In the tech sector, where much progress needs to be made in diversity and inclusion, allyship can solve many cultural challenges as well as create opportunities for tech-related careers.
Q: How important is allyship in the tech sector?
A:It’s no secret that businesses are struggling with digital skills gaps, which is hampering their ability to develop and remain competitive. This scramble to find tech-savvy talent means many companies are missing out on skilled professionals who have been offered higher salaries when they could instead showcase their commitment to diversity and inclusion. They could be looking to hire people who have been traditionally underrepresented in the sector, including women and people from ethnically diverse communities.
They could also invest in retraining existing staff who show enthusiasm and aptitude for tech roles. When experienced professionals mentor others, it can make a real difference to the business, not just in terms of filling jobs, but in creating a culture change where employees feel they can develop their careers within the organization.
Q: How can tech employers build a culture of strong allyship, and how does it work?
A:Allyship takes time to establish so should be viewed as a long-term investment. It involves a combination of top-down support with leaders dedicated to the in-house training and upskilling of individuals. Managers should also act as allies in support of team members taking on additional tasks to develop their skills.
Tech careers are fast-paced and require workers who enjoy learning about new developments, identifying where improvements and efficiencies can be made across the business with tech, and keeping abreast of trends. Pairing employees who can naturally form strong working relationships really helps, and the partnership should also be supported by regular feedback and measurable goals.
Consider setting up employee resource groups for underrepresented communities, where members can network and gain insight from external speakers and advocates to bolster their careers.
It can also help to cement your allyship plans by promoting it in your job adverts and on your website and social channels. It’s a great benefit so should be shouted about – especially by those who are involved. Encouraging people to spread the word on their own channels and through your employee ambassadors, can be hugely beneficial for business.
Q: What types of professionals make good allies? How should allyships be formed?
A:Anyone can be an ally, but the title is not something that can be self-proclaimed, but rather something recognized by the individual or group on the receiving end of the partnership. It is easy while having good intentions, to slip into ‘white knighting’, ‘mansplaining’, or other forms of negatively received behavior. To train yourself out of these habits, if you think you/the ally are prone, is to remember that the focus should be on the individual – their experiences, how they like to learn, and what they want out of the allyship.
It's a privilege to be asked to be an ally – and speaks volumes for the professional reputation of those selected for the role, usually by HR or senior leadership. But it’s important to be realistic about the partnership, what the ally can offer in terms of time and skills, and measurable outcomes.
Personality clashes happen sometimes, so it helps to have trial periods where both parties have time to settle into the partnership and work through any teething problems.
We’ve heard time and again from mentees how useful it has been to have that solidarity – someone in their corner giving them a professional and personal boost, and a new perspective on navigating an industry that can seem challenging at times.
Q: What forms of allyship work best – does it always have to be about practical support?
A:We’ve often found that practical and emotional support go hand in hand.
People wanting to learn new skills are often passionate about their futures and will naturally have concerns about that – as well as how they are progressing and what they want from the partnership. They might want assurances that they are on the right track, or be keen to demonstrate new knowledge. They may see their ally as someone to bounce ideas off as well as to help clarify in their own minds what they ultimately hope to gain from the relationship.
Other ways to be an ally include acting as a sponsor, a champion, or an advocate for individuals or groups. This might include promoting the allyship externally, standing up for individuals experiencing issues in their careers, or inviting members of underrepresented groups within the business to take on roles with greater visibility, at events or within internal communications.
Q: Organisations with a culture of allyship will be more attractive to job seekers. What other benefits are there?
A:Allyship is a benefit that all organizations should seek to offer. It can make the difference between an employee staying or leaving for pastures new. It can attract job seekers and inspire employees who may realize mentoring talents they didn’t know they had.
The rewards extend beyond the organization itself, into the community – and can make an employer sought out by schools, colleges, and universities who admire the principles of allyship.
Brand reputation is everything, and today’s professionals won't settle for anything less than people-first organizations.
To expedite your search for tech talent, don’t hesitate to get in touch.
