For many years now, a lack of diversity has been a particular problem in the US Hi-Tech sector. However, the full extent of the problem had, until recently, been kept behind closed doors, as, historically, tech firms had been slow to release their diversity data.
But, in recent times, a combination of Freedom of Information Act requests and voluntary disclosure have shed some light on the US tech diversity climate, confirming diversity advocates’ worst fears: Minority groups and women are significantly under-represented across the sector, finally shedding light on a systemic problem with diversity in “Silicon Valley”.
Worryingly, the public disclosure of these diversity statistics has not led to significant positive change: over the period since early disclosures, Fortune Magazine revealed that there hasn't been a meaningful improvement to diversity in Silicon Valley.
Unfortunately, having released their first diversity report, - after years of external pressure from diversity advocates in the media - Uber now finds themselves embroiled in the big tech companies’ diversity and inclusion storm. As well as having faced several claims of misogyny and sexual harassment, women hold just one fifth of leadership positions in Uber, and just one tenth of tech related leadership positions.
Just 15% of Uber’s engineers are female, and minorities represent just 6% of the company’s engineers.
Admissions of failings does not mean positive change will follow
Of course, admission of failings in diversity is a great starting point, but Uber should be wary as many companies have publicized diversity, yet failed to improve the situation significantly.
This observation led Cate Huston, a leading commentator on tech diversity to conclude: “Transparency is good, but ‘diversity as performance art’ is not—and diversity reports are part of it. The parade of PR around diversity reports does not constitute meaningful change.”
If Uber is going to prevent itself from falling into the same predicament as its tech counterparts, it may need to consider a different approach to their diversity and inclusion efforts. Research from Harvard Business Review has told us that many diversity programs have failed due to an over-reliance on grievance systems and mandatory training.
Though it is a well-intended start, Uber’s recent reported “listening tour” to hear employees’ grievances may be doomed to failure too.
In fact, Alexandra Kalev, a sociologist and professor at Tel Aviv University, commenting on Uber’s strategy, asserts that it is the wrong way to tackle the problem. “A program that points fingers at managers and decision-makers, and views them as a source of the problem that needs to be fixed—regardless of if they do contribute to the problem—creates alienation and resistance. Managers don’t become committed to the goal of diversity; they feel threatened by the goal of diversity.”
Not Business as Usual
Even though Uber are late arrivals, they could lead the way in transforming their culture, as industry-wide progress to date has been slow. However, Uber cannot afford to adopt a business-as-usual approach or look for quick-fix solutions, as it’s likely to compound their issues and hinder their progress.
Why?
Because HBR research shows that companies are much better at increasing diversity and inclusion when they avoid using ‘strong arming’ and ‘control’ tactics but focus on programs that foster positive engagement, which in turn creates curiosity, builds competence, and inspires courageous leaders to lead the way.
To succeed Uber must change its culture, not band-aid its problems
We find that in many organizations today the role of white male leaders in diversity and inclusion efforts too often goes unexamined. It is a crucial opportunity often missed, the consequences of which have most likely led to the disruption and derailing of well-intentioned diversity initiatives throughout Silicon Valley and beyond.
Our experience working with Fortune 500 clients tell us that for diversity and inclusion initiatives to be successful at Uber, they must first engage the white male leaders because of the influence and power they hold in the organization. Focus must be on changing leaders’ mindsets and their often-unconscious behaviors and patterns, beginning with creating awareness around, a little-known reality, "white men culture" and its impact on the organization. This need not be a tremendous all-encompassing initiative. It can start on a small scale with a small group of courageous leaders, inspired to get involved, and help drive the discussions that can begin or jumpstart a company's inclusion efforts.
Engaging white male leaders
To effectively mobilize the white male leadership, and deploy them as full diversity partners, Uber will need to realize that transforming workplace culture is a journey, not a quick fix. The journey must include white male leaders, and motivate them to come in from the sidelines and start proactively engaging in diversity initiatives alongside women and people not in the dominant group – emboldening the process and helping to bring about transformative change in the organization.
By adopting this more inclusive and successful approach, which energizes white men as full diversity partners alongside existing diversity champions, Uber may be able to avoid the pitfalls of their tech colleagues and significantly increase their chances of bringing about meaningful, lasting change in their workplace.
