Caminho das mulheres para a liderança em tecnologia

Chegar ao topo da tecnologia é difícil - e é especialmente difícil para as mulheres. Eles geralmente enfrentam obstáculos a se tornarem líderes seniores. É fundamental que Empresas de tecnologia Entenda claramente o que é necessário para acelerar a ascensão das mulheres nas fileiras - não apenas porque é a coisa certa a fazer, mas também por causa dos benefícios econômicos. A competição para contratar candidatos talentosos para posições de tecnologia continua intensa, e as funções de tecnologia serão ainda mais difíceis de preencher se as mulheres continuarem sub -representadas nas funções da indústria e da tecnologia corporativa.

Boston Consulting Group and the Women’s Forum, an international platform that promotes women’s views on economic and social issues, developed a picture of the work environment for Mulheres em tecnologia . Pesquisamos mais de 1.500 mulheres e homens trabalhando em liderança de tecnologia em toda a França, Alemanha, Itália e Reino Unido, e realizamos 30 entrevistas detalhadas com líderes de tecnologia. No relatórioThe Network Effect: How Women Beat the Odds to Get to the Top in Tech, we discuss our findings, what stakeholders can do to attract women to the industry, and how to provide a supportive environment so that they can thrive.

Significant Similarities and Differences

One of the primary goals of the research was to understand how women and men make it to the top in tech—and how their experiences are similar and different. We learned that there are three significant similarities between these women and men:

• Eles são igualmente ambiciosos. De fato, as mulheres tinham um pouco mais de probabilidade do que os homens a dizer que procurarão promoções nos próximos um a três anos.
• Both are comfortable taking risks or are willing to take risks to advance their careers, such as by applying to a position without meeting all criteria.
• They all have a high level of technical or tech-adjacent expertise.

However, on their Caminho para a liderança , as mulheres superando desafios que a maioria dos homens não enfrenta:

• Muitas têm responsabilidades de cuidar que resultam em folhas mais longas de ausência. Assim, as mulheres sentem que precisam trabalhar mais para o mesmo reconhecimento. Além de suas redes. (Veja a exposição.)
• They have few role models and peers to help support and guide them.
• They perceive a greater pressure to prove their skills—tech skills, in particular; thus, women feel they have to work harder for the same recognition.

The Crucial Role of Networks

A key finding of the survey is that when making careers decisions, women tend to rely more on strong networks of support for advice—such as recruiting firms, peers, mentors, sponsors, line managers, affiliation groups, and household members—while men are more likely to rely on their self-confidence in addition to their networks. (See the exhibit.)

We also found that women in France, Italy, and the UK switch jobs less often than men do, losing out on opportunities to broaden their experience and skills, which then puts them at a disadvantage for future senior roles. This reluctance to switch jobs may be related to their caregiver responsibilities and the need for more extended periods of leave, but the result is less opportunity to gain skills, build networks, and progress rapidly.

Concrete Steps to Unlock Women’s Potential

To increase the number of women in technology in general and in tech leadership specifically, corporate leaders at all levels—as well as managers of human resources and diversity, equity, and inclusion—must take action to attract women to tech early and encourage them on their path to leadership.

Corporate leaders need to actively help women build and nurture a support ecosystem through formal mentorship and sponsorship programs, company-sponsored coaching, and affiliation networks. Leaders also should be—and call attention to—relatable role models. Organizations and leaders need to set the tone on inclusivity by promoting inclusive ways of working and flexibility, Fazendo suporte para o cuidador uma prioridade - para homens e mulheres. Eles também precisam divulgar suas ambições e discutir seus objetivos explicitamente com seus gerentes e mentores. É importante que as mulheres levantem as mãos para oportunidades de avanço, assumam riscos e sigam o papel de alongamento. E se eles perceberem que a única maneira de obter essas oportunidades de crescimento é mudar de posição ou empresas, devem decorrer decisivamente. Leia o relatório completo

Women need to proactively build networks and invest the time to grow and keep those relationships. They also need to make their ambitions known and discuss their goals explicitly with their managers and mentors. It’s important for women to raise their hands for advancement opportunities, take risks, and go for the stretch role. And if they realize that the only way to get these growth opportunities is to change positions or companies, they should decisively make the move.