull University to speak with students who may not have previously considered a telecoms career. 

However, the DSIT, UKTIN, Ofcom and techUK round table also touched on another key issue that's just as important as attracting women to the industry — retention. 

Getting in and getting on 

While initiatives that challenge perceptions of the industry can help to boost the number of female applicants, many women face a less than inclusive environment once they start working in the field. 

For example, some participants from the Ofcom discussion shared their experiences with sexism in the industry, which included the misconception that women couldn't understand technical language. Across the UK workforce as a whole, 31 per cent of women who'd experienced negative bias when applying for jobs said it was gender-related — almost double the rate of male respondents. 

At MS3, we believe that a company's culture can be measured by the worst behaviour the leader is willing to tolerate. Discrimination towards women must be stamped out to see any meaningful increase in female representation in telecoms. So, how can the industry do this?

A conversation for all

Senior male leaders must be part of the conversation. Although many view the sector's lack of gender diversity as a problem only affecting women, this is far from the truth. The positive impact of equal representation on productivity, staff turnover and profitability is well documented. A top-down approach to gender inclusion helps create a more welcoming and inclusive atmosphere, increasing retention.  

Creating a truly inclusive atmosphere starts with the recruitment process. While many employers still hire candidates who match their culture, transitioning to a 'culture add' perspective means MS3 values the differences that colleagues bring and how this helps our culture grow. Employees who bring their whole selves to work can thrive and deliver excellent results.  

Understanding how personal life and work intertwine is crucial to supporting female staff. At MS3, this understanding includes offering enhanced family leave and period, menopause, and perimenopause support through private medical insurance. According to a 2023 CIPD report, seven in ten women say their period has a negative impact on their work. Providing support and healthcare options makes business sense — employees are more likely to stay when they feel supported.      

This belief is also reflected in MS3's flexible working policies. Instead of mandating office attendance, we encourage employees to decide where and when they can get their best work done. For example, we recognise that many of our female colleagues have caring responsibilities, allowing our staff to fit their schedule around the school run. This flexibility is open to staff of all genders, meaning that employees can split their caring responsibilities in a way that works for them. 

Mentoring, coaching and training

Although truly flexible working practices are a key driver of MS3's inclusive company culture, we also prioritise creating connections between colleagues through informal meetups and more structured schemes. For instance, we run a monthly discussion group for female staff, which is promoted regularly, encouraging new starters to participate.  

Structured development programmes can also increase the number of women in senior leadership positions. Each executive leadership team (ELT) member takes on a mentoring or coaching role to help staff members aspiring to leadership. 

Currently, women make up 28 per cent of our ELT and 50 per cent of colleagues who have received internal promotions within the last twelve months are female. Supporting initiatives that help retain experienced female staff is essential to boost representation. We also support formal training programmes, with a third of our employees currently enrolled in these schemes to develop industry knowledge and leadership skills.  

The growth of full fibre promises many exciting opportunities for the telecoms industry, but those must be opportunities for everyone. For women wanting to enter the sector, looking for an employer with an open, inclusive culture should be a priority. On the employer side, developing a strategy that balances attraction and retention will allow women to enter the profession and climb the ladder into senior positions.