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Designing professional development for Millennials and Gen Zers

For Millennials and Gen Z, today’s professional development needs work

  • min read
    • The generations we call Millennials (born 1981 to 1996) and Gen Z (born 1997 to 2012) now make up most of the global workforce. But despite their numbers, today's workplace may not meet their needs, because they're quitting jobs and hopping between positions in growing numbers. Those businesses that examine how they're retaining, developing and supporting these employees will have a chance to get ahead of their competition. There are signs information overload and mental fatigue are making us all gravitate to short-form content, but Millennials and Gen Z express this preference more strongly – they seem to learn, think and communicate differently from their predecessors. If companies want to boost their performance, organizational resilience and enterprise capabilities, they should redesign their professional development programs to engage these audiences better. Where professional learning is going wrong As a futurist keynote speaker and workshop presenter, I train thousands of professionals on how to adapt to industry change and emerging technologies. I need to bring audiences up to speed and inspire enthusiasm within minutes. But I find IT learning and professional development methods are still tied up in rigorous training programs and demanding certifications that take weeks or months to unpack. In the age of Zoom fatigue, things are going in the wrong direction. I've seen a steady increase in the average length of training I'm asked to give, from under an hour to 90−180 minutes. "Today's IT and security pros need to get up to speed on a rising array of breaking trends, technologies and topics in less time than ever," David Thomas, executive director of online programming at University of Denver, told me. "At the same time, they're pulled in more directions and their concentration is becoming more divided." Microlearning as an addition to traditional learning Experts suggest offering a broader range of learning approaches and educational solutions can help fill the gaps around extensive teaching and training programs. Microlearning especially is gaining ground. This rapid-fire approach to learning means breaking content into shorter, more approachable chunks. It helps promote interest in new topics and gets learners up to speed faster. In a 2018 paper, researchers Ján Skalka and Martin Drlík reported that microlearning, in tandem with more comprehensive training methods like coursework and certification programs, helps offset the impact of decreasing attention. It gives a speedy onramp for tech-related topics, reducing the learning curve, driving interest and boosting learning. Tatyana Shumaylova, Senior Product Marketing Manager at Kaspersky says get-to-the-point, bite-sized learning is central to their cyber education program Automated Security Awareness Platform (ASAP). "We understand that maximum engagement is key to learning, so we put that at the heart of our educational approach. For Millennials and Gen Z in particular, the 'old ways' are ineffective, so we trimmed the fat, banished waffle and keep our modules sharp, interactive and impactful." Greater loyalty to businesses that value learning Researchers at Florida International University found leaders and employees admit there's an issue with maintaining attention spans. They also found young audiences can maintain intense focus but are easily distracted. The research found these younger professionals are "most engaged when working on projects that are rewarding and impactful" and when they're doing "meaningful work and being challenged." These generations also actively look for jobs with more development opportunities and are more loyal if they receive continuing education. Companies must adapt development and training programs to short attention spans to engage and retain them. A Millennial herself, Taylor Tresatti, head of industry research for BIZDEV: The International Association for Business Development and Strategic Partnerships, told me she'd found learning and experiential opportunities promised but not delivered many times in her career. So she changed job roles and positions to get them: "As an employee, you have to gain working knowledge of new tools, technologies and trends quickly, without active training or certification from your employer. It would be super helpful to have access to faster and easier ways to master new skills." Investing in tech-rich learning experiences In their 2020 paper Educational experiences with Generation Z, three researchers said younger generations motivate companies to "accelerate and improve the teaching and learning process." This means investing in more technology-powered resources for new ways of teaching and learning, and finding more effective ways to capture and hold audiences' attention. Chris Zimmerman, senior analyst with trend forecasters FutureProof Strategies, told me, "There's a time and place for traditional learning methods and deeper dives. But your first goal in an increasingly frenetic business world should be to pique audience interest. That means looking for ways to present learning material that breaks through daily clutter better. It also means finding better ways to package and present material that bestows working knowledge faster." How to make learning more engaging I recently developed a new training method called POP FUTURE – you can download the instruction manual and guide for free. It's a faster, friendlier way to present learning content, putting future trends, new technologies and emerging business topics in a more intuitive and welcoming context that audiences of more backgrounds and skill levels can understand. My methods include reducing training manuals, workplace guides and reports to quick-hit videos, animated explainers or brief charts, illustrations and infographics. Effective teaching can also include games, exercises and simulations based on real-world challenges, like role-playing strategies for addressing network hacks or data breaches. I also recommend using animated GIFs, eye-catching explainers and graphs, and other social media-friendly content to make simple, understandable visual representations of complex subjects. Developing tomorrow's leaders Millennials and Gen Zers are quick learners, hungry for insight. In a world of shrinking employment tenures, they weigh learning and development opportunities highly when considering jobs. When unforeseen challenges emerge, these audiences won't have the time for traditional learning programs or in-depth curriculums. Supplementing your learning and development regimen with more short-form and microlearning-based content will give your workforce access to more approachable, on-demand learning and speak to more knowledge-hungry employees.
quantum computing talent

How business could leap the quantum computing skills gap

  • min read
    • Chiswick Health Centre is a large brutalist building in London, UK. Along its snaking concrete entrance ramp, masked people form a socially distanced line. Inside, the open-plan waiting room has neat rows of prefabricated cubicles, and a COVID-19 vaccination nurse is doing his rounds. New drugs and latest findings in the life sciences have never been more important. Innovative techniques to help develop and distribute vaccines have been delivered in double-quick time. And if there are the people to do it, quantum computing could make the process even faster. Where are the quantum computing skills gaps? Although the latest quantum hardware, pioneered by the likes of IBM and Google, has a way to go, in a decade or two, we could even see the 'holy grail:' a universal quantum computer. Ilyas Khan, Founder of enterprise quantum solutions developers Cambridge Quantum Computing, says, "There are two clear sectors in quantum computing. First, the hardware and second, the software and algorithm discovery. There are severe skill shortages in software and algorithm discovery. On the hardware side, the issue is less pressing, but the engineering problem that must be solved is, of course, very hard." Fast growth in the quantum computing market Tech industry insights firm ReportLinker forecasts the quantum market will grow from 472 million to 1.7 billion US dollars between 2021 and 2026. And governments are backing it by investing in education and training. In 2018 US Congress passed the National Quantum Initiative Act (NQIA,) investing more than 1.2 billion US dollars in quantum research and development. The European Union launched its quantum computing flagship around the same time, with an expected budget of 1 billion Euro. China, Australia, Singapore and others are starting their own quantum initiatives. But what's all this got to do with developing and distributing medicines? Drug discovery leading the quantum market The field of medicine and biosciences searching for promising new medicines is called drug discovery. Here, the value of quantum algorithms is already evident. A 2020 poll of life sciences organizations showed almost a third (31 percent) were starting to look at how they could use quantum computing. A further 39 percent said they have quantum computing "on their radar" for 2021. Khan of Cambridge Quantum Computing says things like drug discovery can take many years using the most powerful classical computers. Although quantum computing is still early stage, "it's close to starting to match classical timescales," making it worthy of investment. Pharmaceutical companies are keen to get ahead in quantum. This January, drug discovery firm Boehringer Ingelheim achieved a first in its industry, announcing it was joining forces with Google in quantum computing. In a statement, the company said it would "invest significantly" in the coming years to realize the full potential of the technology. Boehringer Ingelheim has already set up a dedicated quantum lab, hiring "outstanding experts in the field of quantum computing from academia, industry and quantum providers." Talent is key: The poll of life science organizations previously mentioned found 28 percent thought missing skills were a potential barrier to progress. Specialist skills needed for a challenging technology Vincent Yam, Co-founder of AI and quantum computing recruitment agency Tekna Search, explains how niche quantum computing skills are compared with regular software development. "Most people have a Ph.D. in something quantum-related and a physics background, either at undergraduate or Master's level. Even then, two say, superconductivity specialists may have very different skills." Khan says, "Quantum information theorists tend to have physics, maths and computer science backgrounds. A small but growing number have also done graduate or postgraduate quantum information theory." Anticipating quantum skills shortages, investment bank JP Morgan started an internship program for quantum talent in 2020 for Master's or Ph.D. students. Universities are stepping up their programs too. Renowned institutions like the UK's University College London (UCL) and Duke University in the US have launched a Master's degree in quantum technology. Khan thinks there's still not enough investment in education. "The range of quantum computing graduate and postgraduate degree courses must increase substantially." Practical internships can nurture the talent pipeline While true quantum computing is some way off, quantum developments are coming thick and fast. These will impact many businesses in the not-too-distant future. The skills are so specialized and sophisticated that governments are putting their weight behind developing the best talent, and even then, education is falling short. Yam of Tekna Search says he keeps seeing the same top 10 global institutions in his recruitment efforts. This shows how small the pool is and suggests businesses should focus on getting talent early from best-in-class quantum research universities. Tech giant IBM is working to secure the best people early with an initiative aimed at high school students. Quantum computing could help tackle society's biggest problems. Its computational power could hasten our way out of the next pandemic, but it will need the best minds. Companies must think today about who those minds should be, and how to hire and develop them.
margaret dawson interview mountains women

Mentoring is hard but rewarding, and it’s everyone’s job

  • min read
    • Margaret Dawson is known for attacking life at top speed with her hair on fire. The sought-after public speaker, coach and mentor is a vocal advocate for advancing women in tech. She challenges everyone to seek personal growth and equality in their workplace. We spoke about how women and men need to commit to supporting each other to progress their careers. Alyson: What's your theory of 'intentional support' in mentoring and coaching, and how is it different than "giving it a try?" Margaret: A lot of companies and leaders know we need to do more to mentor and coach others, whether it's young people or peers. But it takes more than just wanting it to happen. It takes intentional support: action, time, energy from people and companies to put in place a program to support mentees and mentors. Women in tech talk about needing to support women intentionally, to help them find their way and empower them to be successful. Everybody has to say, "I will mentor, coach or support someone intentionally." If everyone did it for just one person, the numbers would change. Why is intentional support so hard? It takes commitment, and you're making yourself vulnerable by saying, "I will support this other person." We're so focused on doing our day jobs that taking on people who aren't in our direct chain, maybe even not at our company, feels like a risk. I've had a lot of people reach out to me, at an event or on LinkedIn, and say, "I know it's probably no, but could I just talk to you for 30 minutes and bounce some ideas, because I have no one to talk to, and I am trying to figure out what to do in my career." I can't think of a time when I said, "no." People don't ask, because it's scary. Sometimes the person you're asking doesn't respond or says "no," but mostly, people don't ask. Is it important men are as invested in intentional support as women? Absolutely. We must be mentoring and coaching men, women and all people equally. The difference I've seen is, men will more readily mentor other men. Women don't reach out to other women as much. A young woman at a conference I was at recently said she'd reached out to a senior woman in her company for advice. The answer she got was, "I don't have to support other women just because I'm a woman. That's not my job." My response to that is, "Yes, it is your job." Modeling, coaching and mentoring is every leaders' job, but leading women in technology have a special responsibility, because there are not enough of us. If you make it, it's your job to help others around you succeed. Does the 'old boys network' show men are better than women at networking? When you become that person who says, "Yes, I will support all of you," it's amazingly powerful. I've seen it change lives. I think there are things men are taught socially that women are either not taught or don't have the support system to make happen. So much of what we do is not based on our capabilities and our brain, but how we look. From the time they are small, girls are called pretty, and boys are called smart or strong. In coaching and mentoring, we have to help women and girls understand their strengths, their capabilities, their value in ways that don't equate to how they look and dress. How can women find ways to mentor others? First, if you work for a company, start there. Second, reach out to any of the women in tech organizations, such as Women in Technology, Girls Who Code and Black Girls Code. There are many local, national and international organizations. Volunteer at a local high school or college. Just let people know you're available. You could start with a friend's daughter. I've helped many friends' daughters write their resumé, talk about career paths and interviewing. Talking to girls is crucial because sometimes their parents have preconceived ideas about their future. Parents may talk about the profession they want her to go into, but she'll admit to someone else what she really wants to do. Do people who mentor feel a sense of accomplishment and contribution? Absolutely. That's probably the best thing. If you can help someone else believe in themselves, that generates power. I've seen that happen. If people know you mentor and coach, they think, "I'm going to do that too." What I always try to remember is, "What could you do right now to provide intentional support to someone?" I challenge everyone just to act.
business reputation data breach

How to strengthen your IT security operations after a data breach

  • min read
    • The aftermath of a data breach can be measured in many ways, depending on who you are. For those outside the organization, the public perception that an organization has been compromised, known as reputational damage, is often quoted as the most significant long-term aspect of a data breach. To measure the effect of a breach on a company's health, Comparitech analyzed the long-term impact on the share prices of breached companies. This research is nuanced and worth reading in full, but one of the headlines from the September 2019 edition is telling: after about a month, share prices rebound and catch up, on average, to NASDAQ performance. And most importantly, the companies keep operating. The companies in the analysis include many brands we continue to use every day in our digital lives: Yahoo!, eBay, LinkedIn and Facebook. So what's the real cost of a data breach? According to research by Adrian Sanabria, a well-regarded former senior analyst in the information security community, there are a relatively small number of companies that are hacked out of existence. Examples of severe consequences for companies of all sizes are few and far between. So for the board, it's easy to under-estimate the impact of a breach by looking at share price or sales targets alone. However, the real impact and costs from loss of continuity go much further. For Kaspersky's Global Corporate IT Security Risks Survey, organizations of all sizes across the globe were asked about the broader costs they have to deal with when recovering from attacks. For enterprises, it's now, on average, a cool $1.4M to clean up a data breach. Beyond the financials, if you want your decision-makers to see all the consequences of a compromise, there are other factors to review. These are harder to define in absolute numbers, but they all affect the company's performance and reputation. Keep these points in mind when assessing risk or advocating for an additional budget for defense. Internal reputation damage The internal reputation of the security team can be hit hard. Regardless of the actual cause, they can be seen as responsible. This has even more risks to the long-term success of the team: Loss of continuity A CISO (Chief Information Security Officer) is often expected to resign after a significant breach; they carry the can as their position is viewed as taking responsibility for the failure. I would argue the removal of a single leader as a way to solve often systemic and complex problems is a strategy only good for Hollywood villains. Next time you're at the cinema, notice how successful their organizations are by the end of the movie. Scapegoating your CISO is an unwise strategy. It will take months, or even years, for the new CISO to be hired then acquire the knowledge of their predecessor, the established relationships, ways of working, and so on. The new CISO, as with any incoming C-suite leader, tend to make changes to make their mark, which can cause further disruptions in continuity and additional strains on the InfoSec team. Low morale Morale is tricky to measure and account for, but from the conversations I have with members of the InfoSec community, your IT staff can be despondent after a breach, particularly the security team. This may be in part due to the implication that their efforts didn't protect the company, and in part, due to burnout from the increased efforts to recover after a breach. The negative effect on Equifax staff is a particularly good example. Individuals were criticized in social media and even received death threats, and without appropriate support from the organization to safeguard team member's reputations and mental health. Increased auditor scrutiny For both your internal audit teams and the third party auditors you bring in, they will all increase their efforts to ensure they're not seen as missing something, and therefore being the party to blame for any future compromise. That sampling approach you used before that saved hours of unnecessary analysis? That won't be allowed anymore. More internal bureaucracy Organizations often respond to a breach by imposing new requirements on all staff, rather than by making the existing requirements easier to understand and follow. This may increase your employees' chances of understanding and following instructions or their willingness to bypass them to get their job done, which, in turn, could increase your organization's exposure to risk. So what should you do differently? With all these potential consequences and risks, here are some tactics you could try to have a happier ending after a breach. Keep your CISO Unless the incident can be directly attributed to an irreversible failure on the part of the CISO, don't fire them to appease customers or shareholders or any other aggrieved group holding a short-term view. Your CISO will have the experience and knowledge you need to see you through this issue. According to Kaspersky's 2019 survey based on more than 20 personal interviews with CISOs, unless the incident was directly their fault, the majority felt their employer would support them. Invest in building a cyber-aware culture Strengthen cyber-awareness training for all employees. This can help your employees work together more effectively in the face of a common enemy (cybercriminals), and appreciate the difficulties the security team faces keeping the organization safe. Plan your breach recovery strategy The best time to prepare for your recovery from a breach is before it happens. Take one step today, maybe start to look at how your organization would detect a breach, or how you can test the detection capabilities you have. Re-examine your existing strategies. For example, Kaspersky's IT Security Economics report highlights the benefits of having a DPO (Data Protection Officer) and SOC (Security Operations Center) in reducing the financial impact of an incident. When estimating impact, at any point before or after an incident, make sure you and your stakeholders appreciate these factors and consider them alongside the financial assessment. Ensure everyone has all the facts, not just those that are easiest to quantify. Any organization today has to "assume breach," from the smallest company keeping an offline backup away from the office to the largest enterprise looking to implement an advanced defense solution stack, which includes EDR (endpoint detection and response) and an anti-targeted attack solution. But a side effect of this wise approach can be an undue pessimism about the effect of being compromised. By giving your CISO confidence to make longterm plans because they'll survive short term problems, by improving the security awareness within your organization and by preparing in advance, you can make it through a compromise relatively unscathed. With a more planned and supportive approach to safeguarding the reputation and strengthening the performance of your InfoSec team, you will build a more secure and resilient organization in the long run. This article was published in Jan, 2020.
equality workplace

The tech leader’s action plan for a gender-equal workplace

  • min read
    • There's something troubling about the issue of gender diversity in the tech workplace. We've been working on this problem for a long time. So when will we get there? We asked five women in tech for their top gender equality action points for today's tech workplace. Many highlighted the progress they'd seen, alongside where they see room for improvement. These are practical strategies business leaders can apply in their workplace today. Widen the definition, and do something about it Margaret Dawson, Vice President, Portfolio Product Marketing at Red Hat, says gender is just one of many types of diversity an organization should value. "We need to think about gender equality as part of diversity. It's gender, but it's also age, race, sexual orientation, and so forth. Diversity can also mean your work style, skillset and personality. All this can improve how we build teams and work together. Research has shown all those forms of diversity benefit all industries." "It takes intentional action, not just 'build it, and they will come.' Choose a course of action that's right for your business, then act." Offer more entry-level roles and a healthy work environment Noushin Shabab, Senior Security Researcher at Kaspersky, says the industry should make sure there are more pathways in and focus on fostering a healthy, balanced culture. "While we see many industry-led efforts in the right direction on talent shortages, a lingering concern remains that so many organizations recruit only experts. This leaves a small window for graduates and other newcomers who want to start a cybersecurity career. The industry should offer more internships and graduate roles." "More important than hiring the same number of men and women is building an organizational culture that lets women and men work and grow in a balanced, healthy and safe environment. If we love our work environment, we enjoy and achieve more." Tell young people about the career's value Daniela Alvarez de Lugo, General Manager in the North Latin America region at Kaspersky, recounts a conversation with a young woman considering entering the career. "Recently, a young woman approached me during my daughter´s cheerleading practice. She asked me what I do for a living. She'd been thinking about her future, and had overheard me talking about security. We spent some time talking about my role and my passion. At age 17, she was already concerned that being a woman in the industry might be hard. "Ten years ago, I would've warned her that in tech, she'd have to work harder than male colleagues. I would've said, 'Hide your emotions and adopt a chilled image.' But instead, I told her, 'Choose a career that makes you want to go for more every day. Your intelligence, hard work, passion and honesty will make you stand out.' "At the end of our chat, I'd encouraged her to follow her dreams in working in technology. Gender equality wasn't the main topic – it was the ocean of possibilities in cybersecurity." Daniela's colleague, Kaspersky's Head of SMB Sales for Latin America, Gustavo Cols, agrees: "We are failing as an industry in transmitting our role to the next generation. Our responsibility – including mine, as a man – is to make sure girls know this is fun work, and that they'll feel satisfied knowing they're defending the world against cybercriminals." Make sure women get the same development opportunities Racing driver Amna Al Qubaisi notes that in a well-functioning team, there are often strong, equal relationships, while the industry more broadly may still overlook women for opportunities. "More gender equality in tech would mean more ideas, more creativity and more opportunities. "In racing, when I'm with the team, I'm treated equally. But in the wider motorsport industry, women aren't given the same chances to develop and gain experience. When the going gets tough, stick with it Racing driver Vicky Piria encourages women to stick at it when they encounter challenges in a male-dominated environment. "I believe gender equality will benefit all industries. Men and women have different needs, ideas and visions. Diversity is a way to improve and expand. "When women encounter challenges in male-dominated industries, we should keep working hard and show a professional, cooperative attitude. In the end, the results will be on our side." Those in cybersecurity know the importance of anticipating what's next and getting ahead of it. All tech businesses understand the pace of change that's possible, and how the challenges change at each step. It may seem like we've been trying to solve the same problem forever, but the progress is there for all to see. The task now is to see it through, by adapting what we do to where we're at today.
women in tech

What’s limiting women in tech? You’ve missed one big thing.

  • min read
    • There are few people of global renown from the small town I grew up in, in rural New Zealand. Arguably, there is only one – astronomer and cosmologist Beatrice Tinsley. Although she studied at the same high school as me – known locally as the top choice for academic girls – I was never told of her. Nor could I find any former school friends, or girls who study there today, who know her name. I only found out about her in 2016 thanks to the Google Doodle celebrating Beatrice Tinsley's 75th birthday. Her pioneering work on measuring distance in space, how stars age and the expansion of the universe has been called 'paradigm changing' by fellow astronomers. There are even a Mount Tinsley and a minor planet, Beatrice Tinsley. What does a missing mention mean? I don't know how to explain why Beatrice Tinsley's achievements never rated a mention when I was growing up, and appear not to rate one today, for young women treading the same ground she once did. In recent years, there's greater awareness of specific actions that alienate women in the workplace, like sexual harassment or colleagues displaying sexualized images of women. But reflecting on the lack of 'Beatrice Tinsleys' in my upbringing makes me wonder if we've missed something that could be at the heart of why women leave science, technology, engineering and mathematics (STEM) careers in high numbers. Why do we even need more women in tech? When it comes to science and tech, the consequences of not appointing, promoting and retaining the best people should concern us all. Humankind is failing to innovate at the speed we could. It probably costs lives. There's also mounting evidence gender and racially diverse companies are more profitable. Recruiting and retaining more women in any career can mean a fairer work-life for men too. For reasons like the higher proportion of women who have unpaid care responsibilities, women are more affected (on average) by workplace policy or behavior that negatively affects everyone. For example, long hours culture, lack of flexible working for no good reason or when those who get promoted are those who go out drinking with colleagues. Where is the talent pipeline leaking? The supply of talented women isn't the main issue. UNESCO reports that globally, women now make up more than half of STEM undergraduate and Masters students. While there's clear evidence of gender bias in hiring, the career pipeline gets even leakier later. US data, for example, show after 12 years, 50 percent of women had left their STEM careers, but just 20 percent had left other careers. This means the biggest problem behind the smaller number of women in tech is in women's experience of work in tech. The Central Asian anomaly Iceland, Norway, Finland and Sweden consistently top the World Economic Forum's index of the world's most gender-equal countries. You might expect these countries would have the most women in non-stereotypically female careers, like STEM. But you'd be mistaken. UNESCO found that it's Central Asia (Kazakhstan, Kyrgyzstan, Mongolia, Tajikistan, Turkmenistan, Uzbekistan), where we see the highest proportion of women in STEM, at 46 percent. The same report shows countries like Sri Lanka (37 percent), Turkey (36 percent) and Pakistan (27 percent) easily outshine the US, where just 20 percent of the STEM workforce are women. This anomaly is called the gender-equality paradox: Where gender equality is best, there are fewer women in tech. It's thought to be related to evidence that shows women and girls avoid pursuing careers they perceive as discriminatory. However, many countries with high numbers of women in tech have high levels of income insecurity, meaning women are under stronger economic pressure to choose a career that promises reliable earnings. This theory could explain why fewer women and girls might study STEM in countries with better income security, but it doesn't tell why so many leave the career. What makes or breaks a career in tech? India is one country with relatively high numbers of women in tech (one in every three people in IT in India are women). Looking to explain this, researchers have pointed to how many women in the Indian IT industry say their families strongly support their careers. Are they right to think this matters? It seems so. One study of gifted math and science students from the US Midwest found "social support contributed directly to men's and women's ability to envision themselves in a future science career, which, in turn, predicted their interest in and motivation for a science career." Another study of nearly 1,000 Chinese college graduates found links between graduates' levels of social support and their career adaptability. If a lack of social support for women's careers in science and tech is a factor in women leaving STEM careers, we'd expect to see differences in how much families and communities support men and women in STEM. The evidence is there when it comes to young people. Take this four-year Australian longitudinal study of school students and their parents. Researchers found that for students who wanted to go into STEM fields, more parents of sons than daughters wanted their child to attend university, and even when parents were supportive, "there was little evidence … girls were encouraged to pursue STEM." Parents know they have a bias – some 52 percent of parents and 57 percent of teachers admit to gender-stereotyped thinking about STEM careers according to research by Accenture. Although there doesn't appear to be any comprehensive research in this area yet, this gendered support difference probably extends into adult life. What can business leaders do? Knowing family and community support is crucial to keeping women in tech careers is useful if your young daughter talks about going into game design, but how can tech company business leaders use this knowledge to keep more women in their organization? 1.  Understand women and men want to work in tech for the same reasons Despite women in IT reporting more workplace isolation and bias than women in other sectors, they speak highly of the career and enjoy their work for similar reasons to their male colleagues. Kaspersky's 2018 survey of 5,000 IT professionals in the UK, Germany, France, Italy and Spain found women and men gave similar top advantages for their career – excitement, good pay and opportunities to problem-solve. They described their career as 'collaborative,' 'stimulating' and 'helpful' in roughly equal numbers. 2.  Improve your workplace culture for all Williams, Phillips and Hall's 2015 research involving 557 US women in STEM identified five biases pushing women out of the STEM workplace. As well as common issues, like being assumed incompetent unless (constantly) proven otherwise, around one-third of women said they felt isolated and excluded at work. Business leaders have the power to control their workplace culture, but must be evidence-informed in their problem-solving. After-hours functions or work sports teams, for example, might add to an employee's feelings of isolation if they can't attend because of care responsibilities - which in many cultures will impact women more than men. The simplest things may make the most difference, like taking the time to ask about someone's day or using physical space to encourage more interaction. 3.  Offer gender, bias and sexual harassment prevention training Williams, Phillips and Hall's study found up to 4 in 5 women had experienced sexism in their tech careers. With a problem of that scale, you'd expect good awareness of sexism among men in tech. But a New Zealand survey of over a thousand small-to-medium-sized businesses (SMBs) in 2019 found men in tech thought women in tech faced far fewer barriers than women reported. They underestimated barriers women reported by a third to a half. Leaders can also act to improve awareness of sexism in their workplace. A 2015 study of around 1,000 men and women in several countries found a strong correlation between comprehensive gender, bias and sexual harassment prevention training and declining rates of discrimination and harassment in the workplace. How much do 'Beatrice Tinsleys' really matter? If you've ever gazed into the night sky and wondered whether it goes on forever, you now know it was Beatrice Tinsley who found the answer. Building the groundswell of support for women in science and tech starts at home, but further down the line, everyone can make a difference. Our focus should be on how women experience the workplace. Educating the workforce about gender bias and improving workplace culture could not only retain more women in tech but make business more profitable and make work life better for everyone.
by Innovating leaders.
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About Secure Futures

Secure Futures magazine is your go-to business guide for opinions, trends and insight into the world of technology and cybersecurity. We help your business to bring on the future. Brought to you by Kaspersky, the global cybersecurity experts.

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