Empowering Women in Tech: A call to CEOs to #CountHerIn

The present and future are undeniably digital. It’s why organisations are putting technological transformation at the top of their priority list, creating a continuous need for high-quality talent.

But demand far exceeds supply. From entry-level Java Developers to the most Senior Data Architects, organisations must compete for the skills that will drive innovation and enhance their digital infrastructure.

As demand grows, female representation remains low – especially in leadership roles. McKinsey called this the ‘broken rung’ on the ladder, the result of persistent societal and educational influences that discourage women from pursuing a career in the tech sector. The lack of representation for aspiring female professionals, coupled with an absence of mentoring or sponsorship opportunities and proof of gender-bias in hiring decisions, creates a difficult barrier to entry for many women.

While these factors combine to create the ‘perfect storm’ in female participation rates, thankfully, it’s not all bad news. In the wake of the Coronavirus pandemic, we’ve seen much stronger growth, with reports that women now occupy nearly a third (30%) of leadership roles across some tech markets. This shift is due to factors like increased work flexibility, higher promotion rates for women, and a rise in women being hired in tech.

Despite this progress, we need to accelerate the pace of change. Not only to enrich the careers of talented female professionals, but to also leverage their capabilities in a way that enables organisations to close skills gaps and deliver against their digital ambitions. More girls need to be encouraged into STEM education, representation needs to be increased, workplace culture scrutinized, and benefits reassessed. This will result in a more inclusive and equitable tech sector.

Below is my call to CEOs and their senior teams to ensure we continue to #CountHerIn.

This is everyone’s problem

Gender equity is not just a ‘nice-to-have', it positively impacts the bottom line of an organisation. There’s a whole host of research out there to back up this claim, but a few data points that have stuck with me include:

• Diverse and inclusive teams make better business decisions up to 87% of the time.
• Companies with low rates of gender and racial diversity are 29% more likely to make less money.

We need to see this as ‘everyone’s problem.’ Men’s active and sustained involvement in raising participation rates is proven to increase the success of gender equity initiatives. It’s about acknowledging fears, addressing ignorance, and driving long-lasting and meaningful change – and this responsibility falls on all our shoulders.

What Hays is doing to empower women?

Our actions speak louder than words. Here’s just a few of the initiatives we’re taking to ensure we’re promoting gender equity across our global network of talent:

• We’ve signed the UN Global Compact, reinforcing our commitment to gender equality by aligning to sustainable and socially responsible practices, as well as reporting regularly on our progress.
• In 2021 we set ambitious gender targets to promote a balance in senior leadership roles across the organisation, with 44.3% of leadership roles now filled by women.

And this commitment is also reflected in the partnerships we build with our clients, as they not only rely on us for top talent, but also for shaping diverse people strategies.

We take a proactive approach, analyzing each element of the hiring lifecycle to ensure every candidate has an equal opportunity. It starts with diverse talent pipelines, promoting the conscious inclusion of alternative networks and sourcing channels – including women, neurodiverse candidates, and individuals from disadvantaged socio-economic backgrounds.

Our hiring practices are regularly reviewed to ensure a level playing field. We remove gendered language from job descriptions and blind screen CVs to prevent bias or ‘groupthink’ in the decision-making process. We advocate that organisation’s ‘assess for potential’, using behavioral exercises and aptitude testing to identify an applicant’s core skills, motivations, and desire for learning. This helps avoid relying solely on previous experiences, which may disproportionately favor men in the selection process.

Actionable advice for organisations

Creating more diverse and equitable organisations requires strategic, intentional, and sustained action. Let’s consider where you should channel your resources in order to make gender equity our reality.

Build a more inclusive environment!

Evaluate your Employer Value Proposition: You need to ensure that you are the top choice for female tech candidates. Faced with fierce competition, your value proposition – what you can offer to applicants – needs to stretch beyond just a competitive salary.

Consider the office environment you’re asking applicants to work in, for example. An inclusive office environment sends a powerful message about your commitment to diversity.

Inform and inspire: Host internal workshops that educate employees on the importance of collective diversity, equity, and inclusion (DE&I) efforts. These sessions create awareness, dismantle bias and foster empathy.

Putting flexibility first: Flexibility isn't limited to gender. It benefits everyone. Consider flexible hours, remote and hybrid working options and family-friendly policies. As my colleague Bianca Stringuini, Hays Global Head of DE&I highlighted, “66% of people stated that flexibility was important to them”... this is not just about women. This is about everyone needing flexibility to be their most productive.”

Advocate and celebrate

Employee Resource Groups (ERGs) are an invaluable tool in fostering inclusivity and providing a formal platform for underrepresented voices. At Hays, ERGs investigate gaps and suggest mentorships and training, such as Conscious Inclusion training, which helps employees understand their own biases and their impact in the workplace. Mentoring and sponsorship programmes can help diverse talent by promoting career development, establishing support networks, and enhancing their visibility within the organisation.

Ensure everyone is heard: Regularly seek feedback on your efforts to improve, from internal workshops to development opportunities. Take time to understand the unique experiences and challenges facing women. Use these insights to refine your efforts. Our ERGs ensure that everyone feels heard and supported.

Empower allies: DE&I efforts gain momentum when everyone participates. Celebrate the importance of DE&I openly within your organisation, marking global awareness and celebration days, for example. Encourage employees to become allies and showcase the key role they play in amplifying the message.

Celebrate success: Ensure greater representation for aspiring tech candidates by showcasing the successful women across your organisation. Highlight their achievements and the impact they've made.

Hire for skills, heighten potential

Deploy skills-first hiring: With 62% of senior decision-makers globally viewing a shortage of IT skills as one of the main threats to their company, it’s time for skills to triumph over experience. Organisations need to define and map their core skills requirements, shaping career paths and learning journeys based on business-critical gaps, not just existing roles.

This will enable organisations to broaden the scope of their search, considering a greater number of candidates with relevant capabilities.

Ensure that your leadership team reflects a diverse range of backgrounds, including gender. When decision-makers represent varied perspectives, it positively influences organisational culture – and company performance.

By taking these steps, we can work towards a more equitable world. Remember, promoting gender equity is beneficial to everyone, and it’s a collective responsibility. Let’s create workplaces where everyone can thrive - and everyone benefits!