For years, the push for inclusive workplaces has been both a focal point and a challenge. Despite numerous initiatives, the numbers still tell a different story about what it takes to build an inclusive tech workplace for women.
Only 87 women get promoted for every 100 men in managerial roles according to McKinsey & Company’s 2024 Women in the Workplace report, and women hold just one in four C-suite positions. Leadership gaps persist, and in Africa, women remain underrepresented in decision-making roles, with executive representation inching from just 7% to 13% since 2021.
It’s clearly a cultural issue because many tech companies stop at hiring a gender-diverse team as opposed to creating an environment where women thrive. Research from Deloitte and Harvard Business Review shows that inclusive workplaces see 50% higher staff retention and directly influence customer decisions. The numbers make it clear that we need new approaches.
How can companies build more inclusive workplaces and retain women in tech? Tobi Otokiti of Raenest and Lady Kay of Salad Africa shared successful strategies, highlighting four key cultural practices that make a real difference.
đź’ˇThe Conference Board reports a 20-year progress on closing the wage gap, but men still earn more on the whole. Pay is just one piece of the puzzle though. True inclusion means that every employee feels valued, heard, and empowered. Anonymous perception surveys help companies measure if their efforts are working.
5 strategies to build an inclusive tech work environment for women
The World Economic Forum projects that economic gender parity could be within reach by 2030, but only with intentional action. Here are the inclusion strategies helping tech companies drive real change:
1. Rethinking traditional power structures
Teams thrive when contributions are evaluated fairly, yet many tech workplaces still default to traditional power structures that favour the loudest voices. Otokiti observed that, “In fast-paced environments, technical leaders—often men—have their ideas and leadership styles more readily accepted, while women and underrepresented employees face additional scrutiny.” When decisions are made in silos or dominated by a select few, innovation suffers.
To shift this, companies must integrate inclusion into daily operations, not just policy statements. One effective method is systematically documenting technical contributions. GitLab, for instance, adopted transparent, asynchronous workflows where all input is recorded and accessible. This ensures that decisions are based on well-documented insights rather than informal influence or who speaks first in a meeting.
Another critical step is evaluating ideas on merit rather than the presenter’s status. At Atlassian, teams use structured decision-making frameworks like DACI (Driver, Approver, Contributor, Informed), which prioritise contributions over hierarchy. This approach allows diverse viewpoints to shape key initiatives while reducing bias.
Building cross-functional teams for major decisions is another way to foster inclusion. Companies like Stripe and Spotify involve representatives from engineering, design, and product management in strategic discussions. This collaborative approach breaks down silos, ensuring that no single perspective dominates and that diverse expertise drives better outcomes.
By embedding these practices into how decisions are made, companies move beyond surface-level diversity efforts to create truly inclusive work environments where all employees—regardless of background—have a meaningful impact.
2. Making promotion systems transparent
The recent milestone of women leading over 10% of Fortune 500 companies highlights both progress and persistent challenges in gender equity. Jane Stevenson, global leader for the CEO succession practice at Korn Ferry notes that “women as CEOs isn’t an oddity anymore.”
The impact of promotional bias is real and measurable. Women in technical roles face 1.5 times more scrutiny, with Deloitte finding that 60% of female employees experience workplace bias. This explains the disparity in promotion rates: only 87 women are promoted for every 100 men, with an even wider gap for women of colour at just 73 promotions. This systemic inequality explains why Fortune 500 female CEO representation remained stagnant at 8% for years.
Tech companies are finding that clear promotion criteria help break these cycles. Kay highlighted how bias often affects women in leadership hiring, saying, “Sometimes a woman has more experience or technical skills, yet she’s overlooked simply because she’s a woman. It’s hard for the person hiring to even see her in that role.”
To counteract this, Kay emphasised that leadership selection should be based on demonstrable skills rather than assumptions. This requires defining and clearly communicating advancement qualifications to reduce subjectivity. To further address potential bias, companies are implementing bias training for promotion committees, helping decision-makers recognize and mitigate prejudice. Studies also indicate that tracking gender-based promotion metrics identifies where intervention is needed.
This milestone, while significant, highlights the need for comprehensive approaches to truly build an inclusive tech workplace for women. IBM tackles gender gaps early with STEM education, to accelerate progress throughout women’s careers. These efforts also support compliance with Equal Employment Opportunity principles.
3. Getting creative with support systems
Beyond conventional policies, tech companies are reimagining support systems for working parents across remote and in-office environments. For example, the six-month parental leave mandate in Nigeria, while essential for new parents, requires thoughtful and realistic implementation. In addition to flexible parental leave, childcare assistance and career development programs tailored for women and even men are also fundamental to retaining talent.
Otokiti recalls how access to on-site childcare transformed her experience at work:
“A significant change I experienced firsthand was the provision of a crèche facility for nursing mothers. It allowed me to balance my professional and personal responsibilities seamlessly, which in turn enhanced my productivity and commitment to the company. This policy showed that the organization truly cared about its employees’ well-being and created an inclusive work environment—one where women didn’t have to choose between career growth and personal responsibilities.”
That kind of support keeps skilled professionals in the workforce who might otherwise be forced to step away. Thriving workplaces offer a range of support options: on-site crèches, lactation rooms in hybrid offices, and virtual wellness resources for remote employees. Essentially, employers must integrate these benefits into workplace culture, ensuring that flexibility and support are the norm.
To promote women’s advancement, companies should invest in external networking opportunities, enabling employees to engage with women-focused tech organisations during work hours with financial support.
Kay has also witnessed the power of supportive environments within organisations, where women can openly discuss challenges and collaborate on solutions to foster a sense of belonging. She noted, “I’ve often worked with male leaders who provided the necessary support for professional growth and helped me maximise my skills. However, having a female COO allowed for conversations that felt particularly relatable and fostered a strong sense of team unity.”
Beyond safe spaces, mental health and career development initiatives are critical to long-term inclusion. The transition into and out of parental leave is often an overlooked stressor, making dedicated counselling and mentorship invaluable. Companies that pair new parents with experienced working parents create support networks that ease the return-to-work process.
Structured career development programs designed for women, remote options and flexibility in work hours also ensure that caregiving responsibilities don’t derail long-term career growth as they are highly attractive to women in tech.
This not only aids in retaining talent but also signals that the company values its employees’ well-being. Ultimately, tech companies thrive on innovation, but sustainable innovation requires a workforce supported at every life and career stage.
4. Making policies official
Rather than relying on informal initiatives, successful tech organisations are codifying true inclusion into their workplace systems.
According to BLS data on full-time workers, women earn, on average, 84 cents for every dollar earned by men and this disparity can take many other forms, including differences in bonuses, overtime pay, and access to healthcare or retirement benefits.
The impact of unequal pay and benefits on women in tech workplaces cannot be overemphasised. Not only does it harm financial well-being, it also has long-term effects on their careers and opportunities for advancement. Women may be less likely to negotiate for higher pay or pursue higher-paying careers if they perceive that they are not valued or compensated fairly.
To address this, tech employers are promoting transparency and accountability in compensation practices through regular pay audits, implementing equal pay and benefits policies, and providing women with the tools and resources they need to negotiate effectively and advocate for themselves.
Read Also: Why women-led businesses thrive and how to close the funding gap
Menstrual and Parental leave policies must address both the need for extended leave and the practical challenges it presents for business continuity. This includes managing consecutive leave periods, ensuring smooth reintegration through gradual return-to-work programs or modified compensation, and even proactive workforce planning that accommodates life transitions rather than penalising potential caregivers. These strategies have proven to be far more effective.
A key shift involves paternity leave. When senior managers model taking full parental leave, it normalises caregiving and signals it isn’t a career setback. Organisations must foster a culture where both men and women feel encouraged to take it without fear of repercussions. Research suggests this could retain hundreds of thousands of women in tech.
A safe and supportive work environment is foundational to an inclusive workplace. This requires a zero-tolerance policy against any form of discrimination or harassment, clear reporting procedures, and a shared understanding of respect and equality. Kay highlights the importance of ensuring female employees aren’t placed in uncomfortable or unsafe situations, saying, “For example, don’t send a woman to a late-night business meeting alone with a man at a bar in a hotel.” Employee safety during work-related travel should be a priority, with secure transportation for late hours, meetings scheduled within regular work hours when possible, and virtual options available. Clear emergency protocols, including immediate assistance and communication channels, are also essential.
5. They’re holding leaders accountable
Smart companies are making their managers responsible for creating fair workplaces. As Otokiti put it, “I noticed that my technical suggestions weren’t being taken as seriously as those from my male colleagues. After identifying this pattern with a female peer, we brought it to our manager’s attention.” This led to better decision-making processes where everyone’s ideas got fair consideration.
The best organisations don’t just hope managers will do the right thing—they expect specific actions. Leaders are now trained to notice when they’re giving more weight to ideas from men than women. They rotate meeting leaders so everyone gains experience in leading discussions. They also ensure women receive credit for their work.
“It’s not enough to just tell the woman on your team, ‘Hey, it’s Women’s History Month, come up with something,'” Kay explains. “Companies are 100% responsible for developing these policies and making them official.”
This shift matters because good intentions aren’t enough. Companies are finding that when they hold managers accountable for fair treatment, they get better ideas, stronger teamwork, and people who want to stay at their jobs.
The business impact is also clear
Studies show that employees implementing these changes are seeing:
- 48% better performance than less diverse peers
- 25% higher profitability with gender-diverse executive teams
- 83% increase in employee engagement
- 50% better staff retention
What this means for the future of work
While it’s difficult to quantify the full impact of gender bias, consider these statistics:
- Women hold just 10% of Fortune 500 CEO positions.
- In Nigeria, women earn $270 less every month than men do.
These figures highlight a pervasive issue, but relying solely on data won’t drive change. Closing gender gaps could add $13 trillion to global GDP by 2030—but only if companies move beyond surface-level fixes.
Real impact comes when everyone gets involved. HR, legal teams, and employees must collaborate on policies that work in practice, not just on paper, to create environments where everyone can thrive.
And most importantly, where talent sticks around longer.
Tech companies, in particular, need to go beyond meeting diversity targets, investing in proper training, open feedback channels, and continuous iteration based on their own workplace realities. Initially, this might feel overwhelming, but even small steps, like those outlined above, can make a difference. The important thing is to start.
