The organisation had successfully recruited 50% of high potential female engineergraduates for 10 years, but they did not stay for more than 3 years
The assumption was females resigned for family reasonsThe informal male networks supported male careers but unconsciously excluded females
There were no female engineer leaders and narrow male leadership styles of success
Male supervisors assumed they had to work long hours to be successful

Managers were well intentioned but didn’t know what to do to fix female retention and career advancement
The organisation had best practice HR policies and diversity programs as foundations

Analysed the data and confidentially interviewed female engineers who had stayed and left to understand their workplace experience
Identified the business case: calculating that every female engineer who left was costing the company $100,000. Losing five females every year was costing the company $500,000/year
Worked in partnership with the Production and Talent Manager and successfully educated leaders and staff; shifted mindsets and culture using data, stories, strategy and metrics
Identified, connected existing policies and programs and addressed the gaps by implementing a successful female engineer retention strategy

Stopped female attrition saving the company $500,000/year i.e. $2.5 million over 5 years
Improved decision making by increasing diversity of thought to increase innovation and solve complex business problems
Increasedleader effectiveness and staff productivity through increasing inclusive leader capability, staff engagement, increased access to flexible work practices and careers and a more constructive culture
Attracted and retained the best talent and strengthened company brand; winning the Australian Gold Work and Family Awards twice and the Institute of Engineers Australia awards for attracting and retaining female engineers.