The role that women play in the workforce cannot be understated and it is known by many business leaders, yet efforts to bridge the gender equity gap need more intentional action and momentum if we are to meet the <a href="https://sdgs.un.org/goals/goal5#:~:text=of%20these%20systems.-,The%20world%20is%20not%20on%20track%20to%20achieve%20gender%20equality,care%20work%20and%20domestic%20violence." The 2030 Sustainable Development Goals (SDGs) target is "Achieve gender equity and empower all women, girls and boys."
We will reach global gender parity, as things stand now, in 134 more years. This is five generations after the 2030 target. There is still hope. There is hope on the horizon.
Technology innovation needs equity
In technology, the equity gap is especially acute. Women make up only one third of the technology workforce in the world. It is vital to close the gender gap in technology, as it permeates every aspect of our lives. In addition, inclusive organizations are 73% likely to generate revenue through innovation, 70% likely to capture new market and 36% likely to achieve above-average profits.
HR leaders are crucial in developing proactive methods to offer opportunities for every employee, regardless of gender or other factors. It’s a fact that has been widely accepted for a long time, but there’s a new tool available to HR leaders in the form skill data.
It is possible to provide opportunities for employees who would otherwise be denied them because of a lack in visibility or unconscious bias by incorporating skills data into conversations about career advancement and upskilling. Skills data, for example, can be fed into talent marketplaces in order to match workers up with relevant opportunities. In the past, these opportunities were only available to employees who knew the hiring manager personally. This made networking and watercooler conversations across departments extremely important. The perception of a manager was also a major factor. When data drives internal mobility, markets are more equitable and hidden talent is uncovered.
The upskilling can be tailored according to the individual’s goals, their role and skill level. Employees will receive targeted support in order to develop their careers and skills. It can extend to mentoring and coaching. Mentors and coaches are matched with employees based on specific skills and career goals.
The conversations about performance become more focused, as managers can access data on skills to enhance their advice and opportunities they offer to their direct report. This feedback can be incorporated into regular check-ins instead of annual performance reviews.
In contrast, skill data is a source of dynamic insight that can be updated at any time, whether someone has completed a virtual lab, simulation, or instructor-led course. It is an ideal complement to annual data on performance or skill updates that are made ad hoc when someone is looking for a new job (or updating their CV).
Using validated skill data
Not all data on skill is created equal. Managers need to be confident that the algorithms used to match and recommend employees are accurate, current and unbiased. Data from self-review, peer, and manager reviews, as well as skill inference, are not suitable for making life-changing career choices. Validated, performance-based skills data are needed in such cases. The data is generated by someone who has completed a task, or used technology at the required level. You can build a database, or defend against a cyber attack. Virtual labs are a great way to test people without putting them in a stressful situation.
Beyond Data: Creating the Right Culture
The right workplace culture will help attract and retain female tech professionals. To achieve this, strategies include:
- Recognizing female talent: Acknowledge and champion strong female performers at meetings, in leadership discussions and for internal promotions even when they are physically absent. Say her name to a room full of possibilities.
- Flexible working arrangements: Offer autonomy over work schedules in order to support work-life harmony, which is a key factor for retaining female talent.
- Early Pipeline Development: Encourage young women to pursue careers in technology by offering mentorship, scholarships and opportunities for hands-on learning.
Everyone benefits when technology is equal
Everyone benefits when women are empowered to be tech-savvy, from school initiatives to C-suite strategies. The organisations gain the expertise they require, the product development is more representative of global populations, and the workplaces become more diverse and inclusive.
HR professionals are driving this transformation, integrating skills-based methods into career development while leveraging unbiased statistics to drive gender equality. We can achieve a world where talent, not gender, determines the success of a career by taking deliberate action now.
