HIGH TECH STRUGGLES WITH DIVERSITY ACCORDING TO EEOC

The Equal Employment Opportunity Commission (“EEOC”) recently released a report regarding opportunities for minorities and women in high tech. The report, High Tech, Low Inclusion: Diversity in the High Tech Workforce and Sector from 2014 – 2022, evaluates the current state of diversity in high tech — in the available workforce and within the industry. The report focuses on the high tech workforce, which consists of workers in 56 science, technology, engineering, and mathematics (“STEM”) occupations regardless of industry, and the high tech sector, which is comprised of industries where there is a high concentration of high tech workers (at least 20% of the industry workforce).

Despite the high tech workforce becoming more racially and ethnically diverse, with workers of color making up 40.1% of the high tech workforce in 2022, high tech employers have had limited progress in creating greater diversity in their workforce, indicating that there are still significant barriers to equal opportunity that exist in the high tech sector. This underrepresentation is seen in many high tech jobs and in leadership roles in the high tech sector. Notably, the EEOC found that the magnitude of the underrepresentation for some demographic groups, combined with research and the its own experience enforcing anti-discrimination laws, suggest that discrimination likely contributes to the relatively low employment of women, Black workers, Hispanic workers, and older workers in high tech.

Some Highlights from the Report

• Female, Black, and Hispanic workers remained substantially underrepresented in the high tech workforce and sector. Between 2005 and 2022 there was very little change in the representation of Black workers and virtually no change in the representation of female workers occurred in the high tech workforce.
• Black, Hispanic and Asian workers were underrepresented in managerial positions compared to their participation in the high tech workforce overall. Black workers make up 5.7% of high tech managers. Hispanic and Asian workers do slightly better at 8.1% and 15.3%, respectively.
• While women are nearly half of the total U.S. workforce, they were just 22.6% of the high tech workforce in all industries, and only 4% of the high tech workforce in the high tech sector.
• The high tech workforce is generally younger than the total U.S. workforce; 40.8% of the high tech workforce are ages 25 to 39, but only 33.1% of the overall workforce. Workers over age 40 in the high tech workforce lost ground between 2014 and 2022, declining from 55.9% to 52.1%.
• Charges of discrimination filed with the EEOC in the tech sector were more likely to involve discrimination based on age, pay, and/or genetic information than those filed in other sectors.

This presents a serious problem. When people do not see others like themselves in the workforce, they can feel left out. This can stop qualified candidates from wanting to work in high tech. As a result, the industry misses out on many talented people and their unique viewpoints. But it is not enough to just recognize the problem. Action is needed to break down the barriers that stop skilled individuals from all backgrounds from succeeding in high tech.

What Can Other Industries Learn from This Report?

To create a more diverse and inclusive workplace, we need to take active and varied steps. Companies of all sizes should commit to looking at their practices and making real changes. This means using inclusive hiring methods and building a workplace culture that appreciates different viewpoints.

Best Practices for Recruitment and Hiring

To fix the lack of diversity, employers need to change their hiring methods. They should look at a wider range of talent. This can be done by:

• Working with organizations: Partnering with groups that support underrepresented people can help reach a more diverse pool of applicants. That may include creating internship programs for underrepresented young people or utilizing job boards that target underrepresented groups.
• Reviewing job descriptions: The words used matter. Using inclusive language and avoid jargon or complex language. Highlight skills over years of experience can invite more candidates to apply.
• Using blind recruitment: Taking out names and personal details from resumes during the first review can reduce bias. Candidates should be judged only on their qualifications.

Creating an Inclusive Workplace Culture

Cultivating an inclusive workplace culture is key for attracting and keeping a diverse workforce. This means creating a space where everyone feels valued, respected, and able to share their unique views.

Good EEO strategies go beyond just hiring. They include building an inclusive work environment. Here are some ways to do this:

• Diversity Training Programs: Regular training for all employees can help raise awareness about unconscious bias. It can also promote cultural sensitivity and create a more inclusive workplace.
• Mentorship and Sponsorship Programs: Creating mentorship and sponsorship programs offers support for underrepresented employees. This helps them grow in their careers and move up in the company.
• Employee Resource Groups: Encouraging employee resource groups can build a sense of community for those from different backgrounds. These groups allow people to connect, share their stories, and support one another.

Employers who take thoughtful steps to increase diversity in their workplaces will do their part in eliminating the barriers that limit employment opportunities for minorities and women. Achieving real diversity at work is more than just filling out quotas. It’s about creating a place where everyone feels needed, respected, and can share what they are good at. When this happens, it helps bring about new ideas, creativity, and success.

• Next
• Previous