You are browsing the archive for women in it.

Devoxx – Why we shouldn’t target women

27 November 2011 in events by Linda van der Pal

I went to Devoxx again this year, and made lots of notes of all the sessions I visited. At first I was planning to write one big summary of the event, like I usually do. But then there were some sessions that I nearly transcribed, so naturally those are pretty long. Also, I haven’t had time to make proper blog posts out of all my notes, but I didn’t want to wait until I was done with all of them. Here is the post of one of the sessions I visited that I have turned into a blog post.

Devoxx day 2, 14.00 Room 3
Why we shouldn’t target women
Martijn Verburg, Kim Ross, Régina ten Bruggencate, Trisha Gee, Antonio Goncalves and Claude Falguiére

With five minutes to go before the presentation the room is filling up quickly.

The panel introduces themselves and Martijn, the host, explains how they will run the panel. People in the audience can ask questions through Twitter by using the hashtag #devoxxwomen. Below is my transcription of the questions and summaries of the answers the panel gave. I didn’t attribute the answers to anyone, as they are too much my own interpretation of what was being said. (Seeing how I didn’t use a recorder to make the transcription. I merely wrote stuff down as fast as I could.)

“Why aren’t there more women in IT.”
– We’re the wrong persons to ask, as we’re already in IT. But our guess is that it differs from person to person.

“Is Duchess targeting universities to attract more women into IT?”
– We want to go looking for teachers, but we really need to target even younger girls, as there aren’t very many doing IT studies either. We really need to convince even younger girls and their parents that IT is an interesting carreer for women. But this will take a long-term investment that not many companies are willing to make (yet).

“Why the obsession with more women in IT?”
– What we really need is of course more diversity, not just more women. But the starting point of this panel is that this is already a given. It’s already been proven that diversity is a good thing for teams and companies. So we’ve chosen to make this a discussion about getting more diversity by trying to get more women. But we really should also try to get more black people and Asian people and all other minorities.

“Some industries are male-driven, some are women-driven. Would this be a cultural thing?”
– Yes it is. Countries like India, Brazil and Egypt already have more women in IT.

– The Paris JUG has a meeting every month with about 200 people. Afterwards, they go out to dinner. At first, there were only very few women showing up at these meetings. And none of these women joined the group for dinner. Then some girls who were active in the group, decided to have a women-only meeting before the official JUG-meeting. They’d get together and then went to the official meeting together. This has led to the number of female members in the Paris JUG to grow from 8 to 20 members, some of whom even join the group for dinner.
– But maybe we should do such a thing for all new members, and not just for the women. Because joining an existing group can be daunting for everyone, not just for women.

“How can we change the image of programmers sitting in a basement with lots of pizza boxes and coke cans around them?”
– It all starts in college where the nerdy guys scare of the girls.
– We’ve probably all fulfilled that image at some point (since most of us are geeks after all). But the industry itself isn’t like that at all.
– This image hurts us all (men as well as women), because as a man you’re expected to grow up and do something other than coding. While most of us are passionate about what we do, and don’t want to do anything else.

“What can conference organisers do to attract more women speakers?”
– Please, no positive discrimination. Positive discrimination hurts women, because it makes people doubt our credibility. ‘Are you in that position because you are actually good? Or are you just the token woman?’
– Speakers are usually chosen from a pool of known speakers, so if there aren’t any women in there, you won’t get any female speakers.
– Most selection committees are all men too, so it would probably be a good idea to get more diversity there too.
– Women put the barrier too high for themselves. They think they have to be really great before they can even submit a paper to speak at a conference. Don’t forget that there are a lot of crappy male speakers, and all you need is more practice.
– Mentoring is really important to build confidence. So look around you if you see anyone you think might be capable to speak at a conference and then try and guide them into it.
– The XPdays pair speakers. For new speakers they usually try to pair them with an experienced speaker.

“The language we use in job advertisements is rather aggressive. Is that a barrier?”
– Yes!
– We should push companies towards more mentoring and such things.
– Women should also learn to just try despite this barrier. Getting a rejection doesn’t mean you’re no good. Usually it just means you’re not the best match for that specific function.
– It’s also a fact that companies actually ARE looking for great people.
– It might also be the interview process that scares people off. Men tend to judge women differently, even if that is mostly not a conscious decision. Because they really are only human after all. In France, 40% of all couples meet at work.

– Give your daughter Lego to play with! And later on, maybe try to learn them to program.

“The rumor is that Facebook pays a 20% bonus to female developers.”
– This isn’t a solution either.
* Note of the editor: Although it might set of an inbalance I’ve heard of from a female HR manager. Women tend to ask for pay raises less often. Meaning they also get them less often, as HR managers only have so much money to satisfy their employees. People who ask for a raise more often tend to get them more often too,

“Lots of women fall into the role of mother/sister of the team. Is that something they do because they want to?”
– For some women this comes naturally
– Others hate it
– A man could fill this role just as well
– It should be more of a mentoring role
– And isn’t this actually a sign that the team lead isn’t doing a very good job of it?

“Men are often discriminated against when it comes to being a father.”
– Women won’t get equality at work, until men get equality at home. Until it becomes normal for men to share in all the responsibilities at home, women will keep being rejected for jobs as they might want to have kids.
– We really should separate the parents’ rights issue from the womens’ rights issue. It should become just as normal for a man to take time off to take care of sick kids.
– Maybe we should even have laws enforcing this.
– It is already happening. In lots of countries it’s becoming more and more normal for men to take time off to take care of the kids.

“Some companies are actually looking for senior women who are a mother, as they would have management skills.”
– Isn’t it strange how a mother is supposed to have these skills, but a father isn’t?

“Isn’t it true that women are overly sensitive to male banter and such?”
– If there had been more women in the industry, they would give as good as they got. But because there is such a huge inbalance, they can’t.
– Joking in the workplace is something entirely different from jokes in a public forum such as a presentation at a large conference. In the workplace you can joke back, in a public conference you can’t.
– Maybe we should do mentoring in bantering as well.

“Should we ban booth babes?”
– No, we really should have cute boy booth babes as well!
– We really would prefer technical people, as having booth babes really hurts the credibility of female techs who are trying to sell their product. And besides, the booths that have booth babes usually hamper their own success as well, as nobody is coming to hear about the product anymore, but merely come to ogle the eye candy.

“Can you give any advice for men with a younger female boss?”
– Just treat them as if they were an older male boss.

“Do you know that it’s different in Brazil?”
– Brazil is a new country, IT is also new and considered as a cool thing to do besides (and not a geeky/nerdy thing).

“Last year at Devoxx there was a 1% female attendance.”
– Free tickets wouldn’t help, as only 10-15% of all programmers in the UK are female, so there simply isn’t a very large pool to draw from.
– Duchess is trying to address this by organizing themselves around conferences and by announcing what conferences we’re attending, in order to lure more people over there.

“How many people know about the Java Champions program?”
* editors note: Not many people raise their hands at this question
– It’s a program to make the role models of the Java world more visible. They are a self-selecting group, who nominate people who have been very active in the Java community.

– As a closing note, targetting women specifically is narrowing the field and we really should aim at diversity in general. Not all women are the same, and assuming that they are will not work to attract them.

by Duchess

EU: Code of Best Practices for Women in ICT

5 March 2009 in links by Duchess

On March 3, 2009, in a historic moment of cooperation between government and industry, 5 European and multinational companies signs a Code of Best Practices for Women and ICT in response to the call by Viviane Reding, EU Commissioner for Information Society and Media, to attract more girls into ICT. The 5 companies are:
* Alcatel-Lucent
* IMEC
* Orange France Telecom Group
* Microsoft
* Motorola

More information at PublicTechnoloy.net.

by Duchess

She Goes ICT in Belgium

4 January 2009 in links by Duchess

Thanks, CafeSWA, for this link:
A recent survey from 22 October, 2008, on women in ICT in Belgium filled in by 1413 women en 19 men.

The original post: She Goes ICT

Recap: Duchess BOF at Devoxx 2008 – Women in IT

3 January 2009 in articles, duchess events by Clara Ko

On December 10, 2008, Linda and I did a BOF at Devoxx. BOF came from the phrase Birds of a feather flock together. BOFs are perfect for gathering a group of people who care about a certain topic. At our BOF, about 30 women and a few guys gathered to hear about Duchess and to discuss the issues around women in IT. Due to the large volume of research that I wanted to share, we only had a short time for discussion. I would like to recap what we had talked about and perhaps continue the discussion here online. If we were to ever do this in the same format, I would like to keep the talk short to leave more time for discussion, and have a organized meet-up for dinner and drinks where we can continue the discussions in a more informal setting.

Introducing Duchess
First, Linda talked about how we started Duchess and why we, as female Java developers ourselves, would like to see more women as colleagues. As introduction, she told that Duchess is a community of female Java developers with over 100 members world-wide, created to support and promote women in the Java industry. We provide a platform for professional and social networking that allows our members to connect with each other. Our short term goals included organizing social outings, technical sessions, study groups, and discounts for events and courses. After coming back from Devoxx, we finally became a foundation, so we can better arrange our activities for our members. Our long term goals include establishing local branches world-wide, starting outreach programs to reach other women and girls and get them to become passionate about IT. We also need to reach out to existing organizations that promote women in IT to possibly collaborate with them on our similar goals. Here at Duchess, our policy is to make visible the successes and challenges involving women in IT. Hopefully, through our collective passion and effort, we can help to change the image of IT into a great career choice for women.


During the second part of the presentation, I talked about the challenges that women face in entering and pursuing a career in IT, gave reasons why more women should be in IT, and proposed strategies to tackle the issues.


Discussion
After the presentation, we got in a circle for discussion.

Encouraging Girls
Someone (please let us know who you are) mentioned the role of parents in showing girls the choices they have by not limiting them. From a US-based education website, I found some practical advice for encouraging girls in maths and sciences. This includes:

  • Ability is Expandable – Teach students that the brain grows when they practice and learn new material.
  • Prescriptive Feedback – Provide prescriptive, informational feedback on strategies and effort.
  • Female Role Models – Show students female role models to counter gender stereotypes.
  • Sparking Curiosity – Spark initial curiosity and foster long-term interest in math and science.
  • Teaching Spatial Skills – Teach students spatial skills such as how to visualize and manipulate forms and shapes.

As far as I’m concerned, these ideas also apply to software development. Ability is definitely expandable as long as people are curious and willing to learn. Feedback is an essential part of modern development methodologies and are instrumental in motivating people. Female role models show us what is possible in our careers. The ability to think abstractly while being able to produce concrete results is essential to software development.

Women with Passion for IT
Next, a professor who teaches programming in Estonia (again please let us know who you are) mentioned that in her class, the girls are less passionate about programming than the boys and therefore, they are not as good as boys. Perhaps the question here is: Why are they not passionate about IT? This means to me to be a case of self-fulfilling prophecy. If they think they’re not as good, then they’ll be not as good. Although girls on average perform better than boys in math classes at all levels, girls are more likely to feel less confident about their answers on tests and often express doubt about their performance. So, it’s perception issue – self-perception, as well as perception of parents and teachers. Furthermore, stereotypes (even subconscious ones) have a great affect on performance. When girls were told before a test that boys were better in math, their test scores suffered. So, in my humble opinion, confidence is the key to passionate learning because confidence allows one to try new things and this can come from risking and failing in a safe environment. With positive feedback leading to a sense of accomplishment, passion can be built and nurtured.

I did get the feeling that not everyone who had something to say had a chance to speak at the BOF. So, please feel free to comment.


In this series:


References

by Duchess

Women in IT: Strategies for Change

in articles by Duchess

This article is the third part of a three-part series on Women in IT that I wrote after presenting the information at a Devoxx BOF. The first part of this series talked about challenges for women entering and pursuing a career in IT, followed by reasons why more women should be in IT. The series ends with this article presenting strategies to tackle the issues discussed earlier in the series. This series of articles aims to make visible and raise the awareness of the challenges, reasons, and strategies for women in IT.


The Future of IT
According to the Society of Information Management’s annual IT Trends Survey (2008), IT and business alignment remains a top concern of CIOs. Alignment is a skill that is less technical than it is social. It is a the ability to articulate a business case while truly understanding and making use of the available technology at hand. CIOs who said they were aligned with the business were more likely to be able to use IT to enable new revenue streams, and more importantly, to use IT to create a competitive advantage for the company than unaligned CIOs. According to the latest Gartner CIO survey, 85 percent of CIOs see significant change coming as they look to meet rising business expectations for IT. The trend is towards IT as a partnership to business and no longer just subservient to it. Including IT in the decision-making processes affecting important organizational changes, instead of only engaged in the implementation of a project, allows businesses to fully tap the potential of their IT departments to deliver business value. However, we are not there yet. IT, as a whole, must learn to effectively communicate their contribution to business successes, and thereby, change the perception of IT from a cost center to one of strategic value. In other words, IT needs people who are able to combine the ability to articulate benefits of IT with technical skills.

The top ten concerns of CIOs from the survey are:

  1. IT and business alignment
  2. Build business skills in IT
  3. IT strategic planning
  4. Attracting new IT professionals
  5. Making better use of information
  6. Manage change
  7. Reducing the cost of doing business
  8. Improve IT quality *
  9. Retaining IT professionals *
  10. Security and privacy *

* tied

IT and business alignment (#1) will help to change the image of IT to be less purely technical and more interesting, which will help to attract more women (#4) into the field. In addition, retaining IT professionals (#9) includes retaining women.

Considering where the future of IT is going, individuals, companies, as well as public policies can go a long way in harnessing the largely untapped pool of female talent into the IT profession.

Strategies for Women in IT
Be visible
Related to the issue of self-confidence when presenting ideas, women also tend to have more problems with self-promotion than men. Women expect that in the workplace, like in school, doing well will be recognized and rewarded. The real world, however, does not work that way. I have known many technical people, men as well as women, who are undervalued at their work because they are not able to speak up for themselves and claim credit for ideas and work done. The advice is to trust in your own B.S. detector. Know your own accomplishments and abilities and be prepared to speak about them. In other words, try to be visible.
Lead Organizational Change
Secondly, women can help create the needed change in the organizational culture that will enable IT/business alignment and promote agility in implementing business process changes. Become agents of organizational change that will benefit the company by promoting teamwork and collaboration.
Network
Thirdly, networking brings us visibility and gives us a chance to reach out for help – or to help. Sharing our combined knowledge and experiences helps counter the old boy’s club and can help each of us succeed in the field of IT.

Tip: Ask Jo, a monthly advice column on the Anita Borg website, has great advice for women in IT.

Strategies for Individuals
Individuals, no matter what role they have in the organization, women or men, can make a difference in helping the company recruit and benefit from the participation of women in IT.

First and foremost, we can be aware of our own subconscious discriminations. Remember that women, as well as men, sometimes have false assumptions about the ability of women. In her presentation Who Do You Trust? at Agile 2008, Linda Rising, best known in the agile community for her book Fearless Change: Patterns for Introducing New Ideas, tells us that we are all hard-wired to be judgmental. Humans are born with an instinctive ability to make quick decisions about another human being in order to determine if they are friend or foe very quickly. From an evolutionary standpoint, this ability was essential to survival and because the ability is rooted in instinct, it influences everyone. While stereotyping is the categorization of people based on prior assumptions and presumed familiarity, prejudice is the preconceived judgment or opinion with positive or negative connotations about a person or people. Although prejudice influences everyone, some people falsely believe that they are not prejudiced. Being aware of our own subconscious prejudices will be a starting point in dispelling some of the assumptions about women and their innate abilities.

Secondly, sharing your knowledge with those around you – whether it is technical or informal knowledge – can help you and others stay on top of the game when others reciprocate the favor. I’ve found that sometimes sharing knowledge that seems to me to be trivial can make a big difference in someone else’s work. Information enables us to do our work effectively. So, the inverse of sharing your knowledge is to ask many questions. When everyone can collaborate by trusting each other and sharing knowledge, that is better for reaching the full potential of each individual. The resulting work culture can be more conducive to attract and retain women in IT.

Lastly, individuals can talk to others, especially young people, about your experiences and views on IT. My personal experience is that despite real challenges now and then, IT is a very creative, collaborative, and intellectually satisfying career. Why should others miss out on the fun?

Strategies for Companies
Some of the following strategies for companies to deal with gender diversity IT, while benefiting women in the company, can benefit the company as a whole.

  • Evaluate existing policies and practices in hiring, evaluation, and promotion for awareness and advancement of diversity
  • Create awareness and toleration of different communication styles
  • Train managers about gender-related issues and make sure that any gender diversity policies is communicated
  • Teamwork should be valued and rewarded – Senior members of the team should coach the more junior members and this responsibility should be clear to them. Performance appraisal can be used as incentive to coach and share knowledge. Especially in Europe, difficulties in hiring and firing have fueled a outsourcing economy, where consultancy firms gobble up the available knowledge workers. Consequently, consultants join and leave projects frequently, taking their knowledge with them. Even with permanent employees, company loyalty is no longer how it was decades ago. Therefore, managers have a responsibility to make sure that knowledge stays and spreads within the team, making it easier for resource planning in the short and long term.
  • Recruit women into top management – Companies with women in leadership positions have shown to have better operational and financial performance.
  • Create or participate in a mentoring program – Mentoring is identified as an important part of career development. Companies, such as IBM and Shell, have set good examples with their mentoring programs. Perhaps small and medium-sized companies and freelancers might find an opportunity to coordinate effort in mentoring women to find a place in IT.
  • Invest in your people – Training people in continued technical skills as well as leadership development will make sure that they are working at their best potential. Not doing so means that employees’ skills slowly become obsolete, which is further detrimental to the ability of IT to prove its value to business.
  • Consider returning women – Considering returning women would be a policy change that does not punish women for the double burden of child-bearing. Usually, people can be retrained and productive in a relatively short time, while keeping a vacancy open costs even more money. If you want to consider returning women in recruitment, make sure to communicate this with recruitment partners and managers.
  • Implement family-friendly policies – Family-friendly policies, such as maternity/paternity leave, flex-time, telecommuting, and childcare have been shown to improve the bottom-line: fewer employee absences, lower heath-care costs, higher rates of worker retention, better motivation, and increased productivity.

Strategies for Nations
The strategies for nations to deal with gender diversity in IT are similar to those for companies, but are to be considered in a wider public context.

  • Evaluate current policies for effectiveness – Change policies that are counter-productive. For example, instead of policies that promote birthrate at the expense of women staying in the workplace, make policies that support women with children.
  • Implement family-friendly policies – In addition to the benefits to companies resulting from family-friendly policies, a national benefit is a lower overall unemployment.
  • Collaborate and share initial investment costs for policy change with companies to encourage women to stay or return to the workforce
  • Public Campaign – Re-branding of IT – Lastly, a public campaign to re-branding IT as a dynamic, creative, and innovative career option for both women and men can foster a country’s competitive edge.

Summary
Despite the fact that on-going challenges in gender equality exist in the IT industry, women have major economic potential and are well-suited for participation and leadership in the changing face of IT. In conclusion, companies and governments that are able to develop and harness this pool of talent will be more successful in a global economy in the years to come.

Also in this series:

References

by Duchess

Women in IT: Reasons why there should be more

in articles by Duchess

This article is the second part of a three-part series on Women in IT that I wrote after presenting the information at a Devoxx BOF. The first part of this series talked about challenges for women entering and pursuing a career in IT, followed by this article on reasons why more women should be in IT. The series ends with strategies to tackle the issues. This series of articles aims to make visible and raise the awareness of the challenges, reasons, and strategies for women in IT.


The case for gender diversity in technology is stronger than ever. Here are a few of the reasons why women should get more involved in the future of IT.

Shortage of Qualified IT professionals
In a press release for International Women’s Day (March 8, 2008), Viviane Reding, EU Commissioner for Information Society and Media, calls for more women in Europe’s ICT. In Europe, there is a current shortage of around 300,000 qualified IT staff. On average world-wide, women consists of around 25% or less of the IT workforce with the exception of countries from the former Soviet block, which pulls the average up for the entire Europe to 28%. In general, the percentage of women obtaining a computer science degree have decreased in recent years. Despite the uncertainties of the current global financial climate, I believe that more women should still join the IT profession. With the introduction of a global economy, companies and countries have to redefine themselves in terms of core competencies. Women can contribute to the success of IT because diversity leads to innovation, which in turn, is the basis for economic growth.

Communications and Languages Skills
It is widely accepted that communication is essential to the success of a project, especially in the global world with outsourcing and distributed teams. In an article about why more women should consider a career in computer programming, the author argues that women can contribute a lot to the field because of their intrinsic language and communications skills. He even goes one step further to say that linguistic skill is even more important than mathematical skill in computer programming, because programming languages are after all, languages. People with better language skill produce better code because the code would be more readable. This would in turn lead to lower development and maintenance costs. As Martin Fowler once said, “Any fool can write code that a computer can understand, but only good programmers write code that humans can understand.” A team must understand each other to produce the software together. Another related article was called “Men write code from Mars, Women write more helpful code from Venus”. In it, the author states that women want to write clear and concise code, because they think about the people who will use the code later. I, myself, have encountered guys who think they’re clever when they write cryptic code that no one understands. But this type of attitude is detrimental to a company. A funny quote that I’ve come across about this is: “Always code as if the guy who ends up maintaining your code will be a violent psychopath who knows where you live.” – Martin Golding. Coding is not only about communicating with the computer, but it is one of the ways that you communicate with your team.

Women’s Increasing Purchase Power
In a study by McKinsey, an international management and consultancy firm, Women Matter: Gender Diversity, a Corporate Performance Driver, women are the driving force behind more than 70% of all household purchasing decisions and are 47% of PC users in Europe. In the US, women are central to 94% of home furnishing purchases, 91% of home purchases, 60% of vehicle purchases and 50% of business travel purchases. In Japan, women influence 60% of new car purchases. In the Business Case for Gender Diversity, while women influence more than 80% of consumer spending decisions, 90% of technology products and services are designed by men. Including women in the design process of technology means more competitive products in the market. Women, being half of the population, are paramount to user-driven innovation and can bring new markets and open up new lines of business. Some companies have started to take notice of the purchasing power of women. For example, in the US, Best Buy, through the leadership of Julie Gilbert and her WOLF program, increased female market share by more than $3.6 billion, increased the number of female job applicants by 37 percent, and reduced female employee turnover by 5.7 percent.

Diversity Leads to Innovation
The Business Case for Gender Diversity states that diversity makes for better decision-making at all organizational levels. Diversity is especially important for problem solving and innovation, both extremely relevant for IT. In the article Diversity Powers Innovation, the author writes that diverse teams find more innovative solutions, get stuck less often, and are able to find a solution faster because they have different perspectives within the team. In fact, diverse teams even outperform teams of experts, as experts are often trained to think in the same way. In other words, diversity trumps ability. Diversity leads to better innovation, which is the seed of economic growth.

Women Leadership Shows Better Performance
In the same study on gender diversity as a corporate performance driver mentioned above, companies in Europe, America, and Asia, across a spectrum of industries from energy to financial institutions were rated on nine criteria:

  • leadership
  • direction
  • accountability
  • coordination and control
  • innovation
  • external orientation
  • capability, motivation
  • work environment and values

What they found was that the companies with a higher proportion of women in top management performed higher on average in all nine criteria. After this study that noted a positive impact of women at the top on operational excellence, a second study compared 89 European listed companies with a stock market capitalization of over €150 million and a high proportion of women in the board and in top management with other companies in their sectors. The results of this second study shows that companies with women in top management also performed better financially: on return of equity, operating results, and stock price growth. Although McKinsey was quick to point out that correlation is not necessarily cause, the result can only be argued in favor of gender diversity.

Also in this series:

References

by Duchess

Women in IT: Challenges

in articles by Duchess

This article is the first part of a three-part series on Women in IT that I wrote after presenting the information at a Devoxx BOF. In addition to this article about the challenges for women entering and pursuing a career in IT, the other two parts of the series discuss reasons why more women should be in IT and strategies to tackle the issues. This series of articles aims to make visible and raise the awareness of the challenges, reasons, and strategies for women in IT.


Despite the fact that women have been making great strides in other fields such as medicine and the law, the number of women in IT have been declining drastically since the mid-80′s. Gender stereotypes both in academia and corporate culture continue to exist at the disadvantage of women. These sometimes subtle, sometimes offensive prejudices where women are perceived to be less capable and less suited for IT began when we were children, continued through school, and into our professional lives. Granted, many women have succeeded in IT, but there should be more. This article describes some of the challenges facing women before and after they have entered a career in IT.

Girls and Boys and Self-Confidence
Starting at an early age, girls and boys are treated differently. Girls are given toys that promote social interaction and communication, while boys are given toys that promote competition and spatial orientation (hand-eye coordination). Boys are encouraged to play outside and be active, while girls are encouraged to sit quietly and be passive. After the childhood years, studies show that girls in adolescence begin and continue to have low self-esteem, which predictably have an enormous affect on academic achievement and furthermore, on their careers. To counter this problem, a US-based website on education has put together some information on how to encourage more girls in math and science. I found that another article that discusses what parents can do to promote self-esteem in girls is a valuable list for all of us in our own attitudes about learning, challenging stereotypes, and speaking up to get our voices heard.

Image of IT
The image of IT as a geeky, male-only, boring profession with long hours isolated at a computer is out-dated. In fact, the world of IT has been changing and the image of IT needs a makeover to match the reality. In a global economy, IT is more and more about communication and teamwork, and increasingly about delivering business value. Technical knowledge only gets you in the door, but it takes more than just technical knowledge to really succeed in a career in IT. Skills such as being able to collaborate and work well in a team and being able to communicate the business benefit of a piece of technology are essential in the growth of a technical career. In a study on women in mid-career at technology companies by the Anita Borg Institute, the following characteristics were identified as qualities critical for success in a technical career:

  • analytical
  • innovator
  • questioning
  • risk-taking
  • collaborative
  • entrepreneurial
  • assertive

This suggests that the traditional (and popular) image of IT as “an anti-social hacker who works isolated in the glow of his computer screen” is simply out-dated. The future of IT requires engaged thinkers who work closely with others and who can align with business to achieve mutual success.

Cultural Expectations and Stereotypes
In some cultures, “traditional values” prevent women from working, driving, traveling, or even getting an education. In developed countries, although women are encouraged to get an education, they often choose non-technical studies, and a large percentage drop out of the workforce all together. Despite advances in education and career opportunities for women in the last decades, women are still more likely to have to deal with the double burden of doing more housework and being the primary caregiver for children and elderly family members. They are also more likely to experience a “family penalty” where the woman is perceived as less devoted to the company, while the man is seen as the primary “breadwinner” of the family. Based on stereotypes of the abilities of women, they are sometimes pushed into support roles or non-technical work, or they are passed over for promotions because they are (or assumed to be) family-focused or unwilling to travel.

Male Work Culture
When the women who either through sheer talent, support of their families, or just dogged determination begin a career in IT, some find that the male culture of the workplace is not ideal. In a report about the status of women in the IT industry, IT culture is largely described a “white, male-dominated, anti-social, individualistic, [and] competitive”. Cultural stereotypes contribute to an environment where women’s strengths are consistently undervalued. Women who start at a new job have to work harder to prove themselves, while men who start at a new job are assumed to be good at what they do. Women often have to work harder and longer hours to gain the same level of respect and recognition from managers and colleagues. Sometimes, macho “alpha-male” boorish types, who are offensive towards women because they cannot stand to have a woman as a colleague or superior, are tolerated by managers in exchange for the perceived price of intellectual contribution. Furthermore, despite the agreement among both women and men that collaboration is a key to success in technology, an hero culture sometimes exists where an individual is valued for being (and staying) an expert, while teamwork and knowledge-sharing are rarely rewarded. Problems such as feelings of isolation, lower salaries, less opportunities, and openly hostile colleagues persist in some workplaces. In my opinion, companies have an obligation to instill a culture of respect for all employees.

Advancement and Promotions
In the same study on women in technology mentioned above, barriers to advancement cause 56% of women in high-tech companies to leave at mid-career, usually at a high cost to these high-tech companies. The main barriers to advancement for mid-career technical women identified in the study are:
stereotyping

Women are sometimes pushed into support roles or non-technical work, or they are passed over for promotions because they are assumed to be family-focused or unwilling to travel.

old boy’s network, lack of role models and mentors

The old boy’s network where informal information is exchanged often do not allow women in. Furthermore, there is also a lack of role models and mentors and as a result, women often have a harder time finding their place in the industry.

work-life balance

Family-friendly policies can alleviate the issue of double burden for women. If quality childcare is available and if the culture moves towards involving fathers more in fathering, there would be a chance for work-life balance for both men and women.

company policies

Company policies and practices that appear to be gender-neutral or meritocratic are often created for “white upper-middle-class males” and are centered around men’s traditional role as sole breadwinners. This means that hiring, promotion, and evaluation practices often fail to take diversity into account, as the social phenomenon of desire to be surrounded by “people like me” (i.e.white males) cause women to be evaluated poorly compared to their male counterparts.

Also in this series:

References