For an industry that’s known for innovation and forward-thinking, tech is astoundingly behind when it comes to fostering diversity, equity and inclusion among its workforce, despite the well-known benefits. In 2018, Gartner found that 75% of organizations with front-line decision-making teams that reflect a diverse and inclusive culture exceeded their financial targets. And on average, gender-diverse and inclusive teams outperformed gender-homogeneous, less inclusive teams by 50%. Study after study has demonstrated the strengths of organizations that embrace diversity, equity and inclusion. 

Nonetheless, forward progress has been painfully slow. Atlassian’s 2018 State of Diversity in US Tech report found that 80% of people said they cared about DEI; however, efforts at many companies have stalled. Year-over-year, there was an almost 50% decline in individual participation in diversity initiatives, and less than 30% of underrepresented groups said they felt a sense of belonging, representation and high levels of retention at their companies, according to the report.

The social and political unrest that prevailed in 2020 has prompted tech companies across America to re-up their commitment to DEI. Words are one thing; action is another. Without concrete action, pledges are just empty promises. 

To be sure, moving from public dialoguing about DEI to baking it into the culture is a challenge for tech leaders. Yet it is one they must face head-on, or risk missing out on the best and brightest talent — or worse, irrevocably damaging their company’s reputation. By no means is this challenge insurmountable, however. Here are three ways technology companies can move beyond words to focused action to sustainably embrace DEI.

3 ways to move DEI from discussion to action

Here are three areas tech leaders must focus on to move the needle on DEI from commitment to action:

1. Create a culture of internal transparency: Moving DEI from discussion to deed starts with buy-in from senior leadership. Executives must articulate DEI aspirations, as well as areas of focus to develop and improve. This communicates to employees that leadership is committed to “walking the talk” of DEI, and that it’s more than simply a public relations talking point. Organizational change starts at the top, and it’s up to senior leaders to set the example, and the tone, of what DEI will look like going forward.
   
   However, top-down DEI strategies aren’t enough in and of themselves. True culture change requires support at all levels; in other words, inclusion only works if everyone is on board. Decision-makers must understand how to incorporate big-picture DEI goals into their day-to-day work, as well as how their role correlates to those goals. In addition, companies must engage leaders at all levels to ensure that DEI is not siloed in one department, but woven into the fabric of teams throughout the organization. 
2. Re-evaluate hiring and retention practices: Often, there is a disconnect between leadership’s commitment to DEI and what happens in the human resources department. Typically, internal recruiters are focused on filling interview slots and making a certain number of hires within a given timeframe because their performance is based on those metrics. Nonetheless, DEI is more than a search for diverse talent for diversity’s sake, or a quota to fill.
   
   Despite perception, diverse candidates aren’t hard to find. Yet tech companies tend to cling to the same exclusive “tried-and-true” talent pools from a select handful of colleges and universities. So the options appear limited, simply because recruiters and HR professionals aren’t actively engaging diverse communities in their search for talent.
   
   It’s likely those searches will look different than anticipated. Rather than limit the pool to diverse colleges and universities, tech employers have an opportunity to build hiring pipelines and engage with potential candidates via unconventional sources, such as apprenticeships, internships and vocational programs.
   
   Apprenti, for example, provides a robust apprenticeship program that connects tech employers with diverse talent from underrepresented groups, including veterans and women. It enables companies to fill their pipelines with diverse, prequalified talent faster and at scale. Specifically, Apprenti uses a proven apprenticeship model that consists of three to four months of classroom time followed by a year of on-the-job training and mentorship to onboard qualified candidates from varying backgrounds.

   This model creates an efficient, cost-effective way for employers to onboard qualified, certified and more diverse talent — particularly appealing in tech, as innovation cycles move at warp speed and companies don’t have time to undertake a lengthy recruiting and hiring process. In addition, employers enjoy a 20-25% cost savings over traditionally sourced talent. Finally, companies gain access to a diverse group of candidates who not only look different from the traditional homogeneous, white-washed tech workforce, but who also bring to the table a variety of life experiences and backgrounds that can contribute to a culture of acceptance, innovation and inclusion.  
   Retention is another component of creating a diverse workforce that is often overlooked. Individuals who feel marginalized or who have faced adversity in the workplace are more likely to leave, resulting in higher turnover rates for those groups than their white counterparts. Mentorship — another facet of the Apprenti program, which pairs an internal partner with an apprentice to acclimate them to the organization quickly — is an intentional way for leadership to create “stickier” employees. Research shows that mentorship improves diversity, reduces biases and creates more opportunities for success overall, which in turn increases retention. 

   DEI success cannot happen in a vacuum. A shift in hiring and retention policies must be clearly communicated from the top, and performance metrics adjusted accordingly. Instead of “hire (or retain) x number of individuals in the next three months,” the goal should be a commitment to recruiting and keeping the best and brightest talent from untapped sources, such as apprenticeship programs like Apprenti’s. In addition, tech companies must be willing advocates for bringing diverse candidates in the door through internships, vocational programs and apprenticeships, and boosting retention through dedicated mentorship programs.

3. Embrace DEI as soon as possible: Young startups have a tremendous opportunity to build a diverse, inclusive and equitable workforce from the ground up. The earlier companies begin thinking about these issues and embedding DEI into their culture, the better. The bigger the company and the more entrenched its culture, the harder it is to undo systemic biases. Smaller companies also provide employees more opportunity to influence the company’s culture and persuade management to make changes to foster a more inclusive workplace.

DEI is an ongoing commitment, and it is critical that your company’s actions match its intentions. Keep in mind, however, that the shift won’t likely happen overnight. It will take time and dedication to build a culture of inclusion. DEI is something that companies and their employees must commit to not just one time, but over and over again, until they get it right.

WTIA can help guide your DEI efforts so you can create a company culture and workforce that embodies your commitment to inclusivity, equality, transparency and accountability. For support in building or expanding your DEI program, contact Yolanda Chase, Chief Diversity Officer, at DEI@washingtontechnology.org.

For additional information about how to become an Apprenti hiring partner so you can fill your opportunity pipeline with diverse, qualified talent, contact Jennifer Carlson, Executive Director of the Washington Technology Industry Association (WTIA) Workforce Institute, at jcarlson@apprenticareers.org.