From 1976 to 2026, nothing is changing for women of color in tech
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Ironically, for an industry that by definition IS innovation, digital transformation, and leads the way for change, the tech sector remains in analog when it comes to women of color. The significant underrepresentation of African American women, who currently make up a mere 3% of the tech workforce, and the even fewer who hold leadership positions, underscores the urgent need for systemic change.
Current Landscape
The tech industry has long been dominated by a homogenous workforce, where white and Asian men occupy roles across the spectrum. For African American women, the barriers to entry are multifaceted, ranging from gendered cultural norms, to pay inequities, to persistent bias. In my research for “Dents in the Ceiling: Tools Women and Allies Need to Breakthrough,” a book filled with accounts from over 30 African American women in tech, I discovered that the discrimination, bias, and struggles faced by women in 2020 were eerily similar to those faced by Black women in 1976. This reveals a troubling lack of progress in the inclusion of women, especially women of color, in the tech field.
The Impact of Underrepresentation
The underrepresentation of African American women in tech is not merely a matter of numbers; it has far-reaching implications for innovation and creativity. Diversity is a key driver of innovation, bringing together different perspectives, experiences, and ideas. When Black women are absent from tech teams, the industry misses valuable insights and unique perspectives.
For example, a friend’s husband, who works for a leading faucet company, overheard a debate about a new oversized, overhead shower head model. He chuckled and commented that his wife, a Black woman, would never buy a shower head that would get her hair wet, highlighting a market oversight that the predominantly non-Black team missed. This is a small yet telling example of how diverse perspectives can significantly impact product development and market relevance.
As we move up the ranks in our careers, fewer women of color are promoted into management. Even when we are, it is usually years after our white male counterparts, who often entered the workforce with similar positions, education, and experience. The saying that we still tell our children oftentimes holds true: “we have to work twice as hard to get half as far.”
Addressing the Leadership Gap
The absence of African American women in leadership positions is a critical issue that should be addressed first, before implementing diversity programs focused on entry-level positions. Companies should focus on promoting from within into higher-ranking positions or hiring directly into supervisory, director, VP, and C-Suite roles. Diverse leaders have the authority to cultivate company culture, drive strategic decisions, and influence hiring practices. Without diverse leaders, the tech industry perpetuates the status quo, where bias and inequality go unchallenged.
Early Exposure: Developing STEM curriculum with input from women of color ensures that examples and language from our community are embedded in the curriculum. These women can serve as role models in coding camps and share their career journeys will increase the relevance of the message “Black Tech Matters.”
Sponsorship: Sylvia Ann Hewitt, founder of the Center for Talent Innovation, emphasizes in her book “Forget a Mentor, Find a Sponsor!” that women and people of color are over-mentored and under-sponsored. It’s one thing for Jim to advise me on what my next position should be but it’s another for Jim to pick up the phone to recommend me. Sponsorship involves active advocacy and using one’s social and political capital to help someone advance their career. It is crucial for senior leaders to build trust and relationships with women of color to sponsor them effectively.
Inclusive Hiring Practices: Prioritizing the “2-in-a-pool” rule, where at least two women or people of color are included in the final selection pool, significantly increases their hiring rates. Additionally, implementing cross-functional and diverse interview panels, revising job descriptions, and requiring bias education for all hiring managers are essential steps.
People Manager Accountability: Lasting change will occur when organizations promote supervisors based on emotional intelligence rather than just technical acumen. But tying employee engagement and talent retention scores to supervisors’ bonuses and monetary compensation is the fastest way to make tech match the consumer base they serve!