ETHNIC DIVERSITY IN TECH: HOW DO WE GET THERE?
Exploring the themes and discussions of the CRN Enabling Ethnic Diversity Event.
Diversity in the technology sector is vital, hiring people from ethnically diverse backgrounds means the tech world will benefit exponentially from different viewpoints, opinions and experiences, but to this day it is difficult to find a company that displays the true diverse richness of society.
That is exactly what the CRN Enabling Ethnic Diversity event was aiming to address. Throughout this Breaking Barriers in Tech event, topics ranged from the vital work of TC4RE (Technology Community for Racial Equality), how EIGs (Employee Impact Groups) can help spark conversations of diversity and inclusion within companies and even the importance of seeing ethnic minorities represented in leadership roles. The event had a range of representatives from companies such as Lenovo, SoftwareONE, Boxxe, Accenture, CapGemini, Dell and Lumen as well as Computacenter’s Mark Chandiram, Colin Williams, Mus Jannaty, George Edwards and Neil Eke.
Black females make up 0.7% of IT professionals, with ethnic minorities taking up only 15.2% of the tech community.
of ethnic minorities don't feel as though they belong at work
While great strides have been made in recent years regarding the diversity and inclusion policies of most companies, there is still a lot left to be desired when it comes to ethnic diversity in the tech sphere. As noted by Computacenter’s Colin Williams during the event, black females make up around 0.7% of IT professionals1, with black and ethnic minority people taking up only 15.2% of the tech community2. And even then, 75% of those ethnic minorities in the tech sector feel like they do not belong at work3.
The event panellists noted that people from ethnically diverse groups are disproportionately missing from leadership roles and appear to progress more slowly in their careers than their white counterparts.
Ensuring that the sector is diverse – and inclusive - can only benefit the work that is produced. If your employees feel like they belong, they will be able to be more honest, innovative, creative and open. They will feel like their contributions are valued and they’ll be able to show up more authentically and with intent.
If we do not ensure that workforces are as diverse as possible, people from ethnically diverse backgrounds can feel as though they need to work in silo, rather than as part of the wider group. Putting in the effort to counter this feeling can be hugely beneficial to an employee’s mental wellbeing. The refusal to curate a diverse workforce not only negatively impacts the employees, but also the organisation as whole. Reports have shown that companies with a rich, diverse, and experienced workforce operate more effectively due to a broad range of perspectives which leads to increased innovation4. In fact, a report by McKinsey even shows that there is a correlation between higher levels of ethnic diversity and higher profits – so there really is no excuse to continue with a homogonous workforce5.
What gets measured gets managed.
Andrew Pearce
Managing Director, Accenture
Many of the panellists at the event shared their own experiences working with organisations such as TC4RE and within their companies’ EIGs, and it’s clear that many companies are making an effort to improve the diversity of their workforce. These efforts include things such as diversity mentoring in Lumen, community days in Boxxe, or SoftwareONE’s monthly celebrations of different countries. Computacenter’s George Edwards shared examples of initiatives delivered by Computacenter’s Ethnic Diversity EIG which include: open mic events where employees share their personal perspectives on different themes surrounding ethnic diversity, podcasts on ethnic diversity and mental health, a cookbook which pulled together different recipes from employees of various heritages, with all sales proceeds donated to charity and networking events for South Asian Heritage Month and Black History Month.
Outreach activities are also recognised as significant; TC4RE offer scholarships to first and second year university students in the hopes of kick-starting their career by offering mentoring and a prize fund. Recruitment processes are changing, with methods such as blind recruitment, incentivised recruitment for underrepresented groups and graduate programmes for people with diverse backgrounds becoming more prominent. Flexible and remote working also means companies can expand their reach across the UK.
Accenture’s Andrew Pearce argued that recruitment quotas and targets are necessary when it comes to hiring diversely because this holds people accountable; Pearce mentioned that this has been shown to have made a huge difference in gender diversity, so the same attitude needs to be continued with ethnic diversity. He added that to drive change, we not only need goals but also responsibility at senior leadership levels.
You have the opportunity to ensure that inclusion is inclusion for all.
Colin Williams
Chief Technologist, Computacenter
As discussed by our panellists, ethnically diverse talent already exists in tech, the people just aren’t achieving leadership roles as easily as their counterparts, which is why we need a cultural shift. Many people have the potential to be a leader, but not everyone has a clear way of getting there. Sponsorship, defined as ‘the position or function of a person or group who vouches for, supports, advises, or helps fund another person or an organization or project’, is key in making sure that ethnically diverse people are reaching their potential.
Sponsors are there to advocate for you, build connections and networks for you, and more importantly they’re there to take risks and create opportunities for you. Now, unfortunately, this happens much more naturally for non-diverse people. That’s why we need people who will intentionally speak up for their ethnically diverse colleagues and employees, who will see the potential they can bring and understand their goals.
The panellists argued that getting ethnically diverse people into leadership roles also falls upon the shoulders of the company. Leaders need to be looking at who they are offering job opportunities to and be mindful of their selections. They need to attend and appreciate diversity training and come face to face with their privilege. It is imperative that the people in leadership roles are having these awkward discussions if they truly want to prioritise diversity and inclusion. This accountability is paramount for cultural change.
Additionally, it’s important for employees to listen to the experiences of their colleagues and become an advocate and participant in discussions of racism and ethnic diversity. Companies need to continue to support activities that promote and celebrate diversity, to make sure that there is always an opportunity for people to educate themselves. Events like Breaking Barriers in Tech are essential for getting employees to face their biases and offer them a space to learn and grow.
There is no instruction manual on guiding the tech sector to become a perfectly inclusive place to work, but the conscious attitude shift and deliberate commitment to trying will go a very long way in ensuring there is a place for everyone.