Women in Manufacturing

I'm currently the VP of Diversity, Equity & Inclusion, I haven't always been. I have both my undergraduate and graduate degrees in Engineering and thought I'd always be an engineer. However, at the encouragement of a mentor, I pivoted into Operations. Though I was initially resistant to the idea of working in manufacturing, I went on to spend almost 15 years in Operations. Manufacturing was where I developed my leadership skills, led major project installations and ushered in significant transformations. Suffice it to say, I will always have a heart for Manufacturing.

Edgewell recently held our inaugural Women in Manufacturing (WiM) Summit for internal teammates. On the heels of this event, I sat down with two Operations leaders in Edgewell; Russ Dorsten, SVP of Global Operations, and Taryn Dalmasso, Senior Director of Regulated Operations, to get their insights on how we can best support women in the field.

What obstacles exist in terms of career paths for women in manufacturing?

Russ:
Some of the challenges are:
1. Understanding career paths available and building a way forward.
2. Lack of women in technical programs-only 16.5% of engineers and 27% of the tech sector are female. We need to spark interest in science and technology early.

Taryn: Some challenges are external to Edgewell; manufacturing requires on-site presence, often at all hours. Many women, despite having partners, handle most home responsibilities which make it tough to balance work and home life. Additionally, women may limit themselves by not applying for jobs unless they meet all requirements. Without the right guidance, coaching and encouragement some women will not take that leap to the next level. Edgewell can support all teammates, and especially women, by being aware of and eliminating bias during performance reviews.

How do you believe the current workplace culture within the manufacturing industry contributes to the underrepresentation of women?

Russ: We have to overcome this stereotype of manufacturing jobs being a rough, hardnose, physically challenging occupation that is run more through fire and brimstone than with leadership. It's also a challenge that historically, the manufacturing industry has largely been a male dominated field.

Taryn: 2023 data shows that in the US, women make up 32% of the manufacturing workforce, while men represent 68%. It can be intimidating knowing that you are working in an environment where you are going to be one of a few or sometimes the only one in the room. People may not think of the advanced automated technology that we have today. It's important that we showcase what manufacturing jobs in 2024 look like and the career opportunities and lifestyle it can provide.

Are there partnerships (current or planned) with educational institutions or organizations focused on STEM education?

Taryn: This is site-specific since it depends on local schools and requires plant leadership to build relationships with local educational institutions. For example, in Milford, CT, our Plant Manager showcases blade technologies to high school students. In Dover, DE, we host annual high school tours and are considering sponsoring STEM events for mentoring. These are all efforts we need to make now to support future staffing needs.

How are we ensuring that our talent acquisition strategies are inclusive and attract qualified women to manufacturing roles?

Russ: From my own experience, whenever we are looking externally for a candidate, we make a concerted effort to solicit women candidates. Additionally, if I am asked to review resumes, I ask to review them without names, so that the process is clearly based on the credentials and qualifications.

Taryn: It's important that each hiring manager work closely with talent acquisition to determine the best strategy, as there isn't a one size fits all. Some tactics we have used in the past include attending the Women in Manufacturing virtual job fair, college campus recruiting and working with the Society of Women Engineers.

What strategies are in place to prepare internal candidates for opportunities in manufacturing, so there is a more diverse pipeline?

Taryn: We have succession planning, for both our hourly and salary teammates. Again, it's important to have those career discussions so if there are development needs, we can work on those together. Perhaps through events like the virtual WiM session we recently held for Edgewell teammates, we may have created interest from someone outside of a manufacturing role who wants to find out more about positions in operations.

How do you envision the role of women in manufacturing evolving in the coming years?

Russ: In my mind it only evolves as women move into technical fields such as engineering, supply chain/logistics, robotics and AI.

Taryn: I agree! I'd also note that manufacturing has evolved significantly. We now hear about empathetic leadership and flexibility - concepts that were rare 15 years ago. If we aim to thrive, we must embrace these values; otherwise, we'll struggle to retain talent. While onsite work is essential, we must find ways to be more flexible and considerate, especially towards those working 3rd shifts or weekends.

What specific steps are you taking to position Edgewell as a leader in promoting gender equality and diversity?

Taryn: I'm passionate about team building and supporting all team members by ensuring fair treatment for everyone. I have an open-door policy where I make time for anyone who needs me. Having been the only woman on a team before, I aim to prevent that isolating experience for others. This virtual summit that we recently held for our teammates created a larger community of women within Edgewell manufacturing, and I'm so excited to see its impact.

Russ: I aim to treat everyone on the team with equality and with that, my focus is on cultivating and identifying talented candidates and teammates who can propel the company forward. Women are, and should be, a big part of that. At Edgewell, we look for individuals who will excel in their positions and have the capability to inspire and challenge their colleagues and as a result, foster an environment of continuous improvement and drive the company's success.