The scientific professions have always been drivers of innovation, health, and progress in the U.S., and this is especially true today. Many employers are shifting focus, reprioritizing plans, and seeking to hire diverse top talent. The Association for Women in Science Virtual Career Fair aims to connect AWIS members and all women in science with employers seeking top talent. This aligns with AWIS' work toward equal inclusion and advancement of women in science positions at all levels, from early career to senior leadership. This premier recruiting event will offer the opportunity to potentially have a dozen first-round interviews, all within three hours on August 24th, from 1pm to 4pm ET.

The Fondation L’Oréal and UNESCO are proud to announce the five 2023 laureates of the For Women in Science International Awards. On 15th June, the Fondation L’Oréal and UNESCO will honor these distinguished women scientists from five major regions of the world with exceptional careers for the contribution to society of their research in Physical sciences, Mathematics and Computer science. The unique ceremony, which will take place at UNESCO’s Headquarters in Paris, will also be the opportunity to celebrate 25 years of the L’Oréal-UNESCO For Women in Science Programme, which has become well renowned for recognizing the scientific excellence of female researchers at national, regional and international levels. The five 2023 laureates were chosen by an independent jury presided over by Professor Artur Avila, Professor at Institute of Mathematics University of Zurich (Switzerland), Extraordinary Researcher at IMPA (Instituto de Mathematica Pura e Aplicada) Rio de Janeiro (Brazil) and Fields medal winner in 2014, for the 25th L’Oréal-UNESCO For Women in Science International Awards, in the fields of Physical science, Mathematics and Computer science.

SWE advocates for the advancement of women engineers at all stages of their careers. The Collegiate Leadership Institute’s overarching goal is to equip collegiate members with the skills, knowledge, and leadership abilities that will enable them to become global leaders in their engineering and technology careers and serve as a future pipeline for leaders in the Society of Women Engineers (SWE). Through virtual year-round programming, CLI aims to motivate, equip, and support SWE collegiate members to successfully transition to the engineering workforce by providing valuable learning opportunities in order to accelerate the success of students entering the engineering and technology workforce. To address the need for more women in academic leadership positions in engineering and foster the professional growth of women in academia, SWE developed the Academic Leadership for Women in Engineering (ALWE) program. The overarching purpose of ALWE is to provide female academics in engineering with tangible skills and knowledge needed to pursue, acquire and gainfully maintain institutional leadership positions at a university. SWE also hopes this program provides women with skills to help them grow personally as leaders. The upcoming ALWE program will begin in August 2023 and conclude in April 2024. ALWE will host 50 professional academic SWE members during the upcoming program. To support the professional development of women in faculty roles, participants who successfully complete the program will receive a registration grant to attend the WE24 Annual Conference.

HR leaders everywhere are working to build inclusive cultures so that they can hire and retain diverse talent. Unfortunately, some of the diversity, equity and inclusion (DEI) training they bring to their organisations is minimally effective. A recent study of 3,000 DEI training participants conducted by the National Academy of Sciences determined that ‘standalone, one-off diversity training’ commonly used in organisations is unlikely to be effective for promoting workplace equality. Similarly, research published in the Harvard Business Review argues that traditional DEI programs focus too much on raising awareness and promoting the business case for DEI. In other words, they fail to make a real, lasting impact. They help individuals become aware of their biases, but they stop short of helping employees counteract their biases.

Just like an organization has a vision statement, you should have one as well. In this webinar, Mona-Lee Belizaire will guide you through how to develop a vision statement for your life . A vision statement serves as a guide when making decisions in your professional and personal life. It also keeps you on track and prevents you from engaging in activities that are not aligned with your values, goals and, most importantly, the vision for your life. In this webinar, participants will learn: how to develop a vision statement for their life , the principles necessary for a vision statement, how to use their vision statement when making decisions and how to use their vision statement to effectively plan for the future.

Critic and perfectionism push us to manage every detail, both at work and at home, and cause us to feel that we need to do it all,” said Katharine Panessidi, AVP of the Advancing Women Leaders practice at Linkage, a SHRM company. “That is simply not sustainable, and we know these behaviors directly contribute to burnout in women, opt-downs and opt-outs, and potentially career stagnation as these behaviors prevent women from stepping into higher-level, strategic work.” Burnout, stress and mental health are still causes of concern for women, and organizations continue to see a drop-off in promotion rates for women. According to Deloitte’s 2023 Women@Work research, 51% of women report higher stress levels than they did a year ago. And the broken rung remains broken. For every 100 men promoted to manager, only 87 women are promoted and only 82 women of color are promoted (McKinsey’s 2022 Women in the Workplace Report). But how do you stop “over-rowing the boat”? Women leaders must shift from doing it all to influencing, equipping and enabling others. Moving beyond self-reliance, women leaders can prove their value through multiplying—inspiring and empowering those around them.

Food science is surprisingly multidisciplinary, comprising the varied fields of chemistry, biochemistry, microbiology, nutrition, engineering, agriculture, natural resources, and the social sciences. It encompasses wide-ranging career sectors too, including food chemistry, food safety, food engineering (systems for processing and packaging), sensory science, and product development. This wide umbrella means that food science has the potential to attract people with diverse interests, training, and levels of education to work on multiple approaches in an array of sectors. Not only does this field cast a wide net across the scientific workforce: it is also growing. The US Bureau of Labor Statistics projects a job outlook, or growth rate, of 8% (faster than the average of all occupations) from 2021 to 2031 for agricultural and food scientists. Current employment data for food scientists are difficult to sift through because of the wide heterogeneity of the field. Job search company Zippia, which has gathered statistics on 8,601 food scientists, shows on its website that women compose 62% of food scientists and earn 97% of men’s salaries on average. Eighty percent of food scientists are White, 10% are Asian, 5% are Latino, and 3% are Black; 74% have a bachelor’s as their terminal degree, 17% have a master’s degree, and 2% have PhDs. Read about female scientists represented in food science.

Pausing your career to pursue other priorities is important and should not stand in the way of your next chapter. And now, you’re ready to help develop technologies and create solutions that drive the energy transition. So we created the SLB Technology Returnship program for you. We are looking for experienced and passionate engineers eager to return to technology after a break of two or more years. This 3-months paid returnship refreshes your technical skills with technical training suited for your key job responsibilities, along with professional development and peer mentoring with full access to SLB technical communities. We designed our returnship with an intent to hire - i.e., the possibility of becoming a full-time employee after program completion with a technology leader in the energy industry.

Asia-Pacific is a region on the rise – the IT industry is expected to grow at a rate of 8.3% over the next five years. However, around 60%-80% of APAC organisations find it difficult to fill vacancies in many IT roles. With gender parity in the tech workforce still some way off, it’s clear there is a huge, untapped opportunity. FDM Group has revealed its top 5 tips for attracting, engaging and retaining women in the industry. The economic benefits of women in tech The Alpha Female report, published recently by Bank of America, found that companies in Asia-Pacific with a higher proportion of women in management, on average, outperformed by 26 per cent over a five-year period. But the gender pay gap persists. Greater female participation would help address the already significant skills shortage in the tech workforce, but it is not just about equality and equity. Diverse teams are more likely to generate innovative ideas and solutions, leading to more creativity and improved problem-solving.
A spokesperson for FDM comments: “Women make up some of the most skilled professionals in the industry and by failing to attract, engage and retain women in tech, businesses are losing out.” On comparison, companies with high gender-diversity outperform and deliver better financial returns. Those that hire and retain more women automatically gain a competitive advantage, a benefit that extends to all stakeholders. Advancing women’s employment could add $12 trillion to global GDP and boost some countries’ economic output by as much as 35%, yet global progress is stagnating. The World Economic Forum’s 2022 Gender Gap Report rather gloomily predicts it will take 151 years to close economic gender gaps.

A recent study of the 33 biggest multilateral institutions found that of 382 leaders in their history only 47 have been women. And the percentage of women running Fortune 500 companies has only just recently crested a meager 10%. The researchers wondered why institutions consistently fail to promote women to top jobs. The recent study of 913 women leaders from four female-dominated industries in the U.S. (higher education, faith-based nonprofits, law, and healthcare) sheds light on this pernicious problem. As they found, there’s always a reason why women are “never quite right” for leadership roles. Women are criticized so often and on so many things that they are acculturated to receiving such disparagement, taking it seriously, and working to make improvements. And any individual woman may take it personally, believing the criticism directed at her to be warranted. But their research reveals that the problem lies elsewhere. Virtually any characteristic can be leveraged against a woman in a discriminatory fashion. Such criticisms often relate to facets of women’s identity in an overt or subtle way, such as race, age, parental status, attractiveness, and physical ability. More specifically, the research revealed 30 different characteristics and qualities of a woman’s identity that emerged as points of criticism creating barriers to women’s success.