Many talented individuals have historically been excluded from the IT sector due to factors such as ethnicity, sexual orientation, gender, or health-related disabilities. However, an increasing body of research highlights the transformative impact that diversity in corporate culture has on a brand’s market success.
A 2022 study found that mental health outcomes are poorer among individuals who identify as non-binary, women, members of multiethnic or white ethnic groups, and those with caregiving responsibilities.
There is, however, a win-win solution that benefits both employers and underrepresented groups. Data shows that when companies foster an inclusive culture, all employees feel supported, contribute their unique talents and perspectives, and develop a strong sense of community. As a result, organisations can reach their full business potential, generate innovative solutions, and attract greater customer interest.
Which minority groups has the IT sector overlooked to date, and how can the industry better support their integration into the workforce?
Kai Bond also faced challenges after relocating to predominantly white Seattle. In 2001, shortly after graduating from college, he became the only African American on a team of approximately 70 employees at an IT corporation.
He recalls an incident from his first week: “I walked into the office of an engineer who had been at Microsoft for 10 years. I explained, ‘I’d like to go over the specs and what you’re working on to see how I can assist you.’ I remember how he looked at me and replied, ‘You know what, you could help me. You could go home and mow my lawn.’”
Kai often reflected on this humiliating encounter, questioning whether it stemmed from his race, his youth, or his newcomer status at the company. He wondered if it was an instance of bullying or hazing.
Zackary Lemelle also experienced disparate treatment from the outset. In 1971, he enrolled in a computer operations course that promised a job offer upon completion. However, as the only Black participant, he learned this guarantee did not extend to him. When he sought employment elsewhere, IT companies declined to hire him, citing his lack of computer experience—even though at the time hardly anyone had such experience, as the technology was still emerging.
The data show that diversity in the technology sector has remained stagnant and low for decades. Notably, people of colour are 20% more likely than their white counterparts in IT to hold a college degree. Nevertheless, the situation appears to be deteriorating, as the proportion of IT leadership roles is decreasing and layoffs in the sector continue to disproportionately impact ethnic minorities.
It is also concerning that while the underrepresentation of women in senior management can be partly attributed to their disproportionate caregiving responsibilities at home, there is no comparable practical explanation for the lack of ethnic diversity. In fact, the decline in ethnic diversity is even more pronounced than that in gender diversity.
The predominance of white IT specialists is especially evident in software engineering, where only 22% of employees come from ethnic minority backgrounds. Software engineers, in particular, play a significant role in shaping the broader culture of the tech industry, as they are often among the first hires at startups. As Lexie Papaspyrou of the Tech Talent Charter notes, “It’s no wonder that the IT industry faces criticism for its exclusionary ‘bro-grammer’ culture when those who have the greatest influence on tech companies are often the least diverse.”
Zackarie later joined the sales team at Systems & Technology Corp., where he was prohibited from contacting white prospective customers in the South because, according to his supervisor, they would not accept him. At Johnson & Johnson, he advanced to director of systems and programming. After six months, he learned that an offsite meeting was being organised, but he was not invited. All 14 participants were white, and they collectively developed a strategy to have him dismissed. One participant criticised Zackarie for using “too many urban colloquialisms,” while another complained that he had visited her office without prior notice.
It was clear to Zackarie that the staff was uncomfortable with diversity in the company. “The worst part of all was that I saw a copy of the agenda. At the bottom of the page, there was a stick figure on a gallows labelled with my name. You can imagine how I felt,” he says.
“Facing racial microaggressions on a daily basis puts individuals in a state of heightened alertness. Constant vigilance can lead to significant anxiety,” explains Angela Neal-Barnett of the Kent State Program for Research on Anxiety Disorders Among African Americans. “When enduring racism becomes a necessity for providing for one’s family, and there appears to be no escape, a profound sense of hopelessness can develop, often resulting in depression.”
Kai’s race also led to his isolation throughout his entire career. While serving as a department head at Samsung, he encountered a situation in which the founder of a startup he was scheduled to meet immediately assumed upon his arrival that he was part of the IT support staff and began describing technical issues. In contrast, surveys indicate that, for Black women, the assumption is reversed: one in three reports that colleagues presume she is not on the IT team.
“This psychological burden has led many African American employees to stop going to the office and instead prefer remote jobs,” says Leron Barton, a longtime professional in the tech sector. “Reflecting on the racial microaggressions I experienced in the workplace, I often wonder whether some of these situations could have been avoided if I, or other African Americans, had chosen to launch our own startups.”
Harvard scientist David Williams has demonstrated that workplace racism has significant physiological consequences, including an increased risk of hypertension, as well as sleep and eating disorders. Discriminatory practices also impact compensation: while white job applicants were offered an average salary of $144,000, Black candidates received a final salary offer of $134,000 for identical positions. Comparatively, Asian American IT candidates were typically offered $145,000.
Transgender individuals face the highest levels of discrimination; they are often not hired or are dismissed because they align their appearance, body, and behaviour with their identified gender, or because they do not conform to expected gender roles and traditional gender stereotypes.
Lynn Conway, a renowned engineer in supercomputers and microchip design, has experienced this firsthand. Due to her transgender identity, Lynn’s significant work at IBM was kept secret for many years, and when she began her transition, the company terminated her employment. Lynn was subsequently compelled to withdraw from the public eye and start anew; however, she soon achieved success when the Department of Defence utilised her work on classified projects. At the beginning of the 21st century, she publicly came out as transgender and has since become a prominent advocate for the transgender community.
When selecting employees, companies may request only the personal information strictly necessary and must not inquire about sexual orientation or other unrelated personal data. Despite these protections, transgender individuals often encounter challenges when obtaining amended school certificates and diplomas. These documents can inadvertently disclose a person’s transgender status to prospective employers, potentially affecting their employment opportunities.
Transgender individuals also frequently face significant barriers to employment during their transition. Neither the Labour Code nor other relevant legislation requires employers to update employment confirmations upon request following a legally recognised gender amendment (i.e., when an individual’s gender or sex has been changed on their identification documents). As a result, such updates are often left to the employer’s discretion and goodwill.
August de los Reyes, a former design lead at Xbox, developed a health disability at the age of 42. He believes that individuals from this minority are often the pioneering innovators who develop solutions to assist people with disabilities.
Many people are unaware that much of the technology we use daily—including early typewriters, audiobooks, vibrating phones, and predictive text messaging—was originally developed to support individuals with disabilities, helping them to overcome physical and communication barriers.
It is important to realise that most people will, at some point in their lives, be directly or indirectly affected by a health-related disability—whether permanent, temporary, or related to caregiving. As such, companies have both a business and a moral obligation to remove barriers within the workplace and corporate culture to ensure that all individuals have access to engaging and meaningful careers.
When companies establish age-based expectations as part of employee programs or job requirements, they risk unfairly excluding individuals with health-related disabilities from valuable opportunities. Members of this group may require additional time to acquire certain qualifications.
During her tenure at Uber, engineer Susan Fowler reported a manager for inappropriate sexual advances and provided chat logs as evidence to the HR department. She expected the company to discipline the manager; however, upper management instead informed her that the individual was a “high-performing employee.” Fowler was told she would either need to transfer to another team or continue working under the same manager, who subsequently threatened to terminate her employment for raising concerns. Fowler soon discovered that other women at Uber had experienced similar incidents, including harassment from the same manager.
“The only individuals unaware of the situation in Silicon Valley were those who actively avoided acknowledging the reality before them,” states Melinda Gates, philanthropist and co-founder of the Bill & Melinda Gates Foundation. “I do not believe there is a woman in the technology sector who has not encountered some form of bias or sexual harassment—including myself.” Arianna Huffington, founder and CEO of Thrive Global, asserts that organisations must reassess their values and reject the culture of elevating “high-performers” at the expense of acceptable conduct.
In 2015, a group of female investors and IT executives surveyed 200 women in senior positions in Silicon Valley. The results revealed that 84% had been told they were “too aggressive” at work, 66% had been excluded from important events due to their gender, and 60% had experienced unwanted sexual behaviour in the workplace—most often from supervisors. One-third of respondents expressed concerns about their personal safety, and nearly 40% chose not to report incidents for fear of retaliation. According to Therese Lawless of Lawless & Lawless, terminating whistleblowers remains a common form of retaliation against women who report discrimination.
In Slovakia, more than half of women are considering leaving their current jobs. According to Aj Ty v IT, an organisation long supported by TITANS, this represents a record high. The survey challenges the stereotype that family obligations are the primary barrier to women’s careers. Instead, respondents identified pay and working conditions, lack of education and skills, and limited experience as the most significant challenges. Additionally, nearly 47% of women reported that a long-term fear of failure continues to hold them back.
Many individuals also face challenges accessing mentoring programs, encounter unconscious biases in performance evaluations, and experience systemic barriers. Additionally, workplace structures and tools are frequently designed with the assumption that employees are men. For instance, personal protective equipment and other essential tools in the IT and engineering industries are often not tailored for women, discouraging their participation and advancement in these fields.
Given the accelerating pace of technological progress, it is critical to ensure that diverse groups are actively involved in developing AI tools and other technologies that shape our society. Failing to do so risks perpetuating inequalities within our digital infrastructure.
Diversity is not only a matter of social responsibility, but also a significant business advantage. It grants organisations access to a broad pool of untapped talent, adding substantial value to the IT ecosystem. Research demonstrates that inclusive workplaces are more competitive, progressive, and resilient in the face of market changes.
A 2017 study found that diverse teams make better business decisions in up to 87% of cases, reach those decisions twice as quickly, and require half as many meetings to do so. Research by the Boston Consulting Group revealed that diverse teams generate 19% higher revenue and develop more relevant products by responding more effectively to evolving customer needs and reflecting the experiences of diverse groups. In contrast, homogeneous teams are more susceptible to groupthink, while diverse teams are more likely to evaluate ideas comprehensively and foster innovation. This is further supported by the Harvard Business Review, which states: “Success in a highly uncertain competitive environment requires creative thinking, which diverse departments possess in greater abundance.”
“Diversity encompasses a range of perspectives, ideas, and approaches, allowing teams to develop solutions that address challenges from multiple viewpoints,” says consultant and researcher Anna Powers. Cultural diversity in the workplace also fosters stronger teamwork among employees, leading to improved performance. Additionally, as organisations become more inclusive, their financial results benefit from increased productivity.
Research by McKinsey indicates that companies with gender-diverse boards are 25% more likely to achieve profitability. These organisations are also more likely to implement progressive management practices that enhance employee satisfaction, such as work-life balance initiatives. Moreover, compared to their male counterparts, female board members are more likely to prioritise social issues—including income inequality, climate change, and human rights—as integral to corporate strategy.
According to McKinsey, organisations with more than 30% women in leadership roles outperform those with fewer women in management. Firms that exhibit greater gender diversity experience lower employee turnover and higher levels of engagement. When women hold numerous leadership positions, employees are more invested in the company and perceive it as a fairer workplace.
Furthermore, a survey conducted by the International Labour Organisation found that inclusive organisations are 57.8% more likely to enhance their reputation. Customers are more inclined to purchase products from brands that actively promote diversity in advertising. Additionally, employees who view their workplace as inclusive are more likely to believe that their company upholds strong ethical values.
The vast majority of job seekers value companies that are committed to diverse hiring practices. Employing individuals who speak multiple languages is also a significant asset for brands seeking international expansion.
Promoting diversity does not require a company to overhaul every aspect at once. A BCG study found that even gradually implementing small changes in management composition can yield significant results.
Leadership plays a crucial role in fostering a team that genuinely embraces diversity. Leaders set the tone through their communication, the diversity of their teams, the behaviours they tolerate, and their stance against discrimination.
Moreover, diversity and inclusion in the workplace begin as early as the job posting. The language used in job advertisements can attract or dissuade different segments of society. “For example, phrases such as ‘looking for someone energetic’ may deter older candidates, while adjectives like ‘confident and motivated’ may appeal more to men, and ’empathy and honesty’ may resonate more with women,” notes Sara Chandran of Fresh and Fearless.
Understanding our unconscious biases is essential to fostering an environment that values diversity. As a result, many organisations offer training on this important topic.
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The supported funding benefits from European Union support under the Equity Facility for Growth established under Regulation (EU) No 1287/2013 of the European Parliament and of the Council establishing a Programme for the Competitiveness of Enterprises and small and medium-sized enterprises (COSME) (2014-2020)
