Attracting and retaining the diverse voices needed for digital transformation

As a female leader in recruitment, I’m often asked about the importance of building a diverse tech workforce in. The answer goes beyond simply attracting talent—it’s about creating an environment where diverse professionals can grow and thrive.

Success isn’t just about who you hire; it’s about how you support them once they’re in the door. In Canada, women remain underrepresented in tech, making up only 23% of core STEM occupations and even fewer in specialized fields like cybersecurity.

While many organizations are proud of their DEI progress, we must go further. Without intentional action, it could take decades to reach gender parity in tech leadership roles.

Too often, DEI data is viewed in aggregate. But to make real progress, we need to break it down—by department, by role, by level. For example, if your tech team is 20% women, but only 1% are in cybersecurity, that’s a gap worth addressing. Representation matters, but so does retention and progression.

Recruiting a diverse tech workforce

Hiring diverse talent starts with recognizing individuals—not just resumes. Traditional hiring often filters candidates through rigid criteria. But a skills-based approach can uncover stronger, more diverse candidates who may not follow conventional career paths.

As my colleague James Milligan has explored, AI in recruitment holds promise—but only if it’s built with diverse input. Without representation from women, racialized groups, newcomers, and LGBTQ+ professionals, we risk embedding bias into the very tools meant to eliminate it.

Eliminating bias in hiring

Bias can show up in subtle ways. For instance, women are statistically less likely to apply for roles unless they meet 100% of the criteria, compared to men who apply when they meet around 60%.

That’s why job descriptions should be reviewed through both male and female lenses, and why flexibility and hybrid work options should be highlighted.

I’ve seen firsthand how bias can influence hiring decisions. A female candidate with short tenures was nearly overlooked—until we noticed she had consistently progressed into more senior roles. Meanwhile, a male candidate with similar job-hopping wasn’t questioned. This is why diverse perspectives in the hiring process are essential.

Retaining and nurturing talent

Hiring is only the beginning. Culture is what keeps people. According to Hays Salary Guide, over 50% of tech professionals leave roles due to misalignment between company culture and expectations set during interviews.

Supporting female talent

Encouragement and mentorship are key. Many women struggle with impostor syndrome, and mentorship—especially from other women—can be the support they need to grow. Yet, only 45% Canadian employers offer formal mentorship programs, despite high satisfaction rates among those who do.

Allyship also plays a role. Male colleagues who advocate for and support women in the workplace help create a culture where everyone feels seen and valued.

For further insights into this subject and its impact, download Hays’ Future of Work report, where we offer more advice on these challenges.