Accelerate action urged for gender parity by 2158

Data from the World Economic Forum shows that at the current rate of progress, it will take until the year 2158 to reach full gender parity. The same report reaffirms Australia's progress in closing the gap, with the country's ranking improving by two places to 24th, in 2024. Although, as a nation we are making progress, albeit still too slowly, we must continue to increase momentum and urgency and to 'Accelerate Action' to positively impact the advancement of women.

This is especially important in the tech industry, which has historically been a particularly male-orientated industry. According to the Australian Bureau of Statistics (ABS), just 29% of the tech workforce is female. Yet, at the same time, the country is facing a talent crisis with an estimated 1.3 million additional tech workers required by 2030 to sustain the sector's continued growth.

Evidently, there is a critical need to accelerate action, and both attract women into the tech industry and advance those already within the sector, not only this International Women's Day, but every day. Urgent, tangible and sustained action is required, not only to achieve gender equality but to ensure the continued success and growth of our tech industry and to ensure we are able to continue to compete on the world stage.

With significant barriers to gender equality persisting, we need to go further than the development of diversity, equality and inclusivity (DE&I) initiatives. Instead, we need to take action working with business and industry leaders to ensure comprehensive buy-in to equal and inclusive policies and practices. 

Progress is needed not just to ensure the continued development and progression of female talent already within the sector, but from a recruitment perspective. We need to ensure that as an industry we are seeking out and giving opportunities to the right talent from entry level to the c-suite – not only nurturing existing female talent within the sector. As individuals, businesses and an industry we need to ensure that we are holding ourselves and each other accountable in our commitment to improve hiring targets and for accelerating action towards achieving gender equality.  

Underpinned by a clear commitment to drive accountability, it is important that the end-to-end recruitment process – as the first touch point for any prospective talent – actively articulates and reflects any businesses commitment to diversity in hiring. This needs to start by building and establishing clear diversity hiring targets and practices supported by a tailored hiring strategy, identifying key roles for targeted outreach. 

A focus on inclusive recruitment practices should be reflected by using gender-neutral language to make all applicants feel welcome. This includes being mindful to avoid the use of words and phrases that are historically associated with a particular gender. Instead using language applicable to a wider audience, such as the inclusion of soft and transferable skills.

Looking at the next stage of the process, interviewing candidates should be provided with an inclusive and comfortable experience, championing diverse representation. This is a key time to ensure that an organisations' commitment to relevant initiatives, processes and ways of working – such as well-being initiatives, work-life balance, flexible working arrangements and mentorship opportunities – often critical benefits for female hires in particular, should be actively communicated across all touchpoints.  

Finally, prior to an offer being made, it is essential that up-to-date peer and market reviews are conducted to deliver both fair compensation and pay equity, confirming that offers are competitive and equitable. 

At NCS Australia, we have found that this approach and commitment to drive accountability of our own hiring initiatives has helped to increase female hires beyond industry averages with our new goal set for the year ahead set to take us even further, significantly overshadowing this average.

A focus on data driven goals will help to ensure organisational cultural buy-in, not only to recruit new female hires, but also to uplift existing female talent. Working in the business of people and culture, it is evident that embedding goals, not only in terms of policies, processes and ways of working, but as a true cultural shift, supported by stakeholder buy-in and driven by leaders and managers on a day-to-day basis will have a far greater impact. Bringing people in on the journey to shift cultural attitudes and ways of thinking is critical in ensuring both hiring targets are achieved and long-term and the sustained development and retention of female talent across an organisation.