WOMEN IN TECH THE FACTS

Recommendations

Info

As the adage goes, what gets measured is what gets done. With this in mind, external data transparency can be an important step in building trust, adding to the knowledge base of what works, and in measuring progress going forward. If your company is unable to go public with its data at the moment, internal transparency is still a must for creating real change. Organizations should identify the key stakeholders and what data they need access to in order to measure progress and implement effective change. See NCWIT’s Data Collection & Strategic Planning Guide for detailed information on data collection, transparency, and strategic planning. FINAL THOUGHTS: Male or “Majority-Group” Allies Also Matter Why include men and other majority-group (e.g., white, heterosexual) advocates in efforts to diversify participation in technology? “Majority-group” allies and advocates are key for successful change efforts in majority-minority workplaces or environments. While anyone can make change, majority-group advocates (e.g., male or white advocates) often have more power and are in a better position to make significant change with less risk. Increasing diverse participation is not a women’s issue or an issue that is only relevant to underrepresented groups. Diversity and inclusivity are business issues, and they are human issues. Research shows that businesses profit from diverse perspectives that bring innovation and company competiveness. Majority-group members benefit from increased diversity. People of all genders are held to restrictive standards around gender, racial, and other identities that limit their potential and the kinds of things they are able to do. Since these are issues that impact us all, we should all come together to work on them. Additionally, recognizing the benefits of increased diversity to all employees dismantles claims that “special privileges” or “special help” is being given to underrepresented technologists. Men make up the majority of technical leaders, so they are often in a better position to put some of these practices into place. Men currently hold a majority of formal and informal positions of power in tech, so they are able to have a great deal of influence “85% of our leaders are on the current climate—whether it be in subtle everyday men in this company, and moments or in changing larger systems. if they are not advocates, Read more about NCWIT’s Male Advocates research then the culture won’t (Ashcraft, DuBow, Eger, Blithe, & Sevier, 2013), and share change—we won’t have our Fast Company article (Ashcraft & DuBow, 2015) for a the right environment.” —NCWIT Male Ally and Advocate quick overview about the importance of male Interviewee allies and potential challenges to majority-advocates. Use NCWIT’s Male Allies Toolkit to engage male allies in diversity and inclusion efforts. 54 WOMEN IN TECH: THE FACTS NCWIT // ncwit.org
MINORITY-GROUPS ARE NOT BROKEN or in need of fixing, and majoritygroups are not the enemy. We all grow up in a society where we develop similar kinds of implicit biases. THE GOOD NEWS IS THAT WE CAN TAKE ACTION TOGETHER TO ADDRESS THESE BIASES. WOMEN IN TECH: THE FACTS 55
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 and 16: FIG. 1.9 // Percent of U.S. Female-
Page 17 and 18: Although it may be tempting to conc
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: eaching their goals. For example, 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
show all

WOMEN IN TECH THE FACTS

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?