Work as we know it has changed dramatically, and this evolution is a dynamic journey. During the past two years hybrid working models have transitioned from being a unique culture at select organizations to a definitive demand across industries. This model has undeniably made it more feasible for more women to join the technology workforce, although the numbers still indicate underrepresentation.
Although hybrid working and flexible options are already curating the future of work for women, there are additional factors that can positively influence the future of women in technology within burgeoning GCCs (global capability centers):
1. Ensure compensation parity – With more women breaking the proverbial glass ceiling, the aspiration for more has been set. Pay parity is an important lever to attract more women into the workforce, supplemented by a standard set of expectations for promotion and growth in roles. Such benefits go a long way to ensure financial equality and instilling confidence in women’s capabilities.
2. Expand and enhance the scope of recruitment for women in STEM fields – Partnering with players across external ecosystems while encouraging dialogue with internal stakeholders goes a long way in building a strong talent pool and committed advocacy for women across the organizational hierarchy. Proactive conversations, ideas and initiatives aimed at achieving a vibrant outreach and an internal culture that embraces diversity are key.
3. Break unconscious biases that hinder the growth of women in tech roles – Increasing the number of women in the technology space cannot be achieved through recruitment alone. With the adoption of new and emerging technology such as data architecture, UI (user interface), UX (user experience) and so on, there are more avenues for women to grow. GCCs increasing their use of such technologies can benefit from consciously recruiting more women to fill these newer roles. Additionally, holistic skilling and mentoring opportunities can help drive career growth within an environment conducive to achieving higher levels of competence as well as responsibilities.
4. Encourage mentorship and introduce role models to inspire women to put their hands up for challenging leadership positions – Supported equally by men and women, such opportunities serve as an integral support system for women, fostering an environment where success is celebrated, and learning is elevated.
5. Build a diverse talent acquisition strategy through internal mobility – Internal mobility is an essential element to build a diverse talent acquisition strategy. Targeted talent mobility, mentoring, experiential learning, and networking programs can empower women to leverage available opportunities and advance within the organization.
While these are organization-led initiatives, making ‘your’ success ‘your’ priority is an important concept for women to embrace. Women face multiple challenges to sustain a career. A commitment to one’s development and investment in self-learning and growth is fundamental. This commitment coupled with an environment that facilitates such enablement will result in visible representation of women in tech and C-suite roles.
Author: Vineeta Kukreti
Director: Human Resources, Global Services, Fiserv
