DE&I-roundtable Here’s what came up in the discussion.
Why is the UK tech sector still behind on DEI regardless of the operational benefits? Ann Keefe: “I think it is crucial for any company, not only in the tech sector, to assess how well it has implemented DE&I. It is important to lead by example and by that - contribute to society at large. “We at Kingston Technology (EMEA) have employees from 43
different nationalities and 46% - 54% is the ratio of female to male employees. Tis is pretty much equal, keeping in mind that Tech Nation statistics suggest that only 19% of the wider tech workforce are women. Kingston culture is highly inclusive, and our cultural diversity is at the heart of what we do. Somebody’s gender/nationality/sexual orientation/religion is of no
concern – we value individuals for who they are as people, how they perform their job and whether they align with Kingston’s core values - one of those being, “Respect for each other in our culturally diverse environment”. We see that there is always room for improvement, but it is always great to see our partners in the channel embracing this ethic.”
David Watts: “I’m not convinced it has been and if it was then I think it is now making good progress and I see a lot of positive action. Traditionally IT sales and technical has been a male bastion and are therefore growing from a less diverse background, so we haven’t historically looked like the general population. To make meaningful change, the challenge will continue to be convincing senior people – the ones who can really kick-start DEI initiatives and make it happen in their organisation – that it needs to be done. Visible and supportive leadership is key to making real change.”
Bev Markland: “Te UK tech sector continues to achieve exponential growth, with diversity and inclusion continuing as a key priority for the channel, as currently only 9% of C-Suite leaders are female. However, one of the main reasons why the UK tech sector is unable to achieve specific diversity milestones, is its male-dominated workforce, with up to 77% of tech director roles fulfilled by men. Although there are a range of benefits in maintaining a diverse workforce, including more valued employees and improving the reputational status of the sector, it seems voices aren’t reaching high enough to implement this change. Channel talent shouldn’t be limited to specific demographic factors, and not closing this gap soon enough means we risk restricting growth in one of the UK’s most valued sectors.”
Pete Gullick: “Te last few years have thrown a huge hit to the tech industry as a whole, with millions of people being put on furlough and some being made redundant. McKinsey & Company’s report showed that COVID-19 has, in some areas, widened the gender gap in the workplace, highlighting women’s fear of an increasing ‘double shiſt’ when it comes to their work and family, compared to that of men. “Elsewhere, employees who identify as LGBTQ+ and BAME are
feeling more isolated, reporting higher workloads than their straight and cisgender peers. Tis has overall impacted their feeling of connection and belonging. It is clear that companies must not only put their focus on recruiting but turn their eyes internally on how they can improve their working culture.” Carlyn Foster: “While more diversity is now being seen in prominent
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roles, within the tech sector there is still much to do. Diversity is now an essential part of any workforce, yet as recently as 2019, Uptime Institute published a report, which found that 25% of managers surveyed had no women among their design or operational staff. Furthermore, just 5% of respondents said women made up 50% or more of their workforce. “DEI is a major factor for those applying for roles, but with only a
fraction of the UK’s female workforce operating in IT, this is a massive limitation on the potential scale of who could be qualified to work in the sector. “Tese figures underline the challenge that the sector faces when
it comes to inclusivity or equal opportunities and, while it is not insurmountable, there is no doubt that it is a large scale task with no one-size-fits-all solution.”
How can implementing an appropriate DEI strategy translate into success for start-ups? Ann Keefe: “A start-up should, from the beginning, employ people from all walks of life. I believe that there is a link between diversity and productivity as it brings various skills and talents together, all of which are working on the same objectives. Tis is how diversity translates into success; when a team from all kinds of cultural backgrounds come together, it sparks creativity, ideas and problem-solving. “Kingston Technology is an inclusive company with a respectful
culture which adheres to its core values. We value our employees and believe that in order for them to reach their full potential, they should be able to feel safe and comfortable in their working environment. We consider ourselves as the Kingston family and care for each other through acceptance, understanding, education and support. Employing people from a number of backgrounds means that our problem solving is much more varied and interesting.”
David Watts: “For any business you need the best talent available to you. You need to show for real that you are open to anyone, and that all individuals arriving in your business can come as themselves and be respected.”
Bev Markland: “Gender equality needs to be addressed in all companies in order to attain long-term success, as those with an inclusive culture are six times more likely to be innovative, and twice as likely to hit better financial targets. Furthermore, start-ups implementing efficient DEI strategies will paint the organisation as a diverse and inclusive company which will help it to find and nurture the best talent, increase employee engagement, and improve customer willingness to buy. Tis rapport will be strengthened by upholding a start-up’s reputation as an industry partner that is committed to diversity, allowing employees and consumers to feel valued, increasing psychological safety and trust within the workplace, and overall championing and creating new worthwhile initiatives.”
Carlyn Foster: “With Britain’s tech sector now at the heart of the government’s plan to transform the economy, it’s hard to believe that the industry is so badly impacted by skill shortages. “Implementing schemes that link businesses with education
facilities is so important to both the present and future of the industry. Te sector needs to be in a good place and get the attention of
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