Feb 18, 2021

Opinion: Why scaling tech firms with diversity matters

Diversity
inclusion
TalentWorks
techtalent
Jody Robie, Senior Vice Presid...
5 min
If tech teams want to scale responsibility, diversity, equity and inclusion must be a priority, says Jody Robie, Senior VP of North America, Talent Works
If tech teams want to scale responsibility, diversity, equity and inclusion must be a priority, says Jody Robie, Senior VP of North America, Talent Work...

In any tech startup or scaleup, scaling the product is always the number one priority, and in ramping up teams to achieve continuous development and speed to market, many founders have relied on hiring past colleagues they trust to join them on a new venture. 

While it’s tempting to replicate a recipe for success, today’s founders are faced with increasing demands to recruit responsibly and keep diversity, equity and inclusion forefront of mind. 

This has become more important than ever, particularly given the results of many recent studies that have revealed the material impact of diversity on companies’ financial performances and shareholder values. 

The Harvard Business Review noted that diverse company management teams are better performing. Its ‘Why Diverse Teams are Smarter’ study showed that large companies with at least one woman on their board generated a higher return on equity and net income growth compared to those companies that had no gender diversity.

In its report ‘Delivering through Diversity’ Mckinsey suggested that greater diversity across genders and ethnicity was strongly correlated to higher profitability and value creation. In this sense, a diverse company can help attract and maintain top talent, improve customer propositions, and develop better decision-making methodology.

With a growing roster of evidence backing diversity, most tech founders don’t need convincing that it needs to be a key part of growth, development and operational resilience. What they need is guidance on how to weave diversity into talent acquisition, and foresight into how diversity may just be the accelerator needed in acquiring the best talent for those top 20 strategic roles that can supercharge startups and scaleups ahead of their competition. 

Consider your DEI plans at all times

If tech teams want to scale responsibly, diversity, equity and inclusion can’t just be a side project for someone in HR. Your DEI mission should unify your organizational direction, from marketing and customer strategies through to talent acquisition, learning and development, CSR and rewards. 

Above all, diversity programs should evolve continually. DEI now goes far beyond culture to encompass gender, neurodiversity, ability and age. As a strategy, DEI cannot stand still. If tech companies truly want to hire a more diverse workforce, it is also worth considering how to make themselves appealing to that diverse group of people. For example, women are still markedly absent in technology: according to the National Center for Women & Information Technology, women hold just 25% of technical and computing based roles in the USA. 

If we want to see more women represented in technology, we need to ensure that they are aware of the importance of equality within an organization. Communicating policy on equal pay and representation is a great start, and it must be an active and obvious part of your employer brand. 

Audit your job descriptions from a critical eye 

As with all critical business functions, in recruitment, it’s important to really understand what you need, and what you want. Often, they are two different things, and from a gender perspective, female candidates for tech roles often won’t apply unless they feel they meet the vast majority of the criteria in a job description. 

Studies have shown that male candidates may not be not so concerned with meeting all the criteria, and may apply for highly technical roles regardless. If companies make job descriptions so daunting that only the few overly qualified male candidates apply, they may miss out on some great talent. 

It’s time to shake up this way of thinking, and possibly even to do away with the mandatory four-year university or college degree for all roles. With this way of thinking, companies may be missing out on candidates with more experience, or veteran candidates that may be perfect, but were not able to attend college due to financial obstacles. 

As leaders, it’s our job to find the best and most hardworking person to strategically join the business to help it to scale. In keeping with the performance benefits identified by Mckinsey, the best team is likely to be a diverse one, so make sure job descriptions aren’t pigeon holing candidates. 

Also, just because you are expanding your definition of the perfect team doesn’t mean you are sacrificing excellence or experience. You will likely need a bit of patience and support as you look for the perfect candidate who will fit your culture. Scaling a company takes time, expertise, dedication and often resources that may not easily be found in-house. If you have been considering outsourcing, now may be the time to establish that partnership to achieve more success in your diversity based hiring challenges. 

Understand unconscious bias in your organization

Understanding unconscious bias is rooted in recognizing it in the first place, and accepting that unless it’s addressed, it will be difficult to attract, hire and scale your company with a diverse workforce. 

In technology companies, the implications of unconscious bias are twofold. Firstly, if it’s left to fester, unconscious bias can make an organization unattractive to candidates and existing employees. People who feel they aren’t presented with the same opportunities as others, or feel they have to prove themselves continually within the workplace may eventually leave rather than confronting the problem directly. 

The other direct impact tech companies see is a lack of innovation in their products and services, and even a lack of connection with customers. This is particularly dangerous in the case of AI tech companies that are building algorithms that may ultimately impact people’s lives. 

In looking to eliminate unconscious bias, we need to look at our engagement with candidates right from the very beginning. We need to examine our recruitment sources to ensure we’re getting a diverse selection of candidates - this is particularly important if you are outsourcing to gain that added edge in experienced recruitment and employer branding. 

We also need to look at our interviewing techniques to ensure that unconscious bias is not resulting in a less diverse team. People interview differently, and it’s important to profile roles and the characteristics required to support them. Rapid fire, confident verbal answers may be a good indication that someone will make a great CTO. However, well thought out answers to a written test may show someone to be a perfect Quality Assurance Analyst. 

With all the evidence pointing to diversity as a game changer for fast moving tech companies, creating a culture of inclusion and equity is more important now than ever before. If the pandemic has done us any favors, it’s that it’s knocked down geographical barriers to the talent pool, opening up a more diverse base of candidates for companies to choose from as they scale. 

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Jun 20, 2021

5 Ways Leaders Can Create a Healthy Workplace Culture

MHW
ONS
BBC
workplaceculture
5 min
As the world embraces Men’s Health Week, five experts advise how leaders can create a healthy workplace culture for employees

This week (14th-20th June 2021) is Men’s Health Week. Physical and mental well-being have been important considerations for leaders over the past year, and it is essential this focus is maintained as we build back for the future. Here we have asked 5 experts for practical tips leaders can implement to create healthy workplace cultures.

 

Know the early signs of burnout 

Recently it was reported by the BBC that burnout for health and social care staff had reached emergency levels. 

Monkey Puzzle Training Co-Founder Karen Meager has studied the burnout recovery process in partnership with Coventry University: “The past year has seen people suffer from job-loss worries, work from home challenges, isolation, and feeling overworked. These are continuing, and all have the potential to contribute towards burnout. Healthcare workers, executives, leaders, managers and small business owners will continue to be the top people to suffer from extreme burnout.”

“At the onset of burnout, people commonly enter a phase of denial. So leaders need to be aware of those who are reluctant to take their time off, are compelled to work all hours, or have changes in their behaviour or mood, as these can all be indications of burnout taking hold. Encouraging them to take a burnout self-test provides a starting point to supporting these employees through recovery, as is role modelling healthy sustainable ways of working.Karen suggests.

 

Encourage professional self-reflection 

Creating an environment that encourages self-reflection is an effective tool for promoting personal development. Journaling may not be something you instantly think of for professional development; however, it is a successful technique for adults to aid mindfulness and productivity. “Journaling is a form of self-expression that can empower you to understand your feelings and ambitions and how to deal with them, therefore promoting positive well-being and a healthy workplace culture,” describes Elisa Nardi, founder of Notebook Mentor

 

Just 15-20 minutes of journaling a day over the course of four months are enough to lessen the impact of physical stressors on your health,” explains Elisa. “It can also inspire creativity, aid your memory, and help set actionable goals. It is an underused tool that can help employees manage tricky workplace situations such as conflict, illness or new leadership roles.

 

Manage your stress and resilience too

As a leader or manager, often, your complete focus is on the business or protecting your team, but you cannot pour from an empty cup. Leaders should also have strategies in place to manage their own stress, so they can sustain high levels of positive energy throughout the day. “Fueled by a burning desire for success, I ignored all the warning signs of exhaustion, which eventually took its toll on me - I literally collapsed from stress, and I didn’t even see it coming.” reflects Sascha Heinemann, an expert in Performance Recovery and Stress Resilience.

 

“When leaders manage their energy, create healthy daily habits, and practice resilience, they are able to perform to their fullest capacity and to provide the best possible support for others.” 

 

“Taking a break every 90 minutes or so helps you to refuel, recharge, and re-energize and ultimately allows you to get more accomplished, in less time, at a higher level of quality, and more sustainably. This role model contributes dramatically to a healthier, more engaged, sustainable, and productive workplace culture," he adds.

 

Instil a sense of purpose for your team

The idea that success equals working 12-15 hour days and giving everything of yourself to your workplace continues to prevail in many organisations. This is not healthy, nor is it productive for anyone involved. “The healthiest and happiest workplace cultures are the ones that are organised around purpose.” describes business and life coach Anand Kulkarni. 

 

“Leaders should be giving meaning to the work they are doing within their business and beyond and sharing this purpose with their staff, rather than focusing on long hours, crippling workloads or someone else’s idea of ‘success’. When people understand why they are doing what they do and how this contributes to something greater, productivity and well-being is increased.” adds Anand. 

 

Promote well-being from the top down

Leaders need to act as role models if well-being is to become embedded at the very core of the organisation. It’s very unlikely that employees will start acting in a new way that puts their own needs first if the leadership team continues to behave in an entirely different manner.

 

‘Many organisations have worked hard in recent months to put new policies in place that better support well-being, promote hybrid working and attempt to set clear boundaries, but many leaders seem to assume that they are exempt from it all, that’s when it all falls over’, explains leadership experts Martin Boroson and Carmel Moore, from The One Moment Company. 

 

A recent ONS report into Homeworking in the UK revealed that people are on average working 6 hours extra per week, and many are working until late in the evening, indicating that the boundaries between work and life are more blurred than ever. 

 

Despite all of these wonderful opportunities for people to self-organise, if the leadership team continues to work in the office Monday to Friday, or are communicating at all hours, then it’s a clear indicator that hybrid working is simply a ‘bolt-on’ tactic rather than an integral part of the company’s approach to promoting the importance of maintaining a healthy work-life balance.’

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