Case study: The retention challenge: women engineers in infrastructure development

Background

A 2015 study conducted on the career path barriers of women engineers shows that although the scarcity of engineers is a global phenomenon, women engineers are in greater shortage (Du Plessis and Barkhuizen 2015:38). In South Africa, a developing country, economic growth is largely generated through infrastructure development. The role of engineers is therefore crucial to this end (Du Toit and Roodt 2008:3). In addition, the current political, social and economic landscape calls for transformation to restore equity to historically disadvantaged individuals. Women, who throughout history have been fighting for their place in this landscape, now form part of historically disadvantaged individuals or what is now referred to as designated groups (Office on the Status of Women 2001:i). Considering this, South African organisations, both public and private are legislated to ensure women are empowered and recognised for their contribution to the countrys development (Ministry of Women, Children and People with Disabilities 2013:13).

In the engineering sector, a 2011 study conducted by Wasilewski (2015:5) shows only 20% of engineering graduates in the USA are women and only 11% enter the engineering workplace. Globally, they represent between 6% and 11% of the engineering workforce (Nel and Meyer 2016:1). Du Toit and Roodt (2008:10) identify engineers as significant to two areas of development within the country. Firstly, in the construction and maintenance of infrastructure in the public sector and secondly, in their contribution to economic development in the private sector. However, the Engineering Council of South Africa (ECSA) shows the scarcity of engineers in the country by comparing the ratio of engineers to the population against global benchmarks. Where the international norm is one engineer per 40 people, in South Africa it is one engineer per 2 600 people (Patel 2017:1).

The current gender gap not only influences women who are in the field but also public and private sector bodies who require their skills (Nel and Meyer 2016:1). Despite formal mechanisms in place to address gender inequality, engineering remains one of the most male-dominated industries. A survey carried out in 2013 on the qualifications of members of the Engineering Council of South Africa (ECSA), indicated that 43 113 professionals were registered. The survey received 10 069 responses of which 1215 were from women engineers (ECSA 2013:7). The same study shows the gap between gender and age of the engineers, with the highest number of female respondents being at the age of 26 and the lowest number at the ages 54 and 60 years (ECSA 2013:8). This can be taken to mean that women engineers do not remain in the profession as they get older and supports the argument that retention of women engineers is a challenge. All organisations face the challenge of employee retention (Masango and Mpofu 2013:884). Guchait and Cho (2010) in Kundu and Lata (2017:704) point out that 80% of the workforce look for an enabling and supportive work environment and organisations are responsible for creating this environment to keep employees happy.

The Context

SANRAL was established in 1998 by the Companys Act, Act No. 7 of 1998 as an independent, statutory company with the Minister of Transport being its sole shareholder (SANRAL 2017:17). SANRAL operates in the construction engineering and related industries sector, with its core mandate being the improvement, maintenance and upgrading of the national road network (SANRAL 2017:17). SANRAL is supported by various business units but its primary division is the engineering unit. Hence, engineering skills and expertise are a fundamental asset to the Agency. SANRAL clearly communicates its workforce as its most valued asset and strives to achieve fair labour practices, employment equity and transformation (SANRAL 2017:81).

When SANRAL was established, it started operations with 92 employees. The Agency currently has a staff component of 396 employees which comprises of 74 engineers - of which only 12 are female (SANRAL 2018). This is contrary to the 50% requirement in the Women Empowerment and Gender Equality Bill 2013 highlighted earlier and shows the trend of a discrepancy of women engineers in the general workplace, as is evident in SANRAL as well (Ministry of Women, Children and People with Disabilities 2013:13).

SANRALs structure consists of four regional offices and its head office where the executives are based. Each regional office is headed by a regional manager (RM) who by requirement must be an engineer. Three of the RMs are men engineers. The Eastern region has been managed by a woman engineer since 2015, who was the first women engineer in senior management. However, in March 2018, she resigned (SANRAL 2018) and was replaced by a man engineer (SANRAL 2018). In 2016, when the role of the then chief engineering executive (CEE) was advertised due to his upcoming retirement, it was indicated by the executive that a black women engineer was to be targeted for the position. A former board member and women engineer was employed in 2015 with the aim of being the engineering executives successor. The individual resigned six months later. The position was filled by the then acting chief engineer, a man, who was later permanently employed in the position (SANRAL 2018). Between April 2017 and March 2018 three of the RM positions became vacant. The positions were advertised internally and externally. Only two internal women engineers proceeded to the first and second rounds of interviews and neither of them were appointed (SANRAL 2018).

Despite reporting a low turnover rate of 2.5% per year (SANRAL 2017:81), the Agencys human resource statistics show the turnover of 15 women engineers between 2011 and 2018. This group consists of women engineers aged between their early twenties and middle fifties (SANRAL 2018). The exit reasons recorded for the individuals are resignations, which implies that they had made a personal choice to leave the Agency. These statistics further show that turnover was not only among recently employed women engineers but it includes those who had been employed for longer periods (SANRAL 2018). The longest-serving women engineer was employed for 20 years before resigning. The shortest period served by two women engineers was six months (SANRAL 2018).

As stated above, SANRAL is an Agency of the National Department of Transport (DoT) whose human resource policies stem from what is prescribed by the DPSA for all government departments (DoT 2017:206). The DoTs Annual Report (2017:206) refers to retention strategies which include training opportunities, access to bursaries and access to the employee health and wellness programme. No indication is given of a career development programme for employees nor is there mention of a dedicated retention policy. SANRALs talent management approach speaks to embracing gender diversity and promoting the development of designated groups as set out in its Employment Equity Plan, with women being a focus (SANRAL 2017[b]:81).

These statistics and discussions suggest that notwithstanding the efforts by SANRAL to invest in its human capital, it falls short in its requirement of women engineers and faces the challenge of retaining those it recruits. With there is a drive towards transformation and a need to empower women in general, women engineers are becoming more crucial to SANRALs structure and operations not only because they are key employees but they are crucial to retaining and advancing institutional knowledge. What distinguishes this case study from other studies in this area is the evidence that SANRAL is committed to investing in its human capital (SANRAL 2017: 91). Its policies are evidence of this, yet, with all these initiatives SANRAL has still seen 15 women engineers leave the organisation. The question should then be asked, why? Considering this, the case for the retention of women engineers in SANRAL becomes pivotal.

Answer the following Questions

Considering the problem stated above, provide your perspective (using the Guide on Staff Retention 2006 although not limited to this) on the following questions:

What are the key issues at play?

Why should the retention of women engineers be considered important?

Who should be involved in developing a retention strategy for retaining women engineers?

How might the different role-players influence womens decisions to stay in the organisation?

Include references used.