Diversity
chance to make a positive impact, and leadership roles have allowed me to do that on a larger scale.
As a woman in the channel, what challenges have you encountered throughout your career, and how have you overcome them to achieve your current position? Being a woman in the technology space as well as the Channel has come with unique challenges. In general, and in the technology industry, women can be perceived as less technically proficient or less suited for leadership roles. Rather than focus on those challenges, I’ve demonstrated my strengths by focusing on building strong relationships with colleagues, showcasing my expertise, and staying committed to excellence in everything I do. Additionally, I’ve embraced the power of community through
involvement in Extreme’s Employee Resource Groups (ERGs) like the Women in Networking (WIN) Alliance. Tese platforms have provided a valuable space to connect with other women in the industry, share experiences, and advocate for change. By actively participating in ERGs and taking on leadership roles, I’ve been able to contribute to creating a more inclusive workplace and amplifying the voices of women in tech. It’s essential to remember that ERGs are not exclusive; they thrive on diversity and offer opportunities for everyone to learn and grow. Our WIN Alliance ERG at Extreme embodies this mission by promoting inclusivity, fostering allyship, and ensuring that everyone feels valued, empowered, and heard. Mentorship and sponsorship have also been crucial. Having
strong advocates who believe in my abilities has really helped me to face challenges head on and advance in my career. I’ve also sought out opportunities to mentor and sponsor other women both independently and through Extreme’s mentoring program, helping create a supportive network that continues to grow.
What do you see as the biggest obstacle to achieving gender parity in the channel? Te underrepresentation of women in Channel roles continues to be a significant issue. While there are increasing efforts to diversify the channel workforce, we still face a gender imbalance at various levels. To achieve gender parity, we need to address systemic issues
that hinder women’s advancement, such as unconscious bias, limited access to leadership roles, and a lack of female role models. By fostering a more inclusive Channel ecosystem and creating opportunities for women to thrive, as well as establishing mentoring programs and ERGs, we can move closer to a balanced and diverse industry.
So how can those in the industry create a more inclusive environment for women? First and foremost, businesses should prioritise the development of women leaders. Investing in training, mentorship, and sponsorship programmes specifically designed for women in Channel roles is crucial. By providing opportunities for skill development and career advancement, companies can empower women to take on leadership positions and contribute significantly to channel growth. Additionally, implementing flexible work arrangements and
offering support for work-life balance can help attract and retain female talent in the Channel. For instance, Extreme’s Flex First model
www.pcr-online.biz
“The channel is experiencing a growing emphasis on diversity and inclusion.”
helps ensure that working parents can achieve the balance needed to meet their diverse personal and professional needs. Encouraging collaboration and networking opportunities among women in the Channel can also create a strong support system and foster a sense of community. Ultimately, by creating a Channel environment where women feel
valued, supported, and empowered, companies can unlock the full potential of their female talent and drive greater success for the entire channel ecosystem.
What role do you see technology playing in driving diversity and inclusion within the channel? A crucial one! From digital platforms that can facilitate inclusive training and development programmes, to collaboration tools that foster a sense of belonging among employees, technology serves as a powerful driver of D&I as core values in the channel ecosystem. Most recently, AI-powered tools are emerging as an effective
means to help mitigate unconscious biases in recruitment and talent management by providing a more objective and data-driven approach, helping to promote a more equitable workplace.
What does the future of diversity and inclusion look like in the channel? Te channel is experiencing a growing emphasis on diversity and inclusion. What was once considered a peripheral concern is now being recognised as a strategic imperative. Companies are realising that a diverse workforce is not only a moral responsibility but also a key driver of innovation, better decision-making, and improved performance. As I mentioned, there are now technology tools available to
measure and ensure the progress of D&I initiatives. For example, tools designed for employee feedback, virtual collaboration, and data analysis are all starting to play a more prominent role in the field of talent acquisition and retention. Despite the positive trajectory, prioritising diversity and inclusion
must be a conscious effort for businesses. Overcoming unconscious biases, as well as ensuring sustained commitment from leadership, is crucial for building truly inclusive cultures. To unlock the full potential of a diverse workforce, we as leaders need to cultivate a sense of belonging for all employees. In my current role at Extreme, I’m proud that we are committed to creating an environment where every employee feels valued, prioritising diversity, equity, and inclusion as key drivers of both employee well-being and overall business success.
September/October 2024 | 21
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52
