Mind your language
Work culture can discourage women from an IT career, writes tech winner
Idon’t think there’s any doubt we have a problem with the number of girls taking STEM (science, technology, engineering and mathematics) classes at school. It’s just that now, we’re beginning to understand the implications of that gap, and the flow on effect of creating a gender imbalance in such areas as the digital and technology industry.
Research by Girl Scouts of America found only 13 per cent of female teens held any interest in STEM related careers.
It demonstrates just how unattractive these industries have become for females, and we need to expose more women to the possibilities and the future that a career in digital and technology can bring.
If we consider digital and technology to be the lingua franca of future economic success, our focus should be on creating a funnel of digitally literate employees, men and women alike.
Yet businesses are finding it difficult. There have been plenty of reports recently that none, or very few women, apply for vacancies and employers are left wondering what they can do to redress that issue.
Biases both conscious and unconscious are ingrained and it is difficult to unlearn and relearn. With the best of intentions bias can creep into language and culture in ways women and other workplace minority groups often find unattractive.
The good news is there are many ways organisations can position themselves, and their vacant roles, as more attractive for female candidates. I have a shortlist of three issues to address: Language, role description and organisational culture.
Women don’t identify with many words and phrases companies use to describe themselves or their vacancies, such as work hard/play hard, competitive (often coupled with salary), ninja, geek, nerd, assertive, high performance culture, risk taker – are all just a few I have read recently in job advertisements.
Job descriptions for women should include inclusive words, such as creative, resilient, collaborative, and supportive.
Many women feel conditioned to not promote themselves and not oversell their capabilities. As an employer you can avoid advertising a list of expertise required, instead describe the type of person and emphasise their aptitude versus existing expertise.
Finally, there is organisational culture, often the biggest hurdle
Many women do not identify with many words companies use to describe themselves.
to attracting women into your company. Encourage flexibility of hours, part-time or job sharing opportunities. Showcase the women already in your organisation as the happy employees they surely are.