Layoffs bring latest challenge in closing tech’s gender gap

a range of careers, according to Girls Who Code, which provides academic and career training from third grade to early career. In response to the fear and frustration the organization is hearing, Barrett said, Girls Who Code is reminding students of the range of careers a computer science degree can open up.

BY RYAN DEFFENBAUGH

More than 280,000 technology workers have lost their job since the start of 2022—and the data shows you’re more likely to have been laid o if you’re a woman. at fact is prompting concern that the current tech downturn will spoil e orts to create a more inclusive workforce in an industry where men hold almost 3 in every 4 jobs. New York–based organizations focused on closing the industry's gender gap say the layo s have sparked fear in recent graduates and job seekers but that opportunities are still out there—particularly at smaller companies and those outside of the big tech companies themselves.

An analysis of job cuts by Layo s. fyi shared with Fast Company in January found that about 45% of people who lost jobs in recent tech industry layo s were women. In the city, women hold about 29% of jobs in the technology workforce and 47% of jobs in the overall workforce, according to an October re- port by state Comptroller omas P. DiNapoli. Human resources tech rm Eightfold AI found women were 65% more likely to be laid o than men in the tech industry. Experts have o ered a couple of reasons behind the disparities. Layo s have often targeted HR and marketing roles more likely to be held by women. Tech companies have been focused in recent years on hiring a more diverse workforce, but new hires are more likely to be let go when companies cut back.

Judith Spitz, founder and director of Break rough Tech and a former chief information o cer at Verizon, said the report of disparities in layo s highlight a systemic problem in the industry: Technology companies have set targets around diversifying their workforces, but they have not always followed up with the necessary policies.

“If you really want to diversify your tech organization, you have to fundamentally rethink how you recruit talent,” Spitz said. "What pathways into your organization are there that are more innovative than the standard ones? And how do you support the people you hire?"

Outside tech

Founded in 2016 through Cornell Tech and CUNY, Break rough Tech has provided tech-focused programming for more than 4,600 women and nonbinary students across the U.S. Its

“sprinternships” are designed to put students on track for technology careers. Spitz noted that many of the organization’s partners are in industries outside of technology, including JPMorgan Chase, KPMG and Aetna.

“We're encouraging our students to think creatively about who they want to work with,” Barrett said. “Because every company is a tech company.”

Direct outreach

Gloria Salas, a rst-generation college graduate from New Jersey, started a full-time job in October as a technology architecture delivery analyst at Accenture.

Salas’ career path started when she was a sophomore in high school and saw an online ad for Girls Who Code. She attended the nonpro t’s summer immersion program. e next fall, she helped start a local Girls Who Code club at her former middle school, using a program where the organization provides a coding curriculum and other support. Salas eventually co-led another Girls Who Code initiative, called College Loops, at Rutgers.

bene ts that are more heavily used by women. ese include the expansion of traditional bene ts such as longer parental leave periods and less-conventional bene ts such as on-site child care, child care stipends and better access to abortion care.

How a company responds to social issues is becoming a game changer in the recruitment and retention of both male and female employees, Hariton said. e 500 employers in Catalyst’s network have expressed their views more freely on issues such as repro- ductive choice following the overturn of Roe v. Wade and on racialized violence in the wake of George Floyd’s murder, she said. ey still have a long way to go, however.

“Catalyst has done research among workers about their employers’ reactions to social unrest and policy changes, and people often feel that their companies’ responses are performative; they’re not seeing actual change within their organizations,” Hariton said. “We’ve been telling leadership that they need to do a better job of walking the talk and really communicating the actual causes they have.” ough the latest numbers on women returning to work are encouraging, simply having a hybrid or remote policy won’t be enough to keep the playing eld even, Kaplan said. Employers need to prioritize equity and inclusion policies, she said, to avoid the “Zoom ceiling”—employer bias in favor of in-person workers when doling out promotion and advancement opportunities. is is especially relevant for women, who gravitate toward remote jobs more than men do. Career website FlexJobs found that 68% of the women (and 57% of the men) in its 2021 study preferred to work remotely, and 80% of the women (and 69% of the men) ranked remote work as a top bene t.

Companies from outside the technology industry and smaller startups have indicated they are still ready to scoop up tech talent. At the start of the year, tech industry unemployment was still under 2%, industry group CompTIA found.

“ e layo announcements that we are seeing don’t tell the complete story,” said Tarika Barrett, CEO of Girls Who Code, an international nonpro t headquartered in the Flatiron District.

A computer science degree o ers

Beyond the Zoom ceiling, some experts worry about where remote workers will fall in the pecking order during the toughest of times, when employers face decisions about workforce reductions.

“In my performance management research, one very troubling sign I’m seeing is that around onethird of tech companies are going back to forced ranking of employees by performance and letting go of people at the bottom of that ranking system,” said Dr. Anna Tavis, a human capital management expert who teaches at New York University. “Who’s going to nd themselves at the bottom? I’d watch out for all of the exible situations where remote

She majored in computer science and said she was able to hone her vision for what she wanted from her career by attending job fairs, mentorship programs and events on campus, where she met women working in tech. Salas described that type of direct outreach as crucial for companies that want to attract a more diverse workforce.

“You want to open up a space for women. If you want women to break into tech, you have to give them the visibility— what can they do with it?" Salas said, adding that early outreach can help “guide the next generation of women in tech [and allow] women a voice and [a] say in how tech de nes our future and standing in society.” ■ workers are not going to have the same opportunities as those who are in the o ce.”

Equal treatment

Even as employers make unprecedented e orts to recognize women’s needs in the workplace, one piece of the narrative still needs to be elevated, Kaplan said.

“[Flexible policies] enable women to participate in the workforce, not thrive or advance,” Kaplan said. For companies to retain women, she explained, women need to be treated equally.

“ e answer is quite simple,” she said. “Pay them, promote them, and support them.”■

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