{"id":593816,"date":"2023-01-04T05:49:44","date_gmt":"2023-01-04T11:49:44","guid":{"rendered":"https:\/\/news.sellorbuyhomefast.com\/index.php\/2023\/01\/04\/inclusion-everyone-advice-from-experts-for-improving-tech-diversity\/"},"modified":"2023-01-04T05:49:44","modified_gmt":"2023-01-04T11:49:44","slug":"inclusion-everyone-advice-from-experts-for-improving-tech-diversity","status":"publish","type":"post","link":"https:\/\/newsycanuse.com\/index.php\/2023\/01\/04\/inclusion-everyone-advice-from-experts-for-improving-tech-diversity\/","title":{"rendered":"Inclusion = everyone: Advice from experts for improving tech diversity"},"content":{"rendered":"
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\u201cAfter quite a long time, there has been a little bit of change in gender diversity in IT,\u201d said\u00a0Bev White<\/a>, CEO of recruitment specialist Nash Squared.\u00a0<\/span><\/p>\n

\u201cIn the past year, the government\u2019s figures have shown that even more women than ever are entering a career in tech \u2013 which is amazing,\u201d she told guests at last year\u2019s Computer Weekly diversity in tech event. <\/span><\/p>\n

Nash Squared\u2019s Digital leadership report<\/em><\/a> showed similar figures, with White pointing out that\u00a0women now make up 15% of digital leaderships positions<\/a>, compared with 13% the year before. <\/span><\/p>\n

Even with this news, the reality still remains that the number of women in technology has been relatively unchanged in the past 10 years, and other areas of diversity are also lacking.<\/span><\/p>\n

Despite the work being done to increase diversity in the tech sector, White said that, at current rates of change, it will take until 2060 for gender participation in tech to reach 50-50. <\/span><\/p>\n

With the theme of the event, hosted jointly by Computer Weekly and Nash Squared \u2013 with support from sponsor Tyl by NatWest \u2013 being \u201cInclusion = everyone\u201d, the audience, made up of IT leaders, HR directors and talent officers, contributed a number of suggestions for working towards adopting this mindset in the technology sector. Here, we summarise their recommendations and encourage everyone in tech to take action.<\/span><\/p>\n

Note that where quotes below are not attributed, this was a comment from an audience member who wished to remain anonymous. <\/span><\/p>\n

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<\/i>Focus on the early pipeline<\/h3>\n

\u201cWe\u2019re not going to be able to develop at the pace necessary to have an impact in the teams we\u2019ve got now.\u201d<\/span><\/p>\n

The UK has been focused on trying to encourage young people into the technology sector in many different ways over the past 10 years \u2013 without a supply of new people coming into tech roles, the skills and diversity gap will only widen. <\/span><\/p>\n

Rather than focus on increasing diversity in already-existing tech roles, one suggestion was to focus on diversity and inclusion earlier in the talent pipeline<\/a>. <\/span><\/p>\n

By helping young people understand what is involved in technology careers while they\u2019re still in education, a more mixed group of people may end up being interested in the technology sector later on. <\/span><\/p>\n

Focusing only on hiring in the currently available talent pool will mean the pace of change stays slow, and the same talent circulates around the sector without adding any new minds. <\/span><\/p>\n<\/section>\n

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<\/i>Demystify the tech sector<\/h3>\n

\u201cWe want to do something to rebrand the sector to create a level of belonging for those that work in it and those we want to attract into it. Demystify the sector so that people understand what it is.\u201d<\/span><\/p>\n

There are lots of reasons people choose not to go into technology, one of which is not having a full understanding of tech careers, what they involve, and what skills are needed<\/a>. <\/span><\/p>\n

While people are already aware the technology industry spans most sectors and organisations, people who don\u2019t work in tech often struggle to understand what tech jobs involve and how many different types of roles fall under the tech banner \u2013 a large number of people who contribute to the sector do so in non-technical support roles<\/a>. <\/span><\/p>\n

Many at Computer Weekly\u2019s event said the technology sector needs to be made more accessible if we want more people to consider technology careers. <\/span><\/p>\n

Educating people at all points along the pipeline, including non-tech people already in the workplace, about what a tech role looks like may encourage more people to expand their skillset and make the jump into a tech-related role. <\/span><\/p>\n<\/section>\n

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<\/i>Focus on tech culture \u2013 reduce competitive nature<\/h3>\n

\u201cTraditionally we actually have a very competitive landscape. We give extra-hard things at interviews, and the ones who struggle with the work environment get pit against each other.\u201d<\/span><\/p>\n

Culture in tech teams is not only putting people off joining the technology<\/a> sector, but is also causing young people to leave the sector early on<\/a>. <\/span><\/p>\n

Admitting there are things the technology industry has done wrong in the past, one of the recommendations was to focus on reducing the competitive nature of the technology industry and instead develop the skills the industry will need more of in the future, such as collaboration, communication and teamwork. <\/span><\/p>\n

Rather than an \u201caggressive, survival-of-the-fittest\u201d work environment, firms should instead focus on helping people to work together and bring the best of themselves to work. <\/span><\/p>\n

This might take some level of education, both for teams and for employing managers, around how to change their way of working and interviewing for candidates, to eventually develop a nurturing environment rather than a competitive one, which will in turn develop a more inclusive culture among tech teams, which would be better-suited to more diverse candidates. <\/span><\/p>\n<\/section>\n

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<\/i>Job adverts matter<\/h3>\n

\u201cBeing sensitive to the fact that some people find interviews quite intimidating, maybe starting with verbal-only telephone interviews to start with.\u201d<\/span><\/p>\n

A job advert can be very reflective of the culture in an organisation, often using biased language which may not be appealing to people who aren\u2019t like those already in a company. <\/span><\/p>\n

More than half of those involved in tech hiring say there is bias in the process<\/a>. <\/span><\/p>\n

A job advert can perpetuate the misconceptions a candidate may have about a role, making attracting diverse candidates extremely unlikely \u2013 girls especially are put off technology because they don\u2019t feel they have the right skills<\/a>. <\/span><\/p>\n

There are lots of ways organisations can change to attract diverse talent and benefit employees already in the organisation, such as removing core working hours to promote flexibility, focusing on soft skills and personality rather than rigid technical skills, and using a mix of interview styles when looking for new candidates. <\/span><\/p>\n

Focusing on people rather than exact skillsets, and making this clear in how you fish for and hire new employees, will contribute towards a more inclusive workplace. <\/span><\/p>\n<\/section>\n

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<\/i>Don\u2019t start to push for diversity without laying the groundwork<\/h3>\n

\u201cBefore the organisation gets ready to become inclusive and attract outside talent, we\u2019ve got to get the house in order.\u201d<\/span><\/p>\n

Having a vision for a diverse workplace is one thing, but implementing it is another. Before aiming to recruit talent from outside of the organisation, make sure they\u2019re coming into a workplace that genuinely does have that culture you\u2019re advertising, and that you don\u2019t hire the people first and think about inclusion later. <\/span><\/p>\n

In some cases, for example, young people claim not to have had a positive experience<\/a> in the tech sector, despite so many companies working on making their culture more inclusive.<\/span><\/p>\n

Work together towards the vision of what employees think inclusion really is \u2013 it might take communication, time, and lots of different phases and developments, but make sure that foundation is there before you start. <\/span><\/p>\n<\/section>\n

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<\/i>A holistic approach<\/h3>\n

\u201cWe need a holistic, not a siloed, approach to inclusion, where explicit values are embedded in culture.\u201d<\/span><\/p>\n

Not every intervention is appropriate for every organisation, situation or person \u2013 as explained by Kerensa Jennings<\/a>, group director of data platforms at BT, in her speech at the event. People are layered, and therefore the approach to inclusion should be, too. <\/span><\/p>\n

Organisations need to take intersectionality into account, as well as individual and organisational behaviours, when developing an inclusion drive to make sure it works for as many people as possible and fits in with how the company operates. <\/span><\/p>\n<\/section>\n

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<\/i>What do employees want?<\/h3>\n

\u201cAlthough \u2018inclusion = everyone\u2019, there are very specific things that need to be addressed with different groups of people.\u201d<\/span><\/p>\n

Keeping with the \u201cone size does not fit all\u201d topic, employees need to be consulted when developing company culture to make sure changes are actually helpful<\/a>. <\/span><\/p>\n

It might be impossible for inclusive practices to suit everyone, so flexibility between individuals is important, too. <\/span><\/p>\n

Experts expressed concerns over organisations creating diversity initiatives as a \u201ccheckbox exercise\u201d without considering the people these changes are aimed at. <\/span><\/p>\n<\/section>\n

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<\/i>Make sure the culture comes from the top down<\/h3>\n

Many organisations understand the importance of having a diverse workforce; implementing initiatives to try to encourage more diverse talent into tech roles. <\/span><\/p>\n

But these efforts are pointless if newly recruited talent does not want to stay in the organisation. <\/span><\/p>\n

For example, according to data from Tech Returners<\/a>, 56% of mid-level women in tech who take a break from their career choose not to come back, and research by Mthree found that 59% of young people in tech roles said their company\u2019s culture has made them so uncomfortable that\u00a0they have either quit or thought about doing so<\/a>. <\/span><\/p>\n

Bryan Glick<\/a>, editor in chief of Computer Weekly, pointed the finger at those higher up in organisations needing to do more to push forward diversity in the workplace \u2013 who more often than not are men.<\/span><\/p>\n

\u201cMen can and should do more in the workplace for diversity, because all too often men are the ones who are in hiring, promotion and recruitment positions,\u201d he said.<\/span><\/p>\n

Unless effort has been put into encouraging an inclusive culture in an organisation, any effort to recruit diverse talent will end up being in vain. <\/span><\/p>\n

This should come from the top of the workforce leading by example, and making decisions to shift businesses as a whole in a more inclusive direction. <\/span><\/p>\n<\/section>\n