6 minute read • published in partnership with Springboard
Insight: How investing in women’s development drives performance and problem-solving from within
Skills shortages, productivity pressures and digital transformation are forcing manufacturers to rethink how they build capability. Success increasingly depends on how effectively organisations develop and deploy diverse talent to solve complex problems. Kirsty Lancaster, EDI Training Programme Manager at Springboard, sets out how focused investment in women’s development expands leadership capacity, sharpens problem-solving and strengthens operational resilience.
In manufacturing, as in many industries, the conversation around women’s development has matured, yet systemic barriers remain. These often-invisible barriers are largely beyond our personal control; however, that shouldn’t stop us from striving for change. One of the most important steps we can take for ourselves is to pause, reflect and set meaningful, actionable goals.
Over the years, I’ve met women at many different career stages, from those taking their first steps or changing direction, to others returning after a break or managing teams. They are talented, resourceful and committed, but the pace and distractions of modern life, along with manufacturing’s relentless tempo and constant problem-solving, make it hard to find time to consider what comes next.
When manufacturers provide structured learning and development opportunities, alongside space for reflection, women are better able to navigate the barriers they face while building on the skills and perspectives they already bring. Evidence shows that access to meaningful development is closely linked to higher levels of employee engagement, wellbeing, attraction and retention. A UK government-commissioned review* highlights consistent relationships between learning and development and improved engagement and retention outcomes across sectors.
Research** commissioned by Onvero reinforces this. It shows that workplaces where inclusion is embedded in culture and practice retain staff for longer, are significantly more effective at attracting talent, and report substantially higher productivity than those with less commitment to inclusion. Programmes such as Springboard contribute to a culture of inclusion by demonstrating a visible commitment to the development of women, supporting wider organisational efforts to improve performance, strengthen continuous improvement and build long-term capability.
This understanding sits at the heart of the Springboard Personal & Professional Development Programme for Women – a proven framework designed by women for women. For nearly four decades, it has supported more than 250,000 participants worldwide to take meaningful steps forward in their careers and personal lives.
Understanding gender-specific barriers
Some of the barriers women face stem from workplace cultures, particularly in traditionally male-dominated environments, or external expectations, others are internalised through years of subtle messaging about how women “should” behave or what success “should” look like.
A common challenge is the imposter phenomenon, which affects up to 70% of professionals at some point in their working lives – that quiet, persistent voice of self-doubt that whispers “I don’t belong here” despite clear evidence to the contrary. It can show up in many ways: feeling that asking for help is a weakness, assuming that struggling with a task means you’re not capable, or believing that if you can’t “do it all”, you’ve somehow failed.
These pressures can erode self-belief, affecting not only how women manage competing priorities but also diminishing their confidence to pursue what they truly want for themselves. While this mental load is often overlooked in traditional skills training, gender-specific programmes create a psychologically safe space where participants can engage openly and candidly. Freed from caveats or hesitation, women can fully explore their aspirations and ambitions, break through barriers, and develop strategies for personal and professional growth.
Their development translates directly into the workplace, building on the skills they already bring to their teams: initiative, clear communication, adaptability and the ability to inspire others through change. Over time, this nurtures a culture of resilience and collaboration that strengthens the workforce at every level.
Creating space for growth and future-planning
Structured development is the catalyst for change. The Springboard Personal & Professional Development Programme offers a reflective, supportive space where women can explore who they are, what they want, and how to get there – guided by experienced facilitators who have walked similar paths.
What makes this process so powerful is the permission given by the employer for women to focus on themselves, sometimes for the first time in years. There’s something transformative about taking that step back to ask, “Where am I? What matters most to me? What do I want to achieve in 1, 2 or 5 years?” It allows participants to chart a path that aligns personal ambition with professional impact.
Through self-reflection, group discussion and practical tools, women uncover answers that are uniquely their own. Facilitators aren’t there to lecture or “fix”. They’re there to ask the right questions, challenge assumptions and help participants draw insights from within. This coaching-style approach blends especially well with manufacturers’ drive for problem-solving and continuous improvement.
Each cohort forms a dynamic, supportive network, creating relationships that provide ongoing encouragement and opens new doors across departments, shifts and sites, improving collaboration and knowledge-sharing.
Key Outcomes from the Women’s Development Programme:
• Measurable Impact – Regular pulse checks and evaluation reports offer tangible evidence for participants and employers to track progress and long-term outcomes.
• Strengthening Key Capabilities – Participants develop skills in self-advocacy, goal-setting, assertiveness, habit-building, and influencing change, among others, through four one-day workshops (typically spaced two weeks apart).
• Empowerment That Drives Change – The programme strengthens participants’ ability to challenge and influence decisions and contribute to problem-solving, supporting innovation and effective change at team and organisational level.
Engagement That Supports Talent Development – By creating a positive, encouraging work environment, and supporting wellbeing beyond the workplace, the programme helps organisations boost engagement, retention and productivity, while attracting and developing the talent needed to address skills gaps.
• Learning From Experience – Guest speakers from within the host organisation share authentic personal and career stories and practical strategies.
• Peer-to-Peer Collaboration – Structured ‘home groups’ meet between workshops to reinforce learning, provide mutual support, and embed networks that benefit both participants and organisations.
Many continue their journey through ongoing coaching, additional workshops or onto leadership courses as a natural pathway with Springboard to amplify the impacts.
Flexible delivery to fit every organisation
Springboard’s Women’s Development can be delivered in person, virtually or as a hybrid, tailored to a company’s goals, values and operational demands. For organisations aiming to scale delivery of the programme, we can support the training of your own internal facilitators.
A global engine manufacturer recently adopted this model and now has 18 licensed trainers across its sites. The initiative began in the UK, where one facilitator’s impact on progression and team effectiveness sparked interest at group level. The organisation now plans to deliver 300-plus cohorts worldwide – a powerful testament to the programme’s growing recognition in manufacturing.
Lasting impact for people and performance
Participants consistently tell us they feel more confident, focused and in control. These personal gains carry over into their work. For many, this translates into new responsibilities, fresh opportunities and renewed motivation. Women’s development is not “nice to have”; it is a lever for productivity, operational resilience, and innovation.
For manufacturers, a workforce better equipped to act with clarity, lead with purpose and tackle challenges with creativity underpins continuous improvement and competitiveness. It creates a positive feedback loop where stronger engagement, improved retention and enhanced collaboration builds a growing pipeline of future talent and operational resilience.
For example, outside manufacturing but within a similarly male-dominated environment, South Wales Police received the prestigious Princess Royal Training Award 2024 for its sustained commitment to developing its people, particularly women. As a licensed delivery partner of the Springboard Work & Personal Development Programme, the force has seen 97 promotions from 147 participating officers. The proportion of female officers has also risen from 28% to 37%, and 100% of participants recommend the programme. These outcomes demonstrate the scale of progress organisations can unlock when structured development is treated as a strategic priority, not an optional extra.
A foundation for growth
Policies alone won’t change the way women progress. True empowerment comes from recognising the barriers that exist, building trust and giving people the tools to understand their values, purpose and adaptability. For manufacturers navigating complex change and seeking new sources of innovation, empowering women isn’t just the right thing to do – it’s a strategic investment in future competitiveness.
Find out more about how Springboard can support your workforce development needs here: Springboard