Transforming Trajectories for Women of Color in Tech (2022) / Chapter Skim
Currently Skimming:
4 Increasing Recruitment, Retention, and Advancement of Women of Color in the Tech Industry
4 Increasing Recruitment, Retention, and Advancement of Women of Color in the Tech Industry
Pages 113-156
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 113... ...
. In the tech workforce, Black women hold 3 percent of jobs, Latinx women 113
|
From page 114... ...
. Over the past few years, more tech companies have begun to publicly disclose their EEO-1 data -- driven largely by pledges to improve diversity, equity, and inclusion as well as pressure from investors.
|
From page 115... ...
Datasets that are collapsed across race and gender categories in order to use methods of analysis that require more statistical power result in a persistent failure to analyze data related to women of color. Increasing transparency in data reporting is a critical first step toward creating systems of accountability, understanding the landscape of the tech workforce, and creating opportunities for the tech industry to improve diversity, equity, and inclusion.
|
From page 116... ...
as well as result in fewer opportunities to advance, an unwelcoming organizational structure/culture, and underinvestment in diversity, equity, and inclusion efforts (Catalyze Tech Working Group, 2021; Hodari et al., 2016)
|
From page 117... ...
Nationally, Asian women are 32 percent of the female tech workforce, Black women are 7 percent, and Latinx women are 5 percent. In Silicon Valley, these numbers are lower, with Black, Latinx, and Native American/Alaskan Native women in particular representing 2 percent or less of the professional workforce there (McAlear et al., 2018)
|
From page 118... ...
, which found that about one-third of Asian and Hispanic/Latinx women and nearly half of Black women felt stalled in their work. Looking at this from the other side, a 2017 report from AnitaB.Org found that one-third of both male and female senior leaders in science, engineering, and tech companies did not believe that women would reach top positions within their companies (AnitaB.org, 2017)
|
From page 119... ...
Although these data are not specific to the tech industry, they reflect promotion trends that also appear in the tech sector and highlight the importance of reporting employment data with women of color disaggregated from white women to have a clearer picture of the employment landscape. Denise Peck, executive advisor at Ascend Leadership, presented data to the committee at one of its four information-gathering workshops and provided an example of how these data can be used to create a metric for representation she called the executive parity index (EPI)
|
From page 120... ...
. Some have hypothesized that as younger generations -- who are assumed to be more adapted to diverse and inclusive workplaces -- advance in the tech industry to positions of leadership, there will be a positive effect on diversity and inclusion.
|
From page 121... ...
. Table 4-3 San Francisco Area Management Parity Index, 2015 Cohort Management Parity Index in 2015 White men 25% above parity White women 45% above parity Black men 7% above parity Black women 28% above parity Hispanic men 32% above parity Hispanic women 13% above parity Asian men 31% below parity Asian women 31% below parity SOURCE: Data from Gee and Peck (2017)
|
From page 122... ...
• Seventy-five percent of women felt supported by other women at work, while about 20 percent felt that they had to compete with other women in companies and organizations that were male dominated. • Isolation was a pattern of bias that seemed to impact Black women and Latinx women in particular.
|
From page 123... ...
With higher turnover in younger age groups, tech companies are likely to see younger employees moving to workplaces where there is more inclusion or leaving industry altogether if disparities continue to be pervasive (Deloitte LLP, 2017)
|
From page 124... ...
. Research suggests that there are four critical aspects of organizational culture across sectors that foster a culture of inclusivity: inclusive leadership, being able to be ones authentic self, access to networking opportunities, and potential for career advancement (Sherbin and Rashid, 2017)
|
From page 125... ...
Prioritization of Diversity, Equity, and Inclusion by Organizational Leadership Data show that gender and racial/ethnic diversity at the executive level is not enough to achieve improved business outcomes on its own; however, organization leadership is a key factor in determining the success of efforts to improve diversity, equity, and inclusion and can improve business outcomes overall (Catalyze Tech Working Group, 2021; McKinsey & Company, 2018)
|
From page 126... ...
In the area of recruitment, Lockheed Martin has developed a strategy to engage minority-serving institutions, particularly historically Black colleges and Company found that for every 10 percent increase in racial/ethnic diversity at the senior-executive level, company earnings increased by 0.8 percent.1 All leaders within an organization play a crucial role in creating an inclusive culture (Catalyze Tech Working Group, 2021; Hodari et al., 2016)
|
From page 127... ...
A crucial strategy for beginning to improve diversity, equity, and inclusion is the development of metrics to measure progress and embedding strategies throughout organizational culture and the daily experiences of employees (Catalyze Tech Working Group, 2021; Deloitte LLP, 2017)
|
From page 128... ...
As more tech companies have begun to increase transparency by making their diversity reports and EEOC data public, a clearer picture of diversity, equity, and inclusion in the tech ecosystem is emerging (Box 4-2)
|
From page 129... ...
workforce. While Intel does not further parse its data into individual categories of race and ethnicity publicly, Dawn Jones, Intel's chief diversity and inclusion officer, has expressed hope that looking at this kind of intersectional data will help Intel recruit and retain women of color, particularly in leadership roles (Carson, 2020)
|
From page 130... ...
As previously discussed in this chapter, women of color face a number of challenges and systemic barriers as they enter the workforce; however, many of these challenges that negatively impact their experiences (e.g., discrimination, salary disparities, isolation, imposter syndrome, inhospitable organizational culture) persist even as women of color continue to advance in their careers.
|
From page 131... ...
, it is important that tech companies understand the unique environment and culture of these institutions and how they allow students to flourish. Institutions of higher education can be a valuable partner to industry by helping to show tech companies how to improve mentorship experiences for students and interns, and increase the opportunities to provide students with exposure to the entrepreneurial spirit of the tech industry (Washington, 2020)
|
From page 132... ...
Participation in an employee resource group can also provide women of color and other employees with more access and visibility to senior management (Catalyze Tech Working Group, 2021; Tiku, 2020)
|
From page 133... ...
Organizational culture also plays a role in the success of employee resource groups (ERGs)
|
From page 134... ...
Uber's executive leadership team meets quarterly not only with the chief diversity and inclusion officer, but also with a council of employee resource groups that provide direct feedback to the leadership team (Lee, 2020)
|
From page 135... ...
and nearly one-third ignored it (Deloitte LLP, 2019b)
|
From page 136... ...
organizational culture is a strategy for reducing bias and allows all employees to demonstrate their value. Evidence suggests that the majority of workers want to be supportive of colleagues and already view themselves as supportive, so the "buy-in" is more a question of using effective strategies than it is about literal buy-in.
|
From page 137... ...
In general, women are less likely than men to have access to informal networks in the workplace that can connect them with opportunities to advance and take on high-profile assignments. Mentorship can position women of color for success in the tech industry, but companies can help improve these outcomes by creating accountability structures to ensure that employees have the support needed to succeed such as formalized mentorship programs that set clear expecta
|
From page 138... ...
. Organizational Culture and Work-Life Balance In previous discussions of recruitment, retention, and advancement in this chapter, issues related to organizational culture and work-life balance have been highlighted as factors affecting whether women of color persist in tech careers.
|
From page 139... ...
. Uber's Chief Diversity and Inclusion Officer, Bo Young Lee, discussed one of Uber's key organizational changes over the past five years -- a commitment to making systemic change within the company to improve strategies for hiring, developing, and promoting talent and to create a more inclusive organizational culture.
|
From page 140... ...
Organizational culture and leadership are key drivers of how data are utilized to effect meaningful organizational change. There have been several recent examples of alleged discrimination within a number tech companies -- including those who presented to the committee -- that highlight challenges that women of color continue to face in corporate tech culture.
|
From page 141... ...
Some companies have already begun to work as part of collectives where they can share best practices, aggregate and analyze intersectional data, leverage the insights of industry leaders and employees, and develop metrics to improve diversity, equity, and inclusion in the tech industry (Gee and Peck, 2017)
|
From page 142... ...
. However, in 2020, the median seed round funding for Black women was $125,000 and $200,000 for Latinx women, compared with a national median of $2.5 million dollars (Kapin, 2020)
|
From page 143... ...
The pandemic has already highlighted ways in which virtual settings may help to increase equitable access to opportunities -- for example, creation of virtual internships that allowed students to stay closer to their commu nities and families. The COVID pandemic presents an opportunity for companies to reimagine how they utilize remote work and other flexible work policies, and make investments in infrastructure in a post-pandemic future to increase access to a more diverse workforce and a more equitable future for all employees.
|
From page 144... ...
. Parity in venture investment will allow businesses and start-ups owned by women of color to increase innovation and maximize potential returns in ways that are mutually beneficial to entrepreneurs and investors alike (Catalyze Tech Working Group, 2021; Pivotal Ventures and McKinsey & Company, 2018; Shah, 2020)
|
From page 145... ...
The report catalyzed a first-of-its-kind coalition of 15 tech companies -- called Reboot Representation -- that pooled over $17 million toward the goal of grantmaking to double the number of Black, Latinx, and Native American women graduating with computing degrees by 2025. These companies are using their collective resources to try to solve an indus try-wide problem by pooling philanthropic dollars to make strategic investments in computer science education for Black, Latinx, and Native women; raise the profile of the issue of underrepresentation through communication activities; and bring together companies to share best practices and lessons learned with a unified voice.
|
From page 146... ...
CONCLUSIONS Despite efforts to diversify the tech sector, women of color are disproportionately excluded at all levels of the tech workforce. Increasing the number of women of color in tech will require recruiting more individuals from more diverse sources as well as a culture shift within tech companies that welcomes the perspectives of women of color and recognizes the value they bring to the workforce.
|
From page 147... ...
RECOMMENDATION 4-1. To enhance the accuracy of data re porting, tech companies should disaggregate employment data by tech and non-tech positions, job titles, gender, and race/ethnicity -- with particular attention to the intersection of race/ethnicity and gender -- and make those data publicly available.
|
From page 148... ...
Creating a diverse and inclusive organizational culture starts with leaders both in individual companies and across the industry who recognize their essential role in shaping organizational culture and DEI priorities. Diversity is a business imperative that requires the oversight and attention of senior executive management.
|
From page 149... ...
RECOMMENDATION 4-4. Tech companies should expand employ ment options that promote work-life balance such as remote work, flexible work hours, parental and other family leave, and career counseling as a strategy to improve retention and advancement and expand recruitment of women of color.
|
From page 150... ...
2021. The Act Report: Action to catalyze tech, a paradigm shift for DEI.
|
From page 151... ...
Harvard Business Review research report. Cambridge, MA.
|
From page 152... ...
2018. Statistics on women of color in computing provide the tech industry with key areas to target for transformation.
|
From page 153... ...
2020. Do you know why your company needs a chief diversity officer?
|
From page 154... ...
2020. Tech companies are asking their Black employee groups to fix Silicon Valley's race problem -- often for free.
|
From page 155... ...
Harvard Business Review, March 24. https://hbr.org/2015/03/the-5-biases-pushing-women-out-of-stem.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.