Driving digital transformation: how to attract and retain a diverse tech workforce

Why must organisations build a diverse tech talent pipeline to succeed in digital transformation? The answer goes far beyond simply attracting people from different backgrounds. True success lies not only in “bringing talent in,” but also in “helping them stay, grow and thrive.” This requires sustained investment in culture, systems and leadership.

In the Chinese market, many organisations have made progress in gender diversity. However, if we only look at overall numbers without examining representation by department, role or skill area, meaningful change will remain slow. At the current pace, gender parity in the tech sector could still take decades.

For example: If women make up 20% of your tech workforce but only 1% of your cybersecurity specialists, the issue is not that “women don’t want to work in cybersecurity.” The real question is whether the organisation has provided pathways, resources and support for women to enter these critical skill areas.

Data alone does not drive change — what matters is how we use it to take action.

To attract talent who bring fresh perspectives, organisations must rethink how candidates are assessed. Traditional recruitment processes often require everyone to complete the same application, and CVs are evaluated mainly on visible skills. A skills based hiring approach allows employers to assess potential more holistically, helping uncover stronger and more suitable candidates.

We explored the role of AI in recruitment in a previous blog. If AI is to truly deliver value, its design, training and application must come from diverse teams. This includes women, ethnic minorities, people whose first language isn’t English, LGBTQ+ professionals and more. Without this diversity, AI systems will inevitably carry bias and fail to serve diverse users.

Beyond skills based hiring and AI, what else can organisations do to reduce bias?

Ensure women are involved in every stage of the hiring process

This starts long before CV review.

When writing job descriptions, incorporating a female perspective is crucial. Research shows women are less likely to apply if they feel underqualified. Job ads should therefore be more encouraging, highlighting elements such as flexibility and hybrid working that may appeal to female candidates.

A female lens is also valuable when reviewing applications. Hays once had a case where a client wanted to reject a female candidate because she had never stayed in a role for more than 18 months. However, she had been promoted in all three of her previous companies — something that can be particularly challenging for women. Meanwhile, the client was willing to consider a male candidate who changed jobs every 12 months.

This demonstrates how unconscious bias can persist even when organisations aim to promote diversity.

The female candidate ultimately secured the role — but the question remains: will she stay?

If an organisation’s culture does not genuinely support diversity, even the strongest recruitment efforts will struggle to retain talent.

Culture must be shaped collectively by leaders, managers and the wider employee community. An inclusive culture does not mean tailoring the environment to every individual. It means creating a workplace where everyone feels respected, empowered and able to perform at their best.

If organisations fail to do this, top talent will naturally seek opportunities elsewhere.

Developing the next generation of female leaders begins with encouragement and support.

Many women in the workplace often hear the “little devil on the shoulder” — the voice that constantly points out what they haven’t done well. This isn’t about being overly critical; it’s about wanting to improve.

Mentorship plays a crucial role

A mentor acts as the “angel on the other shoulder,” offering positive perspective and helping women overcome challenges such as:

 

However, many companies still underutilise mentorship programmes. These programmes should be available to all employees — not only women — to ensure true equity.

Don’t underestimate the power of allyship

Allyship may be less formal than mentorship, but it is equally important. Organisations should encourage male employees to act as allies, helping amplify women’s voices and ensuring they have access to resources and opportunities.

If we want to see more female tech leaders in the era of digital transformation, action is essential. Organisations must show women that:

“This industry is yours too — you can grow, lead and succeed here.”

To explore more insights on future work trends, diversity strategies and the evolving tech talent landscape, we welcome you to follow our ongoing blogs for deeper analysis and fresh perspectives.