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Women in IT: The Facts (via NCWIT)


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This research report looks at the current state of women in technology occupations, describes the barriers to recruitment and retention, and provides strategies for improving your company culture and performance by increasing your numbers of technical women.

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Women in IT: The Facts (via NCWIT)

  2. 2. Companies Benefit from Diversity inInnovation!è Increased sales revenue, more customers, bigger market share"è Higher-than-average profitability"è Greater return on equity and return to shareholders "è Greater potential for creativity, sharing of knowledge, task fulfillment"" Sources: Workplace Diversity Pays, American Sociological Review (2009), Capitalizing on Thought Diversity, Research- Technology Management (2009), The Difference, Scott Page (2007), Innovative Potential, London Business School (2007), The Bottom Line, Catalyst (2004) "
  3. 3. As Technology Jobs Increase,Women’s Participation Declines!
  4. 4. Current Trends in the ComputingEducation Pipeline Also Troubling!•  If current graduation trends continue, the industry will only be able to fill 30% of the 1.4 million tech jobs added by 2020. "•  Only 18% of computer and information science degrees were earned by women in 2010.! Source: U.S. Dept of Labor, Employment Projections, 2010-2020
  5. 5. Failing Not Just to Attract but toRetain Technical Talent! è  74% of technical women say they love their work" " è Yet 56% leave at the “mid-level”" " è This is twice the quit rate for men" Source: Athena Factor, Center for Work-Life Policy, 2008 "
  6. 6. A Costly Time to Leave;!A Crucial Point for Intervention!! Average turnover cost for a technical employee" Percent of women who will continue working after they leave" Number of women who might have remained if this attrition were reduced" Sources: Capturing Turnover Costs, Joins, 2000; TalentKeepers, 2010; Athena Factor, 2008"
  7. 7. WHY Are They Leaving? The KeyReasons ! è UNCONSCIOUS  BIAS   è Lack  of  Mentors  &  Professional  Development   è Supervisory  RelaAonships   è Bias  in  Performance  Reviews  and  PromoAon   è Lack  of  Support  for  CompeAng  Life   ResponsibiliAes   Source: Women in IT:The Facts, NCWIT"
  8. 8. Why Are They Leaving? !Unconscious Bias! We know that unconscious biases are particularly salient in organizations or professions dominated by a single group (e.g., tech, elementary teaching)! ! "
  9. 9. What is Unconscious Bias?! è Unconscious bias results from “schemas” " è Schemas are necessary; everyone has them" è They let us pay attention to only select information" è We need them to live … but …" è They also lead to implicit or unconscious bias" " Sources: Banaji & Hardin, 1996; Biernat, Manis & Nelson, 1991; Bertrand & Mullainathan, 2004. "
  10. 10. What do you see?! " "
  11. 11. Count How Many Passes!" "
  12. 12. A Technical Example: Heidi Roizen, ACase Study! » BA and MBA from Stanford » Co-founder of T/Maker Company (1983 software company, acquired in 1994) and SkinnySongs » VP at Apple Computer » Venture capitalist: Managing Director of Mobius VC
  13. 13. A Technical Example: Heidi & Howard,Columbia Business School Study!
  14. 14. A Technical Example: Heidi & Howard!
  15. 15. A Technical Example: Heidi & Howard!
  16. 16. Subtle Dynamics: Stereotype Threat! •  Fear that our performance will confirm negative stereotypes •  Raises anxiety, reduces confidence and risk-taking, lowers performance
  17. 17. Subtle Instances Add Up: !Stereotype Threat!Example: White maleengineering studentsscore lower when told inadvance that Asianstypically score higher onmath tests" Source: Aronson, et al., 1999; Steele & Aronson, 1998"
  18. 18. How Unconscious Bias Affects theWorkplace!
  20. 20. Call to Action: Individuals!•  Educate yourself and examine decisions, beliefs, actions for hidden biases•  Examine your actions for self-limiting behaviors or beliefs•  Question interpretations such as “so and so is just not a risk taker” – consider more complex interpretations and encourage others to do so•  Provide encouragement as appropriate
  21. 21. Call to Action: Supervisors & Managers!•  Advance women into senior technical roles and provide encouragement as appropriate•  Assure healthy debate in team sessions•  “Sponsor” underrepresented groups on the technical career path – note that this is not the same as mentoring•  Examine your task assignment and performance reviews for bias
  22. 22. Call to Action: NCWIT Resources toHelp!"è Supervisory Program-in-a-Box Series: 5-part series helping supervisors address unconscious biases"è Mentoring Technical Women Program-in-a-Box: Ready-made tools for implementing and evaluating a research-based mentoring program!è Industry Strategic Planning Guide for Increasing Women’s Participation in Computing: Blueprint for planning efforts to address all areas of the “ecosystem”"
  23. 23. Bias Impedes Technology Innovation:What Can Your Company Do?! Percent of IT patents Percent of open source held by women contributed by women Percent of corporate officer positions in Fortune 500 technology companies held by women Percent of board positions in Fortune 500 technology companies held by women Percent of senior management positions in technical/R&D departments held by women, in a Silicon Valley study Percent of senior management positions in non-technical departments held by women, in a Silicon Valley study Source: Women & IT: The Facts, NCWIT."