How can you increase diversity in your IT team?

Diversity in technology is not just about hiring a mix of nationalities and a gender balance. Moreover, it is about inducting technologists who have a disruptive mindset, can drive innovation, and improve collective team performance.You also need to provide opportunities for learning and development, where your IT team can acquire new skills, explore new domains, and collaborate with other experts. By doing so, you can foster a diverse and dynamic IT team that can make an impact by addressing the changing dynamics of your customers and stakeholders.

Diversity goes well beyond Skin colour, gender or Language. Diversity in Skills , diversity in attitude, Diversity in Risk taking are also equally needed. A well diverse team need to be inclusive as well as diverse. the team must have Introverts as well as extroverts. Diversity in knowledge , and political ideologues are also sometimes needed. We need to have those who are comfortable with Chaos as well as those who want total order every where. Having diversity is the first step, making sure you get the benefits of this diversity requires patience and a mature Organization

Based on various articles I have read on this topic, what has stayed with me regarding Diversity is , inclusion and ensuring that everyone gets an opportunity to participate with no biases.

what I have learned is that to increase diversity you must start with the goal of being a good place to work. This goal includes the company and as a department and as a CIO in charge of the department. There are many good places for people to work and if you do not start with making your workplace attractive to a diverse set of applicants they will take jobs at other companies.

Think what diversity means to your company, department, project, team. To an organization diversity should not about race, sex or gender it should be about: 1. Diversity of ideas for your product 2. Diverse Perspectives of your potential end users 3. Branding/identity of your product/organization 4. Social responsibility for your organization Once you set goals make sure you define how to measure & remember it is not about showing some DEI numbers but the impact it creates to the organization/product/society.

People reviewing CV's don't often understand the position they are hiring for, or the skillset that is required for it. Also consider candidates who may not have a particular skillset or experience for a role; these can be learned. Working collaboratively or autonomously in a structured way go a long way. I interviewed and onboarded a team who had no investment banking experience. I needed a particular skillset three of them had, the fourth was keen to learn, picked things up quickly and worked well with the others. They all had excellent work ethic and engaged effortlessly with our stakeholders, which was critical for successful delivery.

One diagnostic I love (love so much I became a Partner in it) is The GC Index which powers our services. It is fully psychology-backed and looks at individual's potential to make an impact. This is based on energies in 5 proclivities that map directly onto the Business Change Lifecycle. Anyhow, in this age of "not enough skills" and CV-keyword-stuffing, we need to look for potential, for motivated individuals that will match the motivations required for the role (which we can also diagnose). They don't need to be skilled but they do need the natural motivation and energy for the role (they can be trained later). Our diagnostic is a great leveller as there is no difference we have found between race, age, gender, geolocation.

True commitment to diversity should reflect in the leadership teams. Leading by example, builds the confidence in the staff and employees about the true commitment to diversity and inclusion.

Diversity in the interviewing panel is essential to a bring balance to the process, you must insist on it. Include measuring and tracking diversity in the hiring process to allow for better understanding of where to widen the pool. Also, as a recruiter, attract bigger pools by tailoring your job description and think what is essential to the job and what can be taught / absorbed on the job.

In my experience hiring for technical roles, we identified a common gap in the field. Technical positions in support and engineering often struggle to attract individuals with creative skills. Our approach involved seeking candidates with strong foundational technical skills that could be further developed, coupled with a background in creative pursuits. This not only brought in fresh perspectives and innovative approaches but also enriched aspects like design, flow, process, and customer journey experience.

Everywhere we turn our ears and eyes today, we bump into AI. What about HI - Human Intelligence! Technology moves at a speed with which many still can't come to terms with, which in itself creates an imbalance. Many organisations invest heavily in AI as the answer to the future, but to rebalance we have to equally invest in human intelligence. In fact, I would argue, more. Investing in people is where the real value comes into play, leverage the richness of a diverse, multi cultural environment through elevating knowledge, skills and expertise.

Invest in training programs that promote diversity and inclusion. Offer mentorship opportunities that help underrepresented employees navigate their career paths. By providing the right support, you empower team members to thrive and contribute to the team's success.

Offering training programs that focus on diversity and inclusion can raise awareness and sensitivity among existing staff. Implementing mentoring programs can help underrepresented groups in your team feel more supported and valued. In public sector roles, such training can also include understanding how diverse backgrounds can contribute to better public service delivery through technology.

Organizations should emphasize the importance of ongoing training and mentoring programs to support diversity and inclusion. By offering diversity, equity, and inclusion (DEI) training sessions to all employees, focusing on understanding and respecting differences, combating unconscious biases, and fostering an inclusive environment. Mentoring programs should be designed to support career development for employees from underrepresented groups, pairing them with leaders who can provide guidance, support, and opportunities to advance.

Fostering a culture of open communication and collaboration by encouraging teams to share perspectives and learn from each other. Initiatives should include creating diverse project and work teams, hosting regular diversity-focused forums where employees can express their thoughts and experiences, and implementing policies that ensure all voices are heard and respected. Promoting a culture of inclusivity can greatly enhance creativity, innovation, and team performance.

Hay un factor, para mi importante, que puede influir de forma notable en mejorar esta colaboración: el mánager. No es suficiente desarrollar reuniones y debatir cuestiones que puedan mejorar los procesos o el proyecto, es necesario tomar medidas para llevarlos a cabo, o explicar detalladamente el porqué no hacerlos. No dar explicaciones de porque una aportación no es valida, o no llevar a cabo las acciones necesarias para las que si hemos validado, minan, y mucho, los esfuerzo del equipo por aportar, dejando de comunicar y consiguiendo un hastío general en el equipo. Por tanto, esforcémonos todos por compartir (doble dirección) y debatir, así como de buscar las vías para que se vea reflejado que las propuestas tienen un sentido y un fin.

Foster an environment where collaboration and communication are at the forefront. Encourage team members to share their unique perspectives and ideas. Open dialogue breaks down barriers and creates a space where diversity is not just acknowledged but valued.

Encourage an environment where all team members feel comfortable sharing their ideas and perspectives. This can be facilitated through regular team meetings, group projects, and open communication channels. In a public administration context, fostering collaboration can lead to more innovative solutions to public challenges, as diverse viewpoints are considered.

Recognize and celebrate diversity within your team. Highlight achievements, milestones, and contributions from team members of all backgrounds. A culture that celebrates diversity reinforces the importance of inclusion in your IT team.

Recognize and appreciate the diverse backgrounds and contributions of your team members. This can be through acknowledging cultural events, providing platforms for sharing diverse perspectives, or rewards for initiatives that promote inclusivity. In the public sector, celebrating diversity can also enhance the organization's image as an inclusive and socially responsible employer.

I feel fostering a culture where diverse ideas are respected, goes a distance in promoting diversity. While we can hire from diverse backgrounds to align with requirements of diversity, it is crucial that diversity is welcomed in practice as part of work culture. When diverse ideas are included in “mainstream work”, then diversity penetrates work culture and doesn’t remain a “tick in the box”

To boost diversity in your IT team, foster an inclusive culture valuing differences. Encourage open dialogue, unbiased hiring, and skills-focused assessments. Promote diverse role models, offer mentorship, and address unconscious bias through training. Collaborate with educational institutions and community groups to broaden your talent pool. Implement flexible work arrangements and regularly assess initiatives for adaptability. Embrace diversity not just as a goal, but as a core value driving innovation. Sustained commitment and continuous improvement are essential.

To sustain a diverse IT team, consider ongoing initiatives. Regularly assess your progress toward diversity goals, seek feedback from team members, and make adjustments as needed. Emphasize the long-term benefits of diversity in innovation, problem-solving, and overall team performance.