WOMEN IN TECH THE FACTS

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06 NEXT STEPS: USING THE NCWIT INDUSTRY SYSTEMIC CHANGE MODEL to Improve Recruitment, Retention, and Advancement of a Diverse Workforce CHAPTER SNAPSHOT > > Subtle Biases in Everyday Interaction: Five “bias interrupters” that everyone can start implementing right now. > > Recruitment and Selection: Making sure you really find and attract the “best” candidates. > > Employee Development: Creating a “growth mindset” environment and ensuring access to core, creative tech roles. > > Performance Evaluation and Promotion: Examining biases and establishing clear criteria. > > Support for Competing Life Responsibilities: Removing stigma and framing as important for ALL employees. Key Takeaways > > There are several small steps that everyone can start doing today in order to make change. These include helping to ensure productive team meetings where all members can contribute, intervening when you hear “personality penalties” or other kinds of potentially biased comments being made, sharing your story as a member of an underrepresented group in tech or as an ally, and providing legitimate encouragement to take risks and new opportunities. > > When it comes to recruitment, organizations can take multiple steps to address bias, including rewriting job ads, expanding recruiting venues and strategies, analyzing interview questions and practices for potential biases, and auditing recruiting materials and physical office environment for potential biases. > > It is important to foster a “growth mindset” (Dweck, 2006) throughout the organization, examine task assignment patterns for biases, consciously create visibility and development opportunities for underrepresented employees, and engage in active sponsorship. 56 WOMEN IN TECH: THE FACTS NCWIT // ncwit.org
Examining potential biases in performance evaluation criteria, discussions around promotion, and other promotion or advancement processes are also important for sustained change. > > Organizations can take several important steps related to flexible work, including offering an array of options and on-ramp/off-ramp opportunities, removing the stigma that is sometimes associated with taking advantage of these options, doing away with or modifying policies that penalize departments or units for having part-time employees, and encouraging senior leaders and managers to model flexible practices. FIG. 6.1 // NCWIT Industry Systemic Change Model Competing Responsibilities ONGOING EVALUATION & DATA TRANSPARENCY Support for Interrupting Everyday Biases Recruitment / Selection Top Leadership Support/ Institutional Accountability Managerial Relationships Development / Sponsorship Employee Performance Evaluation & Promotion ©NCWIT 2016 Technical organizations need a multifaceted approach to encourage diverse talent to come, stay, and thrive. In Chapter 5, we introduced the NCWIT Industry Systemic Change model and discussed three important foundational steps for getting started: (1) establishing top leadership support and institutional accountability, (2) educating managers and improving managerial relationships, and 3) ongoing data collection/transparency. Here, we will focus on how you can use the remaining areas of the change model to implement promising practices. WOMEN IN TECH: THE FACTS 57
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WOMEN IN TECH: THE FACTS 2016 UPDAT
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Find Out How Your Company Might Be
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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 and 56: eaching their goals. For example, i
Page 57: MINORITY-GROUPS ARE NOT BROKEN or i
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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