Why Women Leave Tech: 2026 Retention Data Says It's Not Caregiving

Insights from Gillian O'Donnell, yieldHUB

In June I attended the Women in Techworks conference in Cambridge, their first in-person event. I posted on LinkedIn at the time and mentioned I still had more to offer from my learning about the event.

One of the most striking statistics presented at the Women in TechWorks Engineering Intelligently event in Cambridge challenged a belief that many of us have heard for years.

The assumption is that women leave technology primarily because of caregiving responsibilities.

The data presented at the conference told a different story.

According to research shared during the event, only 3% of women cited caregiving as their primary reason for leaving the technology sector.

That statistic immediately reframes the conversation.

If caregiving is not the main reason women are leaving technology, what is? And perhaps more importantly, what can we do about it?

The STEM Talent Pipeline Starts Leaking Earlier Than We Think

One of the themes that emerged throughout the day was that the gender gap in technology is not simply a workplace issue.

It begins long before someone submits a job application.

Data presented on STEM engagement showed a significant drop in interest among girls during their school years. Many reported a lack of confidence in STEM subjects, while only a small percentage viewed engineering as a suitable career path.

Engineering UK data

55% → 39%

girls' interest in STEM, Year 7 (Age 11) to Year 13 (17)

• 57% report a lack of enjoyment in STEM
• 38% report a lack of confidence
• Only 16% perceive engineering as a suitable career

The STEM decision funnel · girls vs boys

Source: UK Electronics Skills Foundation

At age 10, girls and boys are almost level. By 18, girls' participation has fallen to 19% against 33% for boys. The gap is not one decision. It is a funnel of small drop-offs, year after year.

Where the pipeline leaks, stage by stage

The challenge starts early.

As several speakers highlighted, the gender gap is not a sprint. It is a marathon. It is systemic.

It begins with confidence, visibility, encouragement and representation.

As the saying goes:

"You can't be what you can't see."

If young people do not see role models who look like them in engineering, technology and leadership positions, it becomes harder to imagine themselves following those paths.

That is why one statement from the event resonated so strongly:

"Representation is infrastructure."

Representation is not simply about diversity targets. It creates pathways, possibilities and future leaders.

The Tech Industry Has a Retention Problem: The 2026 Statistics

The numbers shared throughout the event were difficult to ignore.

At a time when technology companies are competing aggressively for skilled talent, these statistics should concern everyone.

This is not simply a diversity issue. It is a talent issue. An innovation issue. A competitiveness issue.

The question is no longer how we attract more women into technology.

The question is how we ensure they want to stay.

Why Do Women Leave Technology Careers?

Women leave technology careers for organizational reasons, not personal ones. The discussions throughout the day suggested that the reasons are often different from those many people assume. The most common factors highlighted included:

• Lack of career advancement opportunities
• Inadequate recognition
• Pay inequity
• Limited access to leadership opportunities
• Lack of sponsorship and visibility
• Lack of belonging
• Poor gender diversity in leadership

These challenges are not inevitable. They are organizational. Which means they can be addressed.

Several speakers stressed the importance of mentoring, sponsorship and leadership development. Mentors provide guidance. Coaches help people make decisions. Sponsors create opportunities and advocate for others.

The advice was straightforward: find a mentor, find a sponsor, become a mentor. Help build the ladder for the people coming behind you.

Confidence Comes After Action

One of the strongest personal development themes of the day centered on confidence.

Many people wait to feel confident before taking action. The speakers challenged that idea. Confidence often arrives after action. After speaking up. After taking the opportunity. After sitting at the table. After asking the question.

Some of the most memorable advice included:

• Careers do not need to be linear.
• Skills are transferable.
• Progress rarely happens when everything feels comfortable.
• Say what you think in the first five minutes.
• Know your value and bring it with you.

These messages were particularly powerful because they acknowledged that confidence is not something people either have or do not have.

It is something built through experience.

"Confidence doesn't come from encouragement. It comes from recognition."

Katalytik

AI Is Changing Technology. People Still Matter Most

Artificial intelligence was another major topic throughout the event. Speakers demonstrated how AI is transforming engineering workflows, product development, simulation, knowledge management and decision-making.

One engineering leader described AI as a "second brain." Others discussed systems that combine organizational knowledge, project context and AI agents to help teams work more effectively.

Yet despite the excitement around AI, the human element remained central.

Technology will continue to evolve. Human potential remains the multiplier.

As one speaker noted, organizations need to stay ahead, innovate and adopt new technologies while continuing to support the people responsible for delivering results.

The future will belong to those who can successfully combine human expertise with technological capability.

Culture Is a Competitive Advantage

Perhaps the most important lesson from the event was that culture matters. Not as a corporate slogan. Not as an HR initiative.

As a business advantage.

One quote shared during the event captured this perfectly:

"The culture of a company and the values of the people in it are its greatest competitive advantage."

Satya Nadella

The organizations that attract, develop and retain talented people will outperform those that do not.

People support things they are part of. Relationships are how complex results get done. Great teams outperform great individuals. And great companies create environments where people can bring their full selves to work.

How to Retain Women in Tech: What Organizations Can Actually Do

Several practical solutions came up repeatedly throughout the day:

Building Better for Those Who Follow

Towards the end of the day, one question lingered in my mind:

"How do we build better for ourselves and for those who follow?"

It is a question that applies equally to technology, organizations and careers.

Whether discussing AI, leadership, innovation or inclusion, the answer seemed remarkably consistent.

Invest in people. Create opportunities. Recognize contribution. Build confidence. Develop future leaders.

And make sure talented people can see a future for themselves in our industry. Technology may be changing faster than ever. But after a day of discussions on engineering, leadership and innovation, one thing became clear.

For those of us working in semiconductors, this challenge feels particularly relevant. As design complexity increases and competition for engineering talent intensifies, attracting skilled people is only half the equation. Retaining expertise, creating opportunities for growth and building environments where people can thrive will play an increasingly important role in the future success of our industry.

Events like Women in TechWorks serve as an important reminder that the future of technology will be shaped not only by the systems we build, but by the people we empower to build them.