In the automotive manufacturing sector, women remain significantly underrepresented, comprising only 24% of the workforce as of 2020, according to the U.S. International Trade Commission. This disparity persists across all staffing levels, from assembly lines to executive leadership. Industry advocates argue that addressing this imbalance is not only a matter of equity but also a strategic imperative as the sector undergoes rapid transformation.
Allison Grealis, founder and president of the Women in Manufacturing Association, emphasized the importance of visible representation. “People don’t stay at organizations where they don’t see themselves,” she said. “If people don’t see diverse individuals making up leadership teams and boards of directors, they likely will question, ‘Is this a forever place for me?’” Her point underscores the link between leadership diversity and talent retention, particularly as the industry ramps up hiring to meet the demands of electric vehicle production.
Jody Stidham, managing director for Deloitte’s global automotive practice, described the present moment as pivotal. “The automotive business is going through a massive transformation right now,” she said. “This is the most opportune time for creating opportunities for women.” The shift toward software-defined vehicles, advanced battery systems, and EV charging infrastructure requires skill sets that extend beyond traditional mechanical expertise. Diverse perspectives in these domains can directly influence product innovation and consumer alignment, especially given that women accounted for 62% of new vehicle purchases in the U.S. in 2019.
Grealis noted that “companies have realized that being homogenous in terms of [their] workforce is not beneficial to the bottom line. Diversity of thought and talent is critically important for company success.” Yet a 2020 Deloitte survey found that 64% of women in the industry cited a lack of diversity, equity, and inclusion as the top deterrent to pursuing automotive careers, compared to a much lower ranking among men.
Joanna Cooper, general manager of Daimler Truck’s Mount Holly plant, pointed to unfocused recruiting, limited representation, and a shortage of role models as factors driving women to pivot away from manufacturing roles. She advocated for systemic changes, including diversified candidate pools and intentional leadership development programs. Leadership, she said, must rethink the philosophy of “‘how things have always been done’ to enable a more inclusive culture.”
Some manufacturers are experimenting with targeted initiatives. At Toyota North America, each manufacturing site develops its own inclusion programming. Anthony Allen, group manager of talent acquisition strategy, explained that Toyota Motor Manufacturing Indiana has used employee testimonial videos to reshape perceptions. “Hearing directly from those working in the various manufacturing jobs Toyota recruits for, helps prospective hires envision new possibilities. We have seen how there is a power in ‘seeing’ yourself,” he said. These testimonials have proven effective in challenging outdated notions of who thrives in manufacturing.
Grealis observed that modern automotive manufacturing has evolved substantially in recent decades. “Modern manufacturing needs more brain than it needs brawn,” she said, highlighting the growing importance of technical problem-solving over purely physical labor. She stressed the value of partnerships with educational institutions to build awareness of these changes.
Flexibility remains a critical factor in attracting and retaining women in manufacturing. Fixed, in-person shifts can conflict with childcare responsibilities, a challenge that disproportionately affects women. Some companies have begun offering onsite childcare, flexible start times, and shorter shifts to accommodate school schedules. Toyota provides multiple shift options and subsidizes 24-hour childcare at facilities in Indiana and Kentucky. “We continue to focus on efforts to provide shift flexibility in all roles in manufacturing — which improves work-life balance for all team members, but we hope it will also attract more women,” Allen said.
Despite these efforts, research from The Manufacturing Institute in 2022 found that women still report lack of flexibility and childcare as major barriers at higher rates than men. Stidham remains cautiously optimistic, noting that automakers are increasingly embedding diversity and inclusion into their operational strategies. “We just need to continue on that trajectory and make sure that it is part of every business decision going forward,” she said.