When KPMG reviewed the diversity of its workforce in 2006, the financial services firm found that about half its graduate intake was female. However, the proportion of women fell away dramatically as employees progressed through the ranks. Fewer than 40 per cent of middle managers were female and only 13 per cent were partners.

This is a common situation within UK businesses and one that appears to be worsening. A report by PricewaterhouseCoopers last year noted that the number of female senior managers working in major UK businesses had fallen by more than 40 per cent between 2002 and last year.

The latest survey from the Chartered Management Institute indicates that women managers are more likely than men to quit their jobs or seek an internal transfer. The turnover of female executives is 14.3 per cent compared with 12.3 per cent among men.

Sarah Bond, head of diversity at KPMG, says: “Our research showed several causes for this drop in the number of women at middle manager level. Obviously, there was the challenge of balancing work and family, but there was also as a lack of access to mentors and role models.”

KPMG responded by launching a women’s development programme targeted at middle managers. This is a two-day course covering leadership skills and career planning, followed by six months of networking support, led by a partner in each of the firm’s business areas. The firm also improved maternity leave support.

“It’s early days but we have already seen an increase in women middle managers from 39 per cent in 2005 to 44 per cent this year,” Bond says.

One commonly cited reason for the loss of women at middle management level is the cost of childcare. HSBC has linked up with more than 500 nurseries in the UK and offers childcare assistance to parents with children up to the age of 16. It has also run a women’s development programme for more than ten years and is focusing on encouraging women to take up senior executive positions.

Tony Ramos, head of recruitment brand and advertising, says: “We run a mentoring scheme that offers direct access to 50 to 60 senior executives. We also have a kind of ‘matchmaking’ service for employees looking for jobshare partners and a women’s development association.”

At American Express women make up 60 per cent of the workforce and 36 per cent of vice-presidents in the UK, “so they are integral to the success of the company”, Sonia Cargan, vice-president of HR, says. Retention strategies include a women’s interest network, a mentoring programme and the use of project resource teams in which high-performing employees can work part time.

The retail sector is notorious for its high turnover of male and female staff. An exception is B&Q, the DIY specialist. Its high retention rates are due to its “culture of valuing people”, says Jill Lewis, director of retail HR.

B&Q has a family-friendly culture of flexible working hours and jobshares. “We also have a company policy of promoting internally so there is an opportunity for women to develop their careers,” Lewis adds.

Elaine Ross has been with B&Q for more than ten years, the past five in a part-time jobshare as a divisional HR manager after the birth of her second son. “As long as I deliver my objectives, B&Q is very happy with how I go about it,” she says.

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