Impact of career programs on young women

When we launched Google’s “Mind the Gap” program back in 2008, the goal was clear - to start closing the gender gap in technological roles by exposing, encouraging and inspiring more young female students to explore computer science studies. The program is focused on introducing young female students to successful female engineers and scientists at Google, with the understanding that these young students need to see what they could one day be. We have conducted multiple studies over the years on the impact of the program, some in collaboration with the Technion in Israel, which highlighted time after time the importance of role modeling, and showed that 20% more female students changed their perception regarding their decision to major in computer science, and around 40% have expressed a greater interest in the field of tech, following their visit to the Google offices and meeting with female software engineers. 15 years later, the program is now active in 17 countries, and touching approximately 100K young female students around the world. There is so much more to be done until we have 50% women in tech, and it has to start early, with young female students, before the world around them, unintentionally, puts barriers in their path. A recent study by Google in Europe, based on interviews and surveys with more than 3,000 students and education leaders across the continent, found 6 main barriers that are holding girls and young women back from accessing computer science studies in school - see attached study to learn more. Next week, we are incredibly excited to expand “Mind the Gap” further in North America, hoping to broaden the impact of this crucial initiative to more young female students around the world. https://lnkd.in/dyJAgpcg #google #dei #impact

How does mentoring help young women forge meaningful careers in sustainability? 💚 Yesterday, I facilitated a check-in with our Catalyse Change CIC mentors, now halfway through our programme, supporting young women into sustainability and climate careers. It was a powerful space to reflect on what’s working, what’s challenging, and what makes mentoring transformational. 💚 A huge shout-out to our incredible Catalyse Change mentors! 🙏🏽 As their extraordinary generosity, care and thoughtfulness shone through! 💚 Here are 7 key insights and strategies they shared : 1. Normalising self-doubt and building confidence - Lack of confidence comes up again and again. Mentors found that normalising this - and sharing their own early-career doubts - helped mentees feel reassured and less alone. - Career growth was reframed as a series of small steps outside the comfort zone, rather than a single overwhelming leap.  2. Reflecting achievements back Mentors actively “held up the mirror,” reminding mentees of what they’ve already achieved, e.g., new roles, leadership courses, and personal growth. Making their strengths visible helped counter self-criticism and build a more positive self-view.  3. Challenging perfectionism and ‘A-grade only’ thinking Several mentors noted that high standards are becoming a blocker. By naming perfectionism directly and encouraging “good enough” and bite-sized goals, progress felt more achievable and less pressured. 4. Reframing sustainability  Mentors helped demystify sustainability by mapping existing skills - finance, engineering, communications, project management - into purpose-led roles. Breaking down jargon reduced anxiety and helped make green careers feel far more accessible. 5. Values-based work to address burnout and self-belief Revisiting core values revealed that wellbeing-protective values such as joy, rest, and balance weren’t being honoured. Setting goals aligned to values - not just performance - supported confidence and resilience in a much more sustainable way. 6. Small, safe steps into visibility  Rather than “big scary moves,” mentors encouraged manageable risks, paired with visioning exercises and perhaps a guiding word or mantra. This helps to create motivation without overwhelm. 7. Permission to change goals.  Making it clear from the outset that it’s ok to change or slow down their goals. Helps reduce shame and performance pressure, making them more willing to show up and try. The common threads? Normalising doubt. Making strengths visible. Shrinking the risk. And anchoring growth in values and well-being - not just output. The time, care and wisdom our voluntary mentors pour into our Catalyse Change CIC programme never fails to amaze me. It’s what makes this work so special and genuinely life-changing for the women involved. Thank you, mentors. We couldn’t do this without you! 🙏🏽 #Mentoring #GreenCareers #Sustainability Picture: Catalyse Change mentors and mentees at 2024 graduation.

Workplaces Do It, So Can Schools: Real-World Relevance Keeps Girls In STEM 👩🏽🔬 "Women comprise only 28% of the STEM workforce in the United States. And a recent survey by MetLife found that women in STEM were nearly twice as likely than women in other industries to say they are considering leaving the workforce, citing burnout, being passed over for promotions, not being paid equally, and lack of purposeful and meaningful work. Studies focusing on college and the workforce have consistently shown that when women understand the impact of STEM on improving the world, they’re more likely to persist in STEM classes, majors, and fields. According to new research from the University of Wisconsin–Madison, simply asking college students to explain in writing how the scientific concept they’re studying applies either to their own life or to helping others led more people, especially those under-represented in STEM, to stay in the field. Judith Harackiewicz, the professor who studies motivation and whose lab found these results, thinks these short prompts tap into a powerful source of motivation: relevance. A recent study by Girls Who Code in conjunction with Logitech found that an overwhelming majority of women (92%) said the ability to make a meaningful contribution to society is a primary factor in their career progression. Delphine Donné, General Manager, Creativity & Productivity at Logitech, told me it was 'eye-opening' to see the 'importance of inspiring women of the role they can have and understanding the impact of their work.' A clear take-away for teachers wanting to keep more girls engaged in STEM, Donné underscored, is to emphasize the impact of what you can do in STEM fields and that it isn’t 'technical or boring.'" #WomenInSTEM #GirlsInSTEM #STEMGems #GiveGirlsRoleModels https://lnkd.in/g_HDY4cy

In India, LinkedIn's recent data shows that 38% of women cite a career break for parenting, over four times the percentage of men at 9%. This statistic reveals a critical opportunity for companies to support women reentering the workforce after career breaks, especially for those transitioning back into strategic or leadership roles. Since I work in corporate leadership and talent acquisition, I've had the privilege of helping numerous women resume impactful careers. Success in these placements is only possible with the full support of stakeholders and leadership. When companies trust and empower the talent acquisition team to identify skilled candidates—career break or not—change happens. With the right understanding and genuine commitment from top-level leadership, companies can move beyond stigmas tied to career breaks. This approach is where real change management lies: hiring based on skill and potential, aligned with opportunity requirements, and championed by an inclusive leadership vision. To foster this environment, companies can Create 'Returnship' Programs: Structured reentry programs designed to ease the transition, often with mentorship and flexible schedules. Empower Hiring Managers and Teams: Sensitize teams to the value that career returners bring, shifting the focus from the break to relevant skills. Flexible and Inclusive Policies: Remote or hybrid working options, especially in the early months, to accommodate reentry. Leadership and Accountability: Embed this inclusion at the top levels, ensuring leaders actively promote and normalize hiring after career breaks. It’s time we see this as true change management, where talent is prioritized for the value they bring, not discounted for gaps in their resume. #ReturnToWork #WomenInLeadership #InclusiveHiring #CareerReentry #DiversityAndInclusio

"You can't be what you can't see." This simple phrase encapsulates a powerful truth about female role models and their impact on young women's aspirations. Picture this: A young girl dreams of becoming a CEO, but every business leader she sees on TV is a man in a suit. What message does that send? Now, flip the script. Imagine that same girl seeing Indra Nooyi leading PepsiCo or Mary Barra at the helm of General Motors. Suddenly, her dream doesn't seem so far-fetched. This isn't just feel-good speculation. The numbers tell the story: → 81% of girls with female role models are more likely to pursue leadership positions → Companies with women at the top see 50% higher profits on average → In STEM fields, female students with female professors are 20% more likely to take advanced courses The ripple effect is real. 69% of women who've been mentored go on to mentor others. It's a virtuous cycle of empowerment. So, what's the game plan? For trailblazing women: - Visibility is your superpower. Step into the spotlight, warts and all. - Mentorship isn't optional. It's your duty to the next generation. For organizations: - Showcase your female leaders like the assets they are. - Mentorship programs aren't just nice-to-haves. They're strategic imperatives. For aspiring women: - Seek out female role models like your career depends on it. Because it does. - Don't just admire from afar. Reach out. Most successful women are itching to pay it forward. Here's the bottom line: When we amplify female success stories, we're not just changing individual trajectories. We're rewriting the narrative of entire industries. We're not just inspiring the next generation. We're shaping it. P.S. Think of a woman who changed your career trajectory. Now, how can you do that for someone else?

📊 The results are in. And they're impressive. One year after attending Women in Consumer Finance, the impact is clear. 🚀 24% of attendees received promotions at their companies.  💪 58% took on new responsibilities beyond their comfort zones.  🏆 37% earned recognition from leadership for their higher contributions. Knowledge transfer is key.  🧠 37% of participants formally shared tools and ideas with colleagues who didn't attend.  ↳ This spreads the benefits across the organization. Mentorship makes a difference.  👩🏫 52% began mentoring others they hadn't supported before.  ↳ This strengthens the talent pool within their companies. Visibility boosts business.  🎤 22% spoke at conferences for the first time.  ↳ This elevates their company's presence and authority in the market. Cross-organization influence is powerful.  🌐 34% started mentoring professionals outside their companies.  ↳ This opens doors for new partnerships and expands networks. And here's the kicker.  💼 1 in 5 attendees gained new clients directly from relationships built at WCF. These are not just feel-good numbers.  ↳ They show real business outcomes that affect the bottom line. ✨ Investing in growth leads to success.  ↳ When women support each other, everyone wins.  ↳ The benefits go beyond individual achievements.  ↳ They create a ripple effect that strengthens entire organizations. 💫 This is the power of Women in Consumer Finance. Embrace the opportunity. Get involved. And watch the results unfold. #CareerDevelopment #WomenInLeadership

Equipping young women with digital skills is not just a development goal—it’s a foundation for jobs, resilience, agency, and inclusive growth. In Northern Nigeria, the Gina Mata, Gina Al-Umma program, meaning “Building Women, Empowering Communities,” has trained close to 1,300 young women to build skills and access opportunities in the digital economy. With support from the World Bank's Digital Development Partnership, participants are gaining practical skills in digital marketing, online safety, financial literacy, and remote freelancing, creating new pathways to economic opportunity in fragile contexts. This is the kind of impact we aim for: when access to technology translates into access to dignity, independence, and a stronger voice in shaping one’s future. Watch video: https://lnkd.in/g9j9kdwY Read the story: https://lnkd.in/gCARXTvg

Our new article highlights the voices of young women living in the informal settlements of Kampala, Uganda and the powerful impact that vocational training can have on their confidence, well-being, and future opportunities. Through their stories and discussions, we saw how learning practical skills opened doors: earning an income, gaining independence, building community, and feeling a renewed sense of hope. It’s a reminder that investing in youth, especially young women, can transform lives in ways that go far beyond job training. Grateful to our partners at the Uganda Youth Development Link and to the young women who shared their experiences. This work is part of our interdisciplinary TOPOWA Project addressing the social drivers of poor mental health. Read more here: https://lnkd.in/ebFE2NsA #GlobalHealth #TOPOWAproject #YouthEmpowerment #PublicHealth #Uganda #VCUpublichealth #transforminglives VCU School of Public Health #skillstraining #Kampala #vocationaltraining

Women early in their careers are facing barriers that help explain why the “broken rung” persists. Many aren’t getting access to the formative experiences that build promotability in the first place.   Our new Women in the Workplace report with Lean In highlights how early gaps in opportunity, support, and sponsorship affect women’s aspirations—and could shape their career trajectories.   At the entry level, for example, only 31% of women have a sponsor (vs. 45% of men), and 40% of women haven’t received a promotion, stretch assignment, or leadership training in the past two years (vs. ~30% of men).   These disparities compound. As we’ve seen every year, women continue to remain underrepresented at every level of the corporate pipeline, especially in senior roles.   The takeaway is clear: opportunity matters.   Ambition thrives when organizations intentionally invest in people by designing clear career pathways, ensuring fairness of opportunity, and enabling inclusive culture.   Explore more in this year’s 11th annual report: https://lnkd.in/gKRuY4qE   #WomenintheWorkplace #WiW2025

Are we about to roll back progress for women at work? This year, only 50% of companies prioritize women’s career advancement - and 2 in 10 place low or no priority at all. For women of colour, that number rises to 3 in 10. At the same time, we’re seeing an ‘ambition gap’ emerge - not because women lack drive, but because they lack equal sponsorship, advocacy, and career support. When women receive the same career support that men do, this gap to advance falls away. Yet women at both ends of the pipeline are still held back by less sponsorship and manager advocacy. The report finds: 🔹Only 31% of women at entry level have sponsors, vs. 45% of men - leaving women at a disadvantage from the start. Women get less of the sponsorship that opens doors - despite the fact that employees with sponsors are promoted at nearly twice the rate of those without. 🔹50% of mid-career Asian women report that no one in leadership has advocated for them, including connecting them to helpful contacts, putting them forward for promotion, or recommending them for stretch assignments - far higher than for other women at this level. 🔹Only 26% of women say their manager has advocated for them or their work. Women in leadership receive less consistent manager support across key advancement actions, and since managers play a critical role in progression, these gaps may limit women’s opportunities at the top. 🔹Young women are particularly ambitious: at entry level, women under 30 are more interested in being promoted than young men. However, among employees over 40 who are still at entry level, ambition drops sharply - 52% of women want to advance, compared to 71% of men - a decline linked to significantly less career support. This is a solvable problem, but it requires a greater investment in women’s careers at a time when a number of companies may be deprioritizing them. Some have already scaled back programs beneficial to women like remote work, formal sponsorship, and targeted career development, and HR leaders worry about the long-term impact of changes like these for women. Yet many companies are scaling back what works - remote work, formal sponsorship, and targeted career development - putting years of progress at risk. Companies that prioritize gender diversity see bigger gains. For companies that lost focus this year, 2026 should be the year of recommitting to women in the workplace - not as a DEI checkbox, but as a leadership and performance priority. Based on insights from 124 organizations, representing ~3 million employees, including surveys of 9,500 employees and interviews with 62 HR leaders across Corporate America.