Seven Keys to Gender Equity in Tech
I’ve been in and around the world of innovation for 20 years. From the moment I began my career journey, the issue of gender in the workplace has been trekking alongside me, always there and peeking its head out from time to time.
At the same time, I’m one of the fortunate professionals in that I’ve worked hard, completed an MBA, been employed by some of the finest companies in Israel, and am now a founder. I’m also no longer in my 20s, nor in my 30s. That experience — and age — has provided me with the wisdom and understanding to navigate effectively, even as my gender sidekick remains with me.
Many other women are not in the same position as I, and it is for those women — especially those in hi-tech — that I offer the following seven rules for the future of gender in the workplace:
1. While there is a strong drive today to base hiring and promotion based on gender — providing women a leg up in any competitive scenario, I am against that paradigm. Rather, I firmly advocate for promoting and hiring individuals based solely on their merits and abilities rather than their gender. If that means that CVs/résumés should have names removed for initial reviews by hiring managers, so be it. Ideally, though, those involved in hiring will share my philosophy and simply focus primarily on capabilities and experiences when deciding between candidates.
2. The pay gap must be addressed in a truly equitable manner. This means that when hiring, the salary for the position is set in advance and that only capabilities not originally considered when outlining the role and salary can result in an adjustment. Ideally, this would mean a level playing field for men and women. Of course, the other side of the pay gap involves what takes place with salary reviews and increases, which brings me to:
3. Performance reviews should focus on a two-to-three-year plan for each female employee. The first question should be: What salary do you want to make three years from now? From there, the responsibilities, capabilities and milestones can be outlined more effectively. If they are reached on time, and the company is on solid financial ground, the increase will take place — and it will be consistent with the female employee’s plan, based on merit alone, and equal to what a man with the same plan would receive. If those milestones, etc., are not reached, the employee and manager can discuss ways to get there. But it’s all discussed above board.
4. A pet peeve of mine is the presence of what can only be referred to as male chauvinism. It exists and should not be brushed aside, as it is demotivating for women and fosters a dysfunctional workplace. “This is not a joke for women” or “Don’t you know? Women just aren’t funny,” are examples of totally unacceptable comments that should be grounds for discipline.
But to my female colleagues, I have an important message: Be professional and you will be treated properly. I’m not referring to women dressing inappropriately. That much is obvious. For example, I am thinking about how often a female colleague will mention “that girl in R&D,” or “those new girls who just started here last week.” We are women, and we should call ourselves women. It all starts with us.
5. Offering a flexible work culture is also crucial for supporting women who balance motherhood with their careers. Recognizing women’s ability to excel in multitasking, companies should provide opportunities for flexible schedules and remote work arrangements, allowing them to fulfill their responsibilities both at home and in the workplace. And providing such flexibility should be framed as a celebration of how remarkable working mothers are, not simple as an allowance to help them out.
6. The journey towards gender equality in tech begins with education. It’s imperative to instill in young girls the belief that they are equal and capable of achieving whatever they set their minds to. This involves encouraging girls to pursue studies in mathematics and science just as vigorously as boys, empowering them to excel in STEM fields and pursue careers in tech without hesitation.
7. Finally, I have a request, which is that women who believe in these principles promote them in the most positive of manners. These guidelines are based on my optimism for how amazing women in tech are and can be, and there should be no anger behind such promotion. If we can raise awareness — and communicate our energy and enthusiasm for our collective future in tech, everyone will win.
By treating everyone equally and evaluating individuals based on their merits and potential, regardless of gender, true gender equality can organically manifest within the tech industry. It’s about looking at everyone through an equal lens and allowing opportunities to flourish based on talent, dedication, and innovation, rather than gender.
Galit Horovitz is the co-founder of Welltech Ventures. Her passion lies in investing in wellness and health technology startups, where she brings her extensive experience in business development and mergers and acquisitions.
Galit’s strategic roles in international mergers and acquisitions have covered regions such as the US, Europe, China and India. Her work in cross-border transactions has given her a deep understanding of the complexities and nuances of doing business globally.
