What strategies can you use to promote diversity and inclusion in IT Operations?

This one can seem simple but is easy to get wrong. The vision should not be to simply hire diversity candidates. The vision needs to be to genuinely seek and embrace diversity of thought, backgrounds, and perspectives within your teams.

My belief is that diversity should not be seen as an initiative rather it should be part of the culture of the organisation. For example I started practising addressing the team as “folks”, instead of man days I use “person days”. As a leader when I follow this kind of simple but impactful aspects the rest of the team imbibes this. Not at just workplace this has to be followed every walk of the life! What I have shared here is just on the gender side…likewise all other communities should be felt included by the steps we take & practice.

Promoting diversity and inclusion in IT operations is not only beneficial for fostering a more inclusive workplace but also for enhancing creativity, problem-solving, and overall team performance. Here are several strategies to promote diversity and inclusion in IT operations: 1.Leadership Commitment: Start from the top by having leaders and executives demonstrate a strong commitment to diversity and inclusion 2.Employee Resource Groups (ERGs): Create and support Employee Resource Groups focused on various aspects of diversity, such as women in tech, racial and ethnic minorities. 3.Fair Compensation and Promotion Practices:Ensure that compensation and promotion practices are fair and free from bias. 4.Zero-Tolerance for Discrimination

Promote diversity and inclusion in IT Operations by: 1. Establishing diversity goals and metrics. 2. Providing training on bias and inclusivity. 3. Encouraging diverse hiring and mentorship programs. 4. Promoting diverse voices in decision-making. 5. Fostering a culture of respect and belonging. 6. Regularly assessing and adjusting diversity efforts.

The fundamental importance of establishing a clear vision and commitment to diversity and inclusion in IT Operations. It resonates with our organization's values and objectives, emphasizing the need to communicate these principles effectively across all levels. I believe that by aligning our policies, processes, and practices with this vision, we can truly foster a diverse and inclusive environment that not only benefits our IT Operations team but also strengthens our overall mission and relationships with stakeholders.

In my experience in the oil and gas business, the critical element to diversity was recruiting. Recruiting from organizations like the Society of Women Engineers (SWE) or National Society Black Engineers (NSBE) at their conference events was a consistent way to find high-quality candidates. Obviously diversity also matters in experienced hires, but in the company I worked for far more employees were new hires. Attending recruiting events for these organizations consistently brought us top tier talent.

Drawing from my journey as an LGBT individual, I recognize the value of inclusivity in IT Operations. Diversity means celebrating varied backgrounds and perspectives. My personal experiences helps to fuel my dedication to be the best ally I can and it starts with the platforms that we in IT administer. Platforms like Workday, with its "Diversity Dashboard" and "Blind Recruitment" options should be properly configured and aligned with broader company goals. Tools like Inclusifyy offer real-time feedback from employees , while Dojo can analyze Slack for non-inclusive language. Recruitment aids like DiverseCity and Textio are also available to ensure unbiased, inclusive job listings while seeking diverse candidates.

Promoting diversity is important so that we have and equitable workplace. Leadership is important in promoting diversity and inclusion by demonstrating a strong commitment and actively participating in diversity and inclusion efforts. The department has to promote diversity in hiring, use diverse panels, set clear diversity goals, and consider blind hiring techniques to mitigate unconscious biases. Provide training on recognizing and minimizing bias in algorithms, data sets, and decision-making processes in IT Operations, where technological decisions are made. Have open communication so that employees feel safe to share their experiences and suggest improvements

To create a culture of belonging and respect: 1. Clearly define and communicate shared values. 2. Lead by example and treat others with respect. 3. Implement inclusive policies and practices. 4. Encourage diversity and representation. 5. Foster open communication and dialogue. 6. Provide education and training on diversity and inclusion. 7. Recognize and celebrate differences. 8. Establish support systems. 9. Address and learn from mistakes. 10. Regularly assess and adapt your approach. In short, talk to your people really get to know them. People are always speaking even when you can’t hear their voices .

Creating a culture of belonging was crucial. We initiated bi-weekly town halls for open dialogue and a monthly "Employee Spotlight" for recognition. Flexible work hours and remote options catered to diverse needs. We launched a tailored learning program to empower individual growth. Conflict resolution protocols were instituted for fairness, and milestones in diversity were publicly celebrated. These steps ensured that everyone felt valued and respected, fostering a more inclusive and collaborative work environment.

As a hiring manager, make a point to include diverse perspectives in your interview process. You won't attract diverse talent as easily if that talent doesn't see themselves in the team.

To promote diversity in IT Ops: 1. Diverse Hiring: Prioritize inclusive hiring practices. 2. Inclusive Language: Use job descriptions and communication that encourage diversity. 3. Training: Offer diversity and bias-awareness training. 4. Mentorship: Establish mentorship and sponsorship programs. 5. Employee Resource Groups: Encourage ERGs. 6. Inclusive Leadership: Promote diverse leadership. 7. Flexibility: Provide flexible work arrangements. 8. Metrics: Set and track diversity goals. 9. Feedback: Create anonymous feedback channels. 10. Supplier Diversity: Support diverse suppliers. These strategies foster inclusion and innovation.

Drawing from my unique journey as an LGBT individual, fostering a culture of belonging and respect in IT Operations is near and dear to my heart. Every team member should feel seen, valued, and empowered. Open communication lines are are crucial , and welcoming regular feedback is essential to refining our IT policies, documentation, and procedures. Allie integrates with platforms like Slack to foster inclusivity through reminders and feedback prompts. Another valuable tool is Project Include, which provides comprehensive recommendations to build more inclusive company cultures.

The job of a good manager is to ensure that everyone respects everyone else, that teams work together and not in silos, that a culture of individualism and cliques does not arise within a department.

From the CEO to the bottom the culture should be part of our daily basis: "Let's come together as a team where everyone is valued and their voice is heard. We won't just work together; we'll belong together by valuing variety, encouraging open communication, and honoring our common and individual experiences, together, we'll create a Entity where respect isn't just a rule; it's our common pulse.

It is critical to establish a culture of belonging and respect in IT Operations in order to promote diversity and inclusion. This starts with strong leadership backing and clear communication of principles and expectations. Implement inclusive policies, train employees, and promote the formation of employee resource groups. Make discrimination a no-tolerance policy, utilize inclusive language, and provide flexible employment options. Mentorship, career growth, and diverse hiring panels are all encouraged. Assess and adjust efforts on a regular basis, while also rewarding diversity-related successes. Transparency and accountability are critical in ensuring an inviting and inclusive IT Operations environment for everybody.

Encouraging a sense of belonging and respect in a company is crucial for promoting diversity and inclusion in its operations. When people feel valued and included, they bring different perspectives and talents, which can improve decision-making and creativity. This welcoming atmosphere also helps keep employees, which means a more diverse team over time. In simple terms, when we make everyone feel like they belong and treat them with respect, we create a diverse and inclusive workplace that benefits both the people and the organization.

One thing that would help is looking at the customer base and building a team that includes the customer's voice/perspective to promote diversity and inclusion.

In my role overseeing IT Operations, building diverse teams was a strategic priority. We altered our hiring processes to attract talent from varied backgrounds, seeing immediate benefits in problem-solving and innovation. Next, we launched mentoring programs specifically aimed at nurturing underrepresented groups within the organization. To provide continuous support, we initiated affinity groups and employee resource groups, becoming safe havens for sharing experiences and challenges. Additionally, our team actively participated in external diversity and inclusion events, gaining insights and expanding our network. These steps transformed our IT Operations team into a vibrant, diverse, and inclusive unit.

Well, I believe that creating a matrix of high standards and deep devotion will help the team to feel more inclusive. The right curve of this matrix will put everyone in the Justice square, which will lead to a huge positive change in the team.

People in IT Operations must be selected solely based on their ability to perform the job, without regard to any artificial parameters that define them. Each individual must feel special, for being selected in good faith as the best individual fit for the job, regardless of where they're from, what their physical features are, or any identifier not connected to the requirements of the job. Regular team events and other touch-base sessions must be scheduled in order to ensure that every team member gets an equal chance at visibility, being heard, and to offer/receive specific performance-related feedback. Screening processes for such positions should include a test/assessment, with scores published to all applicants transparently.

At Chevron I was on the Diversity Council. While the council was a part of the Energy Technology organization and sponsored by the organizations President, it spanned many functions. There were nominated representatives across functions, organizations, and locations. During my 5 year tenure on the council, we developed an enterprise Diversity Fair that included all networks to showcase what they value and how you can support their cause. I think this was very forward looking of Chevron as the council had been in place for many years prior to my joining around 2013 or so.

This starts with what you do as a leader well before you have openings on your team. You'll need to join and participate in professional diversity networks/groups. You can't hire diverse talent if you don't have a diverse professional network.

I think purposively seeking out to employ specific demographic groups is in itself contradictory to the core values of diversity and inclusion. The individual, their capabilities and personality are what you hire. Promoting gaining knowledge and respect for cultures within the workplace is a great way to achieve inclusion.

We used data and technology to enhance diversity and inclusion. First, we employed analytics tools to establish a baseline of our team's current diversity metrics. Based on this, we set SMART goals, such as increasing female representation by 20% within 18 months. Progress was monitored via a real-time dashboard accessible to senior leadership for accountability. We also utilized an anonymous feedback system to capture insights on our cultural inclusivity, helping us identify and address biases and barriers effectively.

Use technology to create and distribute surveys to gather feedback from your IT Operations team and other stakeholders about their experiences with diversity and inclusion. This feedback can provide insights into areas that may need improvement and help identify specific issues or challenges. We started using Sprint & Kanban board & it increased our productivity by 21%.

Drawing from my background as an LGBT individual, I recognize evidence-based strategies in fostering diversity. In IT Operations, leveraging tools like Tableau or Power BI can provide visual analytics on team diversity, which can help foster clear goal-setting. Using platforms like SurveyMonkey or Qualtrics can help gather feedback from stakeholders about inclusivity perceptions. Tools like RedThread Research can spotlight unconscious biases by analyzing system processes. And celebrating successes can be done through Intranet dashboards and widgets, showcasing diversity metrics and the need for improvements.

It’s a slippery slope when it comes to capturing and using data to identify trends in this way. Today, every person is aware that their PII is very valuable, both to them as confidential information, and to interested parties as selling tools. I don’t think any company should utilise data and technological advances to identify employees based on how their fulfil diversion and inclusion targets/goals.

Fostering a culture of improvement is extremely important when it comes to promoting diversity and inclusion. It is beneficial to have channels where team members can provide anonymous feedback allowing them to express any concerns or suggestions regarding diversity without the fear of facing negative consequences. Additionally, it is a good idea to periodically seek third party audits of your diversity and inclusion efforts. This ensures that you not meet industry standards but also strive to be at the forefront in this crucial area. To gauge the effectiveness of your initiatives it is helpful to utilize performance indicators (KPIs) that focus on diversity metrics. Data does not lie, and monitoring performance provides valuable insights.

Continuous improvement was pivotal in our diversity and inclusion journey. We instituted a quarterly feedback loop with the IT team to gauge the impact of our policies. Based on this, we frequently updated our procedures and even revised some long-standing norms. We also benchmarked ourselves against industry leaders, attending seminars and webinars to stay updated. Change was seen not as a disruption but an opportunity for growth. Embracing challenges became part of our culture, leading to a more diverse and dynamically inclusive IT Operations team.

Continuous improvement is in itself a basic requirement to work in the technology industry, regardless of the sector. A good work environment will provide EVERY employee with the same opportunities, both in active work and training/education.

It's important for everyone in your organization to have confidence that the recruiting and hiring process is rigorous in selecting the best possible talent. The work of leadership needs to be focused on casting as wide and inclusive a net as possible when exploring potential talent for new openings and promotions alike. After that, the person best qualified for and suited to the role needs to be who is ultimately selected.

If you want to really be inclusive, level the playing field. Do not judge by factors that cannot be controlled like race, gender and/or religion. Rather look at the ability to perform the job, the quality of one's character, a commitment to excellence and a good fit with the team. These are factors that will lead to success and are within everyone's reach to learn and improve.

Recruitment should primarily be based on the skills and experience of the individual and the relevant of those skills and experience to the role in question. As a result, sex, age, ethnicity, religion, etc. are not and should never be a justification for rejection. As it is likely that such rejection criteria will likely mean you will not employ the most suitable individual for the advertised position. Interviews are not a reliable way to determine how well a person will integrate into an organisation. Particularly, as irrespective of the position new employees will need to take time to integrate into your organisation and its ways of working, etc.

Leadership commitment is critically important when promoting diversity and inclusion in IT Operations as it sets the tone for the entire organization and often translates into budgetary and resource support. When leaders prioritize diversity, they encourage the inclusion of individuals from various backgrounds and experiences. Diverse teams are known to bring a broader range of perspectives to the table, which can lead to more creative problem-solving, innovative solutions, and more well-rounded and effective decisions when addressing complex challenges in the tech industry. Diverse teams also tend to be more adaptable as they are accustomed to considering different viewpoints and are better equipped to navigate change.

Would just add couple of practical things (not IT Operations specific): - understanding that cognitive and organisational biases are real. You can address organisational bias through some of the things above, but sometimes mandates are required to address the personal cognitive biases. This includes but not limited to- having a diverse hiring plate for each role, specially at senior level, and/or having diverse views in the hiring process. - There is no ‘one size fit-all’. Cultural sensitivities are important as well as the nature of the organization. For example, it is completely ‘okay’ for a non-profit firm focusing on women welfare to hire women only (to create safe space for women to approach them).

Make sure everyone knows and understands their role and role of others in the team. Draw a clear line on what the expectations are and how they are to be achieved. Be present untill you get to know your team well. Dont talk about diversity and all that stuff unless there is a need for that. People can be surprisingly good friends and coworkers. Don't talk about unnecessary stuff unless there is a need for that - instead, focus on them being satisfied with the conditions they work in and the level of involvemnt and guidance they are getting from their leadership. All issues mentioned above can arise if people have too much of spare time or in case they are not satisfied where they are. There will always be some very rare exceptions.

I believe that diversity and inclusion is not limited only, and should not be only considered from a perspective of a group, part of organization or any other limited / siloed group. Regardless of the organization, being operations, support, development, etc. everyone can (and will) benefit from diversity and inclusion!