The software first pushes users to consider various aspects of their workplace, such as flexibility, employee development programs, promotions, performance evaluations, recruiting, biases, daily interactions, and microaggressions. This is the “Map” stage, and once it is complete, users move on to the “GPS” stage, where they are asked a series of questions around workplace culture and DEI.
Once everyone has completed these two stages, the team comes together to review their answers and compare their scores. This stage is similar to a typical maturity model, where everyone is in a different stage or at a different level, and together they can use this data to start a conversation about strengths and weaknesses in the department in regard to DEI.
“And that’s probably one of the richest parts of the whole journey is they get to see each other’s perceptions and realize that they have different perceptions — and sometimes they’re surprised by that,” Ashcraft says.
The third and final phase of the software is action planning, where users can take the results and determine new priorities. Typically, users will identify one or two focus areas to implement interventions and strategies around for improvement. The software helps to narrow down what the team or organization needs to work on, providing stronger direction for implementing meaningful DEI strategies.
“Often the business leaders or the technology leaders will try to abdicate responsibility and leave it to the DEI personnel to solve the problem. But that’s not really a fair or effective way to do it. It is about the leaders themselves taking ownership. They have to examine their own culture and identify what will be the best way to proceed for them,” Ashcraft says.
DEI isn’t a one-size-fits-all solution
The Tech Inclusion Journey is designed so that companies can use it on their own, but NCWIT is also available to guide organizations through the process if they want extra assistance. NCWIT helps get teams started with the software, and will offer whatever support is needed along the way, but they’re also intentional about training and prepping senior leaders to present the information to their teams themselves.
NCWIT also offers an Ambassador program, through which NCWIT trains members of an organization to become peer leaders to help “lead these cultural conversations and make sure that discussions are happening on an ongoing basis about these topics,” says Ashcraft. For organizations that are serious about their commitment to DEI, an ambassador can help ensure the organization is staying on track towards its goals. It’s often too easy for DEI programs to fall by the wayside, so having an employee focused on ensuring the organization is progressing can be vital to fostering more inclusive workplace cultures.
Organizations that are part of NCWIT’s Workforce Alliance and are utilizing the TIJ software can also network and connect with one another. This gives change leaders the chance to compare strategies and see what has worked, or not worked, for other companies that might help inform their own inclusion strategies.
Ultimately, the TIJ and overall goal of the NCWIT as an organization highlights how the underrepresentation of women in tech can’t be fixed with one simple solution. Increasing diversity in the tech industry requires a strategic, thoughtful approach that ultimately addresses the systemic and cultural problems that keep women out of IT. NCWIT takes a broad approach, addressing these issues all the way from kindergarten to the board room, ensuring leaders hold themselves accountable to DEI goals.
