Does Underrepresented Mean Underemployed?

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By Suki Johal | 22-23

Introduction:

The Life Sciences Industry (LSI) plays a crucial role in the UK’s employment landscape, particularly in STEM (science, technology, engineering, and mathematics) roles. A parliamentary report addressing diversity and inclusion in STEM emphasises the importance of a continuous flow of talent for the UK economy. However, the report notes disparities in the distribution of opportunities across society, with women, individuals from specific ethnic backgrounds, and those from disadvantaged socio-economic backgrounds consistently underrepresented in STEM education, training, and employment (UK Parliament, 2023).

Exploring the Intersections:

We set about exploring and enhancing the existing, albeit limited, literature on the intersection of ethnicity, gender, and motherhood in the context of career development for women of Indian descent within the Life Sciences Industry (LSI). Conducting semi-structured interviews with thirteen women aged 35-55 working across diverse roles in a major pharmaceutical organisation, the research identified three overarching themes, shaped significantly by Indian and varying generational values concerning motherhood and career pursuits.

Our findings revealed despite their high qualifications and eagerness to contribute, British Indian women, frequently experience underemployment restrained by self-imposed or systemic limitations. Notably, the trajectory to leadership positions in the LSI is perceived as an overtly exclusive privilege for white males, relegating women, ethnic minorities, and mothers to predominantly individual contributors or lower-middle management roles.

A Paradox of Passion and Struggle:

Despite being underrepresented, undervalued, underemployed and therefore, underpaid paradoxically, participants referred passionately to their work holding a sense of purpose and meaning from their work. These women aspire to utilise their skills and capabilities in service of patients but emphasise the need for a sense of belonging for themselves and other minority groups.

Practical Recommendations for Change:

1. Address the Ethnicity Pay Gap

A Department for Education report revealed women entering the labour market with higher qualifications than men earned less per hour from the outset (ONS, 2018). Logically, women opting for or needing to work part-time would face additional financial penalties. The ethnicity pay gap across the LSI remains undisclosed as companies cite practical challenges to collecting ethnicity data and yet employees may disclose their ethnicity if it contributes to rectifying pay imbalances. Posing the ethnicity-related question to all employees and assessing volunteered data for pay equity, enables the evaluation and implementation of measures to realign the salaries of the most affected.

2. Provide Practical Career Mentoring and Sponsorship

Female leaders who are also mothers within the LSI play a crucial role in offering essential guidance, reassurance and allyship to dispel myths and reshape perspectives on motherhood and career development. Mentorship and sponsorship programmes should be delivered through various modalities to maximise their impact and cater to the needs of both mentor and mentees. This may contribute to a shift in employees’ mindsets about women applying for promotions during pregnancy, maternity leave, or shared parental leave.

3. Encourage Male Shared Parental Leave

While UK-based companies offer shared parental leave in addition to the statutory paternity leave, very few fathers take advantage of the parental leave entitlement, often relying on mothers to take a career break. Highlighting the benefits of shared parental leave to both parents may help to address gender inequalities at both work and home. Men can form close bonds with their infants without work pressures, and women can pursue their careers without the added burden of childcare concerns. 

4. Collectively Tackle Diversity, Equity, and Inclusion (DEI) Gaps

The industry lacks a representation of female and ethnic minority leaders. Membership in industry forums that collaborate with LSI organisations to benchmark data and address leadership gaps in diversity, equity and inclusion should be deemed mandatory rather than optional. Participating in such forums enables companies to share best practices, showcasing a concerted effort within the LSI to rectify visible inequalities at all levels of leadership, thereby conveying this commitment to both current and prospective employees.

5. Allow Self-Enrolment in Leadership Development Programmes

Existing aspiring leader programmes may be inaccessible for minority groups seeking to enhance their leadership capabilities. Provided these individuals meet performance standards, granting them the opportunity to self-enrol circumvents any biases or misconceptions that managers may harbour regarding an employee’s career aspirations. Such programmes offer benefits at every level; participants develop their leadership skills and are better prepared for career development opportunities and organisations can identify previously overlooked employees for succession management, strengthening their talent pipeline.

6. Embed Inclusive Recruitment and Hiring Practices

Organisations are strongly encouraged to adopt inclusive recruitment and hiring practices. Taking inspiration from the NHS, organisations can actively encourage applications from underrepresented groups, explicitly stating this commitment at the end of each job advertisement. Such practices offer reassurances to those who don’t fit the traditional leadership mould but are actively welcome to shape a new diversified and strengthened leadership team. This not only enhances profitability and innovation (McKinsey, 2020) but also provides a more visible representation of a diverse employee base.

7. Embrace Hybrid Working Models and Technology

The COVID-19 pandemic highlighted many roles within the LSI, particularly client-facing positions, which can be effectively conducted virtually and do not necessarily require constant in-person presence. Embracing hybrid working models enables women to spend more time with their children and less time commuting, thereby contributing to a healthier work-life balance. Additionally, this approach minimises travel costs, allows employees to choose their place of residence, reduces the organisation’s carbon footprint, and optimises employee productivity.

Conclusion:

The peril faced by organisations looms large if they merely pay lip service to addressing inequalities while perpetuating the prevailing white male leadership paradigm. The genuine risk of an exodus of underrepresented talent seeking opportunities in more progressive competitor organisations is a tangible threat. It is incumbent upon the Life Sciences Industry not just to acknowledge these challenges but to implement the proposed recommendations actively and earnestly. Only through such proactive measures can the industry truly harness the diverse talents and perspectives that will drive innovation and success in the years to come. The journey towards equality is not just an ethical imperative but a strategic necessity for sustained growth, relevance, and resilience.

References:

  1. Dolan, K., Hunt, V., Prince, S., & Sancier-Sultan, S. (2020). Diversity still matters. McKinsey Quarterly, 19
  • Gov.UK. Gender pay gap reporting: make your calculations, (2021). Report. Retrieved from

https//www.gov.uk/guidance/gender-pay-gap-reporting-make-your-calculations. October 2023.

  • Hunt, V., Layton, D., & Prince, S. (2015). Diversity matters. McKinsey & Company, 1(1), 15-29.
  • UK BioIndustry Association, (2022). Diversity and inclusion in UK Biotech 2022. Report. Retrieved from

https://diversityinbiotech.org/wp-content/uploads/2023/07/BIA-DEI-Diversity-04.06.2023.pdf. November 2023.

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