Encouraging and retaining more women in Tech: Insights from Julie Reddish
The tech industry has long faced a significant gender imbalance. Despite numerous initiatives to address this issue, women continue to be underrepresented in technology roles. Julie Reddish, a passionate advocate for inclusivity, pulls no punches and gets straight to the issues that we must address and offers tangible insights on how the industry can move forward.
(This is part 1 of a 2 part story, check out resources and links in part 2 here.)
This is one of a series of Stories from the Field, resources and insights from tech industry professionals, shared to help employers of interns and grads shape and grow our industry.
Debunking the gender pipeline myth
I asked Julie her thoughts on the tech pipeline and its impact for women. Julie responds, “I mean calling it a pipeline problem is one of the things. That is the barriers, because there's not a pipeline problem. The women are in the pipeline,” she states. Despite numerous initiatives to bring women into tech, many leave due to unsupportive environments. “There's a systemic corporate culture and environment in academia that pushes them out. They're in. They're curious. They're interested in science, and they're interested in maths. And there are certain systemic conversations and attitudes that push them out.”
She emphasises, “I would debunk the myth that it was a pipeline problem at all. And when you say pipeline problem, it then puts the focus onto the women versus the system.”
Education and Early Barriers
Julie highlights the early educational barriers that deter girls from pursuing tech careers. “When women or girls are learning science and tech, they often won't go into coding because it's not just that. The conversation around tech at school is often that you must be one of the top 5% of students to get into this class. You have to be in the top 5% of maths and science people to actually get into this technology class. And that's what I've been told by teachers,” she explains.
“Who gets into those courses are people who are already at, you know, achieving levels and they are not necessarily the well-rounded, curious humans who are great communicators - all the skills needed for tech. And it's very ring-fenced with some old thinking about what it takes to actually have success as a technologist,” she adds. This outdated perspective limits the diversity of skills and people entering the tech industry.
Julie also believes that teenagers should not focus too early on a specific career path or monetary goals. “The jobs that we have now are so changeable and diverse, and the tech stack itself is so changeable and diverse. You want people who are well-rounded and learners and people who are nimble and questioning and creative to try things and fail. Those are the kinds of human beings you want to learn about coding and problem-solving.”
Challenging Tech Myths
Julie also challenges prevailing myths about the tech industry. “A lot of young people have found that they have zero interest in going into a place that occurs to them like solo work in dark places. There are still myths that position tech jobs - like the genius gamer coder who stays up all night. But it isn't. It isn’t that. The myth is not correct about who actually are the diverse, team-players who make up tech.”
“Teenagers should not be focusing on a career, and what they want to do for money. The jobs that we have now are so changeable and diverse, and the tech stack itself is so changeable and diverse. You want people who are well rounded and learners, and people who are nimble and questioning and creative, willing to try things and fail. Those are the kinds of human beings you want to then go on to learn about coding and problem solving.”
Inclusive Representation
Julie stresses the need for diversity in tech to truly reflect and serve society. “What is needed in tech is people who are skilled and building technology to represent the kind of environment we are in, and the kind of population we represent. You want the right number of humans who are women. You want the right numbers of Pacifica. You want the right numbers of Māori that reflect your population because you won't be able to see the needs of that population if you don't have the people in it to build it.”
Overcoming other’s bias in hiring Women
Julie addresses a critical issue many women face in their careers: demonstrated-skills bias. People expect women to have already demonstrated the skills in a role, while men are evaluated more for potential. As a result, “Women often hesitate to apply for roles or promotions unless they feel 100% ready, unlike men who might apply when they meet just 50% of the requirements,” she explains. Julie emphasises the need to actively encourage women to go for opportunities. “You have to tell them, ‘You need to apply for this role because you are awesome,’ and provide evidence of their capabilities. Because of their lived-experience having to reach a higher bar, women tend to second-guess themselves more than men, and it’s not genetic—it’s cultural. Facing microaggressions can push women to seek environments where they feel they belong and are supported.”
Microaggressions and the Need for Male Allies Training
Julie stresses the importance of educating men to be effective allies. “Men sometimes haven’t ever encountered the thinking from a gender-studies course. Men don't automatically get educated as allies unless they are in a very progressive environment. In my experience, even in the most progressive environments, training men on ally skills can be challenging. They often argue with the trainers about the existence of issues that women face daily,” she says. Julie shares her frustration: “It’s microaggression after microaggression. They argue that these issues aren't real, while those who experience them are forced to listen.”
Julie continues, “Even simple things like language can be problematic. I recently (last week!) had to explain AGAIN that 'guys' is not a gender-neutral term. This constant need to educate is exhausting, and while I can be the loud voice in the room, not everyone can or wants to do that. Many women prefer to find supportive environments where they don't have to justify their experiences.”
Challenges of Being the Only Woman in a Team
Julie also touches on the challenges women face when they are the only female in a team. “Constantly being the only woman in a team is really hard. It can be difficult to bring up period-suppport days and understand that sometimes you just can't. Having someone take you for a cup of tea, noticing when you're low—those small gestures make a huge difference,” she says. “If your team is half and half, you have someone else to go to who's not just another male colleague.”
Understanding Perimenopause / Menopause
Julie sheds light on the phase of life many women experience but is often overlooked: Perimenopause / Menopause which is ‘like a second puberty’. “Women don't necessarily understand or get trained in this. From as early as 35 to as late as 60, there's a phase where the body goes through changes as fertility declines, that can in some women produce symptoms like severe tiredness, brain fog, panic attacks, joint pain, headaches, and 48 more symptoms! This period coincides with a time when women are supposed to expand their careers, but they're slammed with these changes,” she explains. “It's incredibly tumultuous, and many women don't even know what's happening to them, let alone how to bring it up at work.”
Julie criticises the traditional HR view of measuring productivity through absenteeism. “It's a very outdated view to measure productivity by whether someone is turning up. We need to consider the quality of their work, how they mentor others, and their overall contribution as a teammate,” she says. “The problem is there's no holistic view of being human. Managers need to understand they're dealing with complex individuals who might be dealing with stress, mental health issues, neurodiversity, cultural differences, and more.”
Training in Empathy and Workplace Support
Julie believes that training in empathy is crucial for high-performing workplaces. “I think that training in empathy is essential. If you want people in really high-performing workplaces, the point is to get the friction out of the way so people can be their best selves and produce incredible work that makes a difference,” she states. “Having more women in teams is a number one predictor of a team's performance. If you have just over 50% women in a team, they will produce exponentially more than the team next to them. It's been scientifically proven that balanced teams are more effective.”
Bias in AI and the Importance of Diverse Teams
Julie highlights the critical issue of bias in AI. “When you represent the people, you start to see problems like those in AI with data sets. There's a coding bias and language connection bias, making it almost impossible to get a clean data set that doesn't show any bias. Human beings are always biased, which affects what AI produces and shows to people,” she explains. “AI often perpetuates conversations where women are left out, leading to outcomes that don't consider women's needs.”
She provides a striking example: “I read about a technology that was predicting where to clear snow in Swedish cities. They found that the tech was prioritising main arterials and highways first, as men drive cars to work, was actually less effective. When they switched to prioritising bicycle and pedestrian paths, which women use more, pedestrian accidents and injuries dramatically reduced. This change even decreased healthcare expenses. It's a perfect illustration of how diverse perspectives can lead to better solutions.”
READ MORE! Practical steps and resources for employers in part 2 of this blog post, here.
Julie Reddish: Bio
Julie Reddish is the original Happiness Engineer who cultivates thriving workplace cultures. She has held various leadership roles in major tech companies, focusing on enhancing diversity and inclusion. Julie's career spans software testing, project management, and cultural change initiatives. She is passionate about creating supportive environments for women in tech and has been a prominent advocate for mentorship and sponsorship programs. Julie is a sought-after speaker and consultant, known for her dynamic approach to leadership and her commitment to fostering inclusive workplaces. Connect with Julie on LinkedIn.
