A phenomenological study to understand gender diversity and inclusion in the tech industry

Diversity and inclusion are the most discussed topics today. Every organization is trying its best to implement different policies to create an inclusive environment for minorities and women. The focus on diversity increased in the early 1990s when the economic benefit was linked, observed Cox. Diversity leads not only to innovation and better ideas but also increases profitability for the company. While diversity has different aspects, this paper is limited to gender diversity in the engineering domain. It explores reasons as to why women remain underrepresented in tech.

Overall, the total number of women attaining higher education has considerably increased. However, only 47.7% of all women participated in the labor force globally in 2019. In India, this percentage falls to 23.4%, studied Catalyst. The first empirical study conducted by Adler highlighted a strong relationship between high profitability and promoting a greater number of women into the executive suite. The firms that consistently promoted women were more consistently more profitable, in his study by Johns.

Despite this strong correlation, women remain underrepresented in the top positions and boardrooms of the organization despite having an aspiration to lead. They are often confined to traditional “female” roles in an organization, stated Akpinar-Sposito. The arguments for gender diversity are on two grounds that is the economic benefit and ethical reasons. While the former argues gender diversity only for the firm’s competitive advantage and profits, the latter is based on ethical and moral reasons of not giving a fair chance to women, observed Campbell and Mínguez-Vera.

2    Literature review

The Workforce 2000 report published in 1987 made it clear that the labor market will become increasingly diverse, making it important to include others in or- ganizations, state Zanoni et al [3]. The focus on diversity, however, increased only in the early 1990s when the economic benefits of diversity emerged, state Cox. The economic benefit would also come with an “added value” with inclusion. Dedicated leadership anchoring can be the most effective to achieve advantages associated with diversity management [4]. When an external agency supports inclusive and diversity initiatives in an organization, the associated advantages may not be achieved due to a policy change, studied Sabharwal [5]. There are three steps to making the workplace inclusive: (1) increasing the diversity/diverse representation in the organization, (2) analysis of the perception of the employees about diversity and inclusion, and (3) ensuring inclusive practices are implemented at all the levels of hierarchy, study Barak, et al. An inclusive organization not just help an employee understand the responsibilities listed in the job description but also makes one feel a sense belonging to the organization, stated Nishii, which creates an environment where each unique individual is respected and appreciated for their authenticity and uniqueness and thus, an inclusive workplace, studied Mor Barak [6].

Research by Glass Ceiling Commission (1995) brought forward the gender pay disparity and other barriers women face. According to the report, women and minorities face different structural, cultural, and organizational barriers. In the cases where women did occupy senior positions, they were usually appointed in roles that were not the regular pathway to executive positions [11]. There is also a pay disparity between men and women in the organization due to family-work conflict or subtle biases coming into play for women at her workplace (GAO, 2003). The gap a woman takes in her career further increases her barrier to challenging roles and promotions. All this contributes to women not able to rise to their full potentials. Women respond to career barriers in three ways: they exit the organization, or raise their concerns or try to rationalize [12]. The organization’s approach to the career advancement of other women also influences other women’s responses, stated Hamel. Generic policies benefitting the women often fail to deliver the specific requirements of a particular organization and consequently lead to women being pushed out of the workforce. There are a series of organization-specific measures that need to be taken. Work flexibility and childcare initiatives solve the work-family conflict. Sponsorship and mentoring programs where the leaders of both sexes participate must be put into place, and effective pipelines to identify and develop talent should be created. A culture of inclusion should be embedded in the organization to give its women a fair chance to grow, observed Johns [13].

Women face internal and external biases and need help to be aware of their own internal biases. Men have been in the workforce for a significantly greater time than women, and their leadership styles are considered superior, in a study by Susan R. Madsen. Unconscious biases are often neglected when designing women’s development programs which is the foundation of these programs; observe Ibarra, Ely, and Kolb [17].

3    Research methodologies

The study set out to answer the question of the level of inclusivity women face at present and probe into elements that come into play for women, which leads them to either not choose or leave tech organizations. There exists a huge gap in terms of gender diversity for tech organizations. This study aims to probe deeper into the reasons behind the lower number of women working in the tech industry and formulate a strategy on how to make these organizations more diverse and inclusive, and promote gender equality [19].

3.1    Research design

In-depth interviews with the participants were conducted for a phenomenological study. Phenomenology focuses on the lived experiences of people in their natural setting, that is, their ‘life world,’ observed Creswell. Thus, the researchers are more interested in studying the detailed experiences of the individual rather than the causes behind them, in a study by Eddles-Hirsch. The phenomenon in this study is ‘inclusion,’ where the purpose is to understand the current status of gender inclusiveness in tech organizations [20]. The phenomenon can be best understood through the lived experiences of men and women currently working in tech.

Basis the literature review, several reasons emerge behind the lack of representation from women in the organizations emerge [21]. The culture in the workplace, unconscious biases, and lack of women at higher positions primarily affect the gender inclusiveness of the organizations. In addition, balancing work and family, lack of informal networks and sponsors also impacts a women’s career and, thus, the organization’s inclusivity [22]. Based on the literature review and the gaps identified in the literature, a detailed questionnaire was designed to understand the experiences of young men and women working in the tech industry. The questions for men and women were the same to observe if the responses are different for gender or if the issue is gender-neutral [23].

3.2    Sampling

Purposive sampling is the sampling method used to select the sample. The sample was selected based on judgment keeping the purpose of the study in mind, stated Schwandt, and identifying people who “have had experiences relating to the phenomenon to be researched,” states Kruger, p. 150 [24]. The number of participants selected for the research should range from two to ten to reach saturation and observe Boyd [25]. The sample included four women and two men who are engineering graduates in 24-30 currently working in the tech industry [26].

3.3    Data collection

3.4    Data analysis

The interviews were transcribed and observed closely to obtain patterns. Data were analyzed using Interpretative Phenomenological Analysis (IPA) which included the following steps: (a) finding the unique and common elements for the participants, (b) interpreting the experiences of the respondents, (c) empathize with the participants and understand their perspectives, in research by Smith et al. After initially analyzing the experiences of the respondents, common themes were identified in the data. The comments made by the participants support each theme. The statements were analyzed individually and then keeping the participant’s gender in mind to identify any common gender-specific themes. The analysis includes all the themes that emerged, and gender-neutral and gender-specific issues have been highlighted [29].

3.5    Validity and reliability

It is thus adopting different approaches, data sources, and researchers to minimize personal biases. Checking for representativeness of the data as a whole is another step that can ensure validity and reliability. Additionally, giving a “thick description” that provides a detailed account of the procedures and criteria used and the research setting, stated Brink. All these aspects have been taken into consideration in this study. Different research papers were read and reviewed to frame the research question and the literature review before starting data collection. The representation from male and female participants ensured that any issue pertinent to both genders is pointed out through this research. The transparency has been maintained throughout the research concerning the approach, background, and statements provided further in the analysis.

4    Results and analysis

Theme 1. Inclusion is accepting people from diverse cultures and backgrounds as they are with their unique attributes and giving them equal opportunity

All the participants in the study were asked to define inclusion according to their understanding. They defined inclusion as getting equal opportunities irrespective of their gender, race, or caste. One participant described inclusion as “Not being singled out because of any intrinsic reason such as gender, caste or race.” Another participant explained inclusivity as:

Equality and inclusivity go hand in hand, and you cannot have one without the other. Some sections being too few in terms of numbers do not get enough representation to get equitable access to resources. The concept of inclusivity is to provide up liftmen to the sections which need it so that in the end, everyone is at the same place.

The participants agree that inclusivity helps get diverse opinions and, in turn, makes the team more productive. “ This is the only way we can have diverse teams in our organization and value the diversity. » Both male and female participants had similar ideas about inclusion in the workplace and appreciated organizations with good inclusion practices.

Theme 2. Better opportunity can make them leave their current organization

When asked about their workgroups and how they felt about leaving them, the participants had mixed feelings. The question was asked to understand the current level of inclusiveness they feel in their workgroups. While most of them are open to better opportunities, there is also an attachment with the present workgroup that makes them hesitant to leave their workgroups. One participant explained her feelings as:

I would miss the amazing people I have worked with, but at the same time, moving on means new opportunities and new experiences so that I would be happy too.

Some female participants feel they can easily leave their workgroup and organization for better opportunities. They are not very happy with the culture of their organization and feel they do not belong here. One of them mentions:

Sometimes, I feel left out at work from work activities. It is as if I do not belong here. People are not bad, but work culture is not very good. Probably, it will not be very difficult to leave.

The inclusivity felt within the workgroups is particularly more for the male participants than the female participants. They are thus particularly more open to finding new and better opportunities and leaving their organizations.

Theme 3. Agree to get adequate support from the organization to learn

The participants feel that they have enough learning opportunities and get support from the management for the same. One participant feels:

There is sufficient support from the organization for our learning. Our team lead organizes training frequently. These are technical as well as non-technical training to enhance our knowledge as well as leadership skills.

There are also subscriptions to online platforms, helping them learn new skills and hone skills while working from home.

Our organizations have provided us with a subscription of learning platforms like O’Reilly to learn and develop our skills, which helps in progressing our careers.

The male and female participants agree to access learning opportunities equally and believe that the individual interest drives their learning in the organization. There is no dearth of learning new skills in organizations.

Theme 4. Female participants have either faced or have seen their women co-worker face discrimination at the workplace

While the organizations may be working actively towards reducing unconscious biases at the workplace, there have been different incidents and subtle biases in organizations specifically for women working in tech. One participant explains:

There has been subtle discrimination I faced in the workplace. For example, we get feedback from our clients, which is optional and depend upon the clients’ discretion if they want to give or not. I got one such good feedback, and one of my colleagues just casually said that “women” usually get good feedback because of the way they “talk.” At the same time, my whole interaction with the client happened via mail. So, such kind of casual sexism is prevalent.

While the female participants mentioned facing subtle discrimination at their workplace, the same was completely missing in the male interactions. Male participants believed that they had not faced discrimination or prejudice at workplaces. The senior management is strictly involved in taking strict action against such incidents if any occur. A male participant commented:

I have not faced any discrimination in my work till now. Our organization has strict policies regarding this. Higher management takes strict action against anyone who is discriminating based on race, gender, or religion.

There is also a dearth of role models and women in senior leadership positions in tech. The women participants feel that in the absence of women leaders, they do not have women leaders to look up to, which would have been a great encouragement. One participant felt, “As a woman, I do identify people like me, but they are relatively few in numbers.” Another participant explained, “Women are not much in higher positions in my project. Usually, family constraints and internal politics do not let them be at the top.” The male participants felt they had enough role models and people similar to them in the leadership positions and are confident of achieving the same in the future. One male participant noted:

I can identify people similar to me in my current department at senior positions. I am willing to learn more from them so that I can progress in my career as them.

Here, the responses of female and male participants were different.

Theme 5. Women in their career progression specifically face some obstacles

Female participants also agree to face obstacles that they feel are not experienced by all of their colleagues. There is an element of self-doubt in their mind. One female participant feels, “While the participation in work processes is based on my willingness, I have in mind obstacles such as being given mediocre in the work I do.” Another female participant shared, “I have faced obstacles at one point in my career. I came across a completely different culture, where I felt there were latent biases in the ideologies of the colleagues I was working with.”

The female participants also spoke about the various constraints they face due to their families and gender. A female participant explained:

As a woman, the family does not allow you to work late in the office, and competitors turn it to their advantage to take you down.

This discussion specifically came up while interacting with female participants. For male participants, the obstacles faced were more about their career path not shaping according to their way.

5    Discussions

The male and female participants working in the tech industry had similar perceptions of inclusion and access to learning opportunities in their workplaces. They agreed to intend to leave their workgroups and organizations when given better opportunities. The responses, however, were different when asked about the obstacles and discrimination faced at workplaces.

According to the participants, inclusion is the fair access of opportunities to every individual irrespective of their gender, caste, or race. It is feeling a sense of belonging towards their workgroups and organizations. Inclusion focuses on making minorities a part of the workgroup and organization they work for and accept and value their authentic selves. While diversity needs to be enforced, inclusion comes naturally, stated winters.

While the organizations have constantly been trying to improve the diversity in the organizations, subtle biases exist and emerge as the prime reasons for lack of belonging among the women participants in this study. However, what seems to be working in favor of the organizations is access to learning opportunities. Men and women agree to get equal learning opportunities that the women sometimes may not take up due to a lack of self-belief. The priority is to make the women feel that their quality of work will matter and merit will prevail above everything else. The concerns raised in this study form the foundation of an inclusive organization. Organizations need to prioritize them to make our workplaces more gender-inclusive.

6    Conclusion and recommendations

The interest of women pursuing a career in science, technology, engineering, and mathematics (STEM) has declined despite the demand in these fields increasing. While organizations are taking active steps to maintain gender diversity and make women feel included in the organization, the elements of subtle bias and discrimination still come into play. The majority agrees to be discriminated against or facing subtle remarks on their gender. The journey of women to power positions is very different from that of men. Thus, there is also a need for more female role models at the topmost positions to mentor these young women to take leadership roles.

There is certainly a lot to be done when it comes to unconscious biases in the workplace. Acceptance is the key. Organizations can start with assessing unconscious biases at the workplace. There are various methods for assessment; perception survey to understand the experiences of people in the organization, language analysis for job descriptions, and gender gap analysis, which could be in hiring, mentoring, or pay. The organizations can start with ensuring unbiased hiring and promotion opportunities for every individual. One simple way to do this could be Blind Evaluation. Blind Evaluation can be done online for the initial few interview rounds and helps reduce bias in the initial short listing phase. Transparent performance evaluation and a structured feedback form for not just accepted but rejected candidates can help in reducing biases. When it comes to being allies for inclusion, the senior leadership accountability helps propagate the same to other people in the hierarchy. Training to targeted individuals on unconscious bias also helps create awareness (ILO, 2017).

Despite substantial steps in making our workplaces more inclusive for women, the organizations still have to work on the smaller aspects to ensure gender-inclusive workplaces. This research focuses on women working in the technology industry in entry-level positions and their understanding and experiences of inclusion. The women in the tech industry have answered the initial question of inclusivity in the current context. There is a lack of inclusion felt by women in these organizations. They particularly do not feel they belong here, which can be attributed to the subtle biases and unique obstacles coming into the picture for the women, which require an organization-specific approach. Every organization has a different set of problems concerning inclusion that must be carefully analyzed to formulate a strategy to promote diversity and inclusion. Additionally, as pointed out by the participants, support and accountability from the senior leadership help build an environment of inclusion within the organization.

Statement on ethical issues

Research involving people and/or animals is in full compliance with current national and international ethical standards.

Conflict of interest

None declared.

Author contributions

The authors read the ICMJE criteria for authorship and approved the final manuscript.