A Mighty Girl

"If your image of a computer programmer is a young man, there's a good reason:  It's true.  Recently, many big tech companies revealed how few of their female employees worked in programming and technical jobs.  Google had some of the highest rates:  17 percent of its technical staff is female.  It wasn't always this way.  Decades ago, it was women who pioneered computer programming — but too often, that's a part of history that even the smartest people don't know," explains NPR's Laura Sydell.

To listen to Sydell's interview on NPR, visit http://n.pr/1dK3ZfB.

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It is often suggested to me that women aren’t prevalent in the tech fields because they don’t like the work – or even that it’s possibly too hard for all but the exceptional few.  That’s not true.

I know many women in tech fields – and many more who pursued careers there and left.  They were capable of doing the work.  They enjoyed the tasks that were part of their jobs.  The reason they left their work (or never made it past their schooling or internships) is because of their colleagues, specifically their male colleagues.

I don’t want to partake in any male-bashing here.  This isn’t about how men are terrible and try to keep women down (or out – of their field).  It’s not even about society and the subtle messages we are given – and which we perpetuate, often without our knowing.

This issue is about our individual and collective actions and how you can make your workplace a welcoming environment for new (and qualified) employees.  Many tech fields claim to be short on qualified candidates, and you’ve probably spent quite a bit of time and effort – and money – to find someone who would be a good fit for your organization and for that specific position. 

What are you doing to keep them?

Have you assigned new employees a buddy or mentor to show them the ropes of the business and to introduce them to key coworkers and leaders in their area of work?  Do you have social events (formally or informally) to which they could be invited?  How are you cultivating those personal (platonic) relationships – among coworkers and even managers – that keep your employees loyal and wanting to give you their all?

How are you supporting their career aspirations and goals?  What kinds of professional development – and promotions – do you offer?  What do your people need, and are you meeting their needs?