WOMEN IN TECH THE FACTS

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FIG. 1.10 // Creator Versus Executor Roles 50 50 40 30 35% 36% 45% 40 30 41% 39% 42% 20 20 10 10 0 Women Are Pushed Into Execution Roles 0 Women Do Not Have Equal Access to the Creator Role Science Engineering Technology Rerendered from Hewlett et al., 2008 Similarly, as Figure 1.11 illustrates, Dice’s 2012-2013 annual salary survey found that the top five tech occupations for women and men differed significantly, with “Project Manager” as the top position for women and “Software Engineer” as the top position for men (Kawamoto, 2013). FIG. 1.11 // TOP 5 TECH OCCUPATIONS FOR WOMEN AND MEN TOP TECH POSITIONS FEMALE 1 Project Manager 2 Business Analyst 3 Other IT 4 QA Tester 5 Technical Recruiter MALE 1 Software Engineer 2 Systems Administrator 3 Project Manager 4 IT Management 5 Applications Developer Kawamoto, 2013 14 WOMEN IN TECH: THE FACTS NCWIT // ncwit.org
Although it may be tempting to conclude that these patterns result from personal “choices” that women and men make, the research clearly demonstrates that it is not this simple. Chapters 3 and 4 explore some of the more systemic factors that can contribute to these patterns. While more research is needed to fully understand these trends, such patterns can make it more difficult for women to make meaningful contributions to technical innovation and also can lead to greater job dissatisfaction. Dissatisfaction with Career Prospects, Especially for Women of Color Indeed, another survey found that technical women generally report lower satisfaction in their careers than men. A survey of 25 high-profile tech companies revealed only 4 companies with women more satisfied than men, 15 with men more satisfied than women, and 6 with equal satisfaction (Glassdoor, 2014). Women in SET Fields Find Themselves “Stalled” The most recent study by the Center for Talent Innovation found that 32 percent—roughly 1 in 3 SET women—report that they feel “stalled” in their careers and are likely to quit their jobs in one year” (Hewlett et al., 2014). Women’s experience of feeling stalled in their career also varies by race/ethnicity. African American women experience the highest perceived stall rates at 48 percent. Thirty-four percent of White women feel stalled, and 32 percent Asian and Hispanic women feel stalled (Hewlett et al., 2014). FIG. 1.12 // Women’s Perceived SET Stall Rates 50 40 48% 30 20 10 32% 32% 34% 0 Hispanic Women Asian Women White Women African American Women Hewlett et al., 2014. WOMEN IN TECH: THE FACTS 15
Page 1 and 2: WOMEN IN TECH: THE FACTS 2016 UPDAT
Page 3 and 4: Find Out How Your Company Might Be
Page 5 and 6: WAYS TO USE THIS REPORT • Make th
Page 7 and 8: Performance Evaluation & Promotion
Page 9 and 10: What are the trends over time? For
Page 11 and 12: FEMALE RETENTION: What are the rate
Page 13 and 14: Only 20 percent of the women who le
Page 15: FIG. 1.9 // Percent of U.S. Female-
Page 19 and 20: Importantly, despite these and othe
Page 21 and 22: When job satisfaction is low, WOMEN
Page 23 and 24: However, these schemas also lead us
Page 25 and 26: Stereotype Threat Stereotype threat
Page 27 and 28: Gender or Color-Invisibility Indivi
Page 29 and 30: THE PARADOX OF MERITOCRACY: Thinkin
Page 31 and 32: JOB ADS: Biased and Exclusionary La
Page 33 and 34: Relying on the same short-list of u
Page 35 and 36: Women referred for entry-level tech
Page 37 and 38: MANAGERIAL RELATIONSHIPS: Employees
Page 39 and 40: This experience of isolation reduce
Page 41 and 42: Mentor vs Sponsors: Do You Know the
Page 43 and 44: In general, across industries and o
Page 45 and 46: For example, many women report that
Page 47 and 48: In fact, as Figure 4.9 illustrates,
Page 49 and 50: FIG. 4.11 // Family Highly Valued f
Page 51 and 52: And the Plot Thickens: Dual Tech Ca
Page 53 and 54: SETTING THE STAGE FOR SUCCESS: A Wo
Page 55 and 56: eaching their goals. For example, i
Page 57 and 58: MINORITY-GROUPS ARE NOT BROKEN or i
Page 59 and 60: Examining potential biases in perfo
Page 61 and 62: Stories Inspire Action Consider the
Page 63 and 64: Ensure diverse interview teams. Jus
Page 65 and 66: Create company-wide development opp
Page 67 and 68:
CHANGE MODEL FOCUS AREA #4 PERFORMA
Page 69 and 70:
Model flexible practices at the exe
Page 71 and 72:
Emerson, K. T., & Murphy, M. C. (20
Page 73:
Simard as cited in Lebowitz, S. (20
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WOMEN IN TECH THE FACTS

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