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returnship programs

How return-to-work programs boost retention for women in tech

  • min read
    • Mothers returning to work after a career break to raise children face many challenges, from closed doors to employers penalizing resumé gaps to being expected to take a backward step for a more family-friendly role. Research by the Association of British Insurers in 2018 found having children leads to women earning 20 percent less than men long-term. UK charity Pregnant then Screwed's data shows around 62 percent of women returners work fewer hours, change jobs or stop working because of high childcare costs. Support in returning to work How can companies support women to thrive in the workforce while closing the gender pay gap? Harvard Business Review names "returnships," or return-to-work programs, as one of the top five ways. PWC research shows better supporting returners could raise UK women's earnings 1.1 billion British pounds (around 1.5 billion US dollars) while boosting the UK economy 1.7 billion British pounds ($2.3 billion US dollars.) Meta, formerly Facebook, launched its returnships program. People who've been away from work for two years or more and want to re-enter full time are eligible for the 16-week, immersive, paid program. If you show ability to succeed after training and mentorship, you're considered for a full-time position. Returning without starting from scratch With a nearly four-year resumé gap after having two children, IT professional Zandra Otubamowo anticipated picking up her career where she'd left it. But after a string of rejections, she had to consider starting from scratch. She says, "I had many mixed feelings, but the one that stands out was the frustration of trying to get something you know you want, but it's not coming, and you don't know what else to do." Otubamowo continues, "In that gap, it's not like I was sitting at home, just taking care of my family. I was still learning about the technical world, doing training and connecting with people. So what didn't I have? I felt like the gap was the reason." A friend told Otubamowo about Meta's Return to Work program. She applied immediately and started her role as Technical Program Manager in September 2020. Meta hopes its Return-to-Work initiative will help double female employees globally by 2026 – women are currently around 37 percent of their workforce. "The support in the program was like being put into a bubble to protect us, which you don't get when you just come in normally," Otubamowo says. "From my manager to my mentor and my buddy, there were so many people put in place for me to make sure I succeed. You're coming into a space where things are moving so quickly, but in the program, people help you move at your pace. I don't think I could have survived otherwise." "We need more women to feel comfortable coming back into the workforce and not feel like they have to take a paycut or fall behind – that you are going to be given what you deserve," says Otubamowo. Bridging the gender gap Financial services group Nomura launched its Returners Program in 2019 as part of a plan to increase numbers of women in the business. The program gives 12 weeks' induction, training and coaching to anyone who's had a career break of 18 months or more, after which candidates can apply for positions at the company. Most succeed. Nomura is aiming for 33 percent female employees and has so far reached 31 percent. They want 19 percent working at senior level and have reached 14 percent. After a seven-year career break to care for two young daughters, Rachael Grieve recalls jumping back into the job market in 2019 and finding nothing but despair. The yawning gap in her resumé left her with few opportunities that suited her experience and ideal schedule. After a failed interview for an office manager position, "I went home and burst into tears, thinking, "That's it – I'm done." It felt like all these doors were closed. I still remember that desperation and fear, especially after interviews destroy your confidence. You find yourself stuck as to where to go." Soon after, a chance conversation with a friend who still worked at her previous employer, Nomura, led to Grieve returning and setting up the company's Returners Program. Shereen Peeroo Finney, a cybersecurity architect, joined Nomura in 2019 through the program after taking two years away to reassess her career direction and retrain. "We had resumé advice, practice interviews, external mentoring and a 90-day plan. The program helps you regain confidence a lot faster," Peeroo Finney says. Securing the right support and partners for success Tackling gender inequality isn't easy, admits Grieve, now Nomura's global head of learning and development for technology. She feels strongly about leading this program, so it becomes a standard part of Nomura's diversity, equality and inclusion strategy. "Our Chief Information Officer from day one was 100 percent supportive," Grieve says. "It made a massive difference to be given the platform and sponsorship. I also made sure all senior managers understood the caliber of candidates we were getting through it." Specialist firm Inclusivity Partners helps run Nomura's returnship program and similar programs for Shell and Virgin Money. Inclusivity Partners founder Stephanie Dillon says, "If you want to make the difference for women, they need a job. They need pension contributions. They need financial independence. With return programs, you're providing a job opportunity. Now [when the candidate is] back in the market, other companies think, "that's a good candidate," rather than fixating on the career break."
ciso turnover

Keeping your CISO engaged will benefit your business. Here’s how.

  • min read
    • Between stress, overwork and constant new threats, Chief Information Security Officers (CISOs) face countless challenges. And the security of nations, businesses and society relies on their doing everything they can to rise to the challenges. Growing complex threats and the rapid shift to remote work complicate an already expansive role. Today's CISO needs technical skill and the ability to respond fast to reputation-damaging breaches like ransomware attacks. High stress, low retention Many CISOs haven't been in their role long. Research by Cybersecurity Ventures in 2020 found nearly one in four (24 percent) of CISOs in US Fortune 500 companies had been in their job just a year. A further 16 percent had been in post for only two years. There's no single reason CISOs move around more than other C-suite executives, but higher stress probably plays a part. UK domain registry Nominet's 2020 CISO Stress Report found 88 percent – around nine in 10 – CISOs said they were "moderately" or "tremendously" stressed. The same report found average CISO time in post was just two years and two months. Seasoned CISO Matt White, once fashion brand Chanel's Global Head of Information Security Strategy and co-founder of software-as-a-service platform XaaS, thinks CISOs' biggest challenge is lack of understanding from companies and boards. CISOs have an uphill battle – under-resourced with budget and staff while battling red tape and bureaucracy. Relationships make a fulfilling role What can CISOs do to find a role where they feel fulfilled? White suggests considering what a potential employer wants from a CISO. Do they want change or someone to continue the status quo? Although it may be hard to assess before joining, a CISO should investigate how well the organization has established and resourced its cybersecurity. White adds, "It's paramount to understanding the type of company, its level of maturity and how supportive the board may be of changes." If the last CISO left because they didn't have the financial resources or headcount for a good cyber defense strategy, a new CISO should make sure there's since been change. Kaspersky research, in association with Longitude, a Financial Times company, found a closer relationship between the C-suite and cybersecurity teams leads to better security outcomes. Over a quarter (26 percent) of survey respondents said they believed "strong integration between the C-suite and cybersecurity teams will be very important in the next two years." This group also reported they were better prepared to deal with the impact of cyberattacks. It's important senior managers get involved in elements of cybersecurity. If CISOs foster strong relationships with C-suite colleagues, they can help those executives better understand challenges facing IT security. Continuous skill development With new threats and cyber challenges cropping up daily, CISOs must keep their skills and technical knowledge up-to-date. But their role also demands a range of 'soft skills.' "CISOs, like all C-suite roles, need continuous development, not just with technical skills," says Naveen Vasudeva, Founder and CEO of United Arab Emirates-based CyberTree Paradox, a cybersecurity firm focused on small-to-medium enterprises. "The CISO must be a diplomat, skilled in communicating technical things simply, so others can understand and take action." To thrive in their career and ensure a long tenure at companies they enjoy working for, CISOs should build their skill base. This will mean they're as prepared as possible for challenges that come their way. But if a CISO finds they're completely exhausted and can't perform their job because of lack of company support, the best option may be to seek greener pastures. Strong teams are everything C-suite executives have a vital role in improving CISO working conditions and retention. Not all C-suite members can gain a comprehensive understanding of cybersecurity. Those who do develop that understanding can show inclusive leadership and better support the CISO. A CISO is only as effective as the team they lead. Highly skilled cyber professionals are in hot demand, hard to retain in a competitive market. A Cybersecurity Ventures 2020 study found unfilled cybersecurity jobs grew 350 percent in the eight years to 2021. A CISO may enter a business and find their staff don't have the right skills, making it hard to succeed in their role. Vasudeva thinks selecting the right team is the difference between success and failure. "You can't do it all, and you shouldn't. Pick skills in your team you can rely on and help them develop their next moves, so you can develop yours. It's about leadership, not management – there's a massive difference." Short tenure hurts CISOs and companies, so everyone involved should address the issue. Kaspersky's 2020 global business survey backs this up, with 38 percent of respondents saying lack of consistent management in IT security is a challenge. Being a CISO for just a year or two isn't enough time to make a real difference or embark on transformational projects, let alone change corporate culture. There is no one way a CISO can fully protect themselves from short tenure, but if they focus on enhancing their skills, build relationships with executives and create a strong team, they will likely find themselves in a strong position. C-suite colleagues have an important role to play in retaining CISOs too – raise your cybersecurity understanding so your CISO can rely on your support.
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Secure Futures magazine is your go-to business guide for opinions, trends and insight into the world of technology and cybersecurity. We help your business to bring on the future. Brought to you by Kaspersky, the global cybersecurity experts.

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