Survey: Women in Tech Identify Wage Inequality, Workplace Gender Bias as Ongoing Obstacles | Healthcare Informatics Magazine | Health IT | Information Technology Skip to content Skip to navigation

Survey: Women in Tech Identify Wage Inequality, Workplace Gender Bias as Ongoing Obstacles

March 7, 2017
by Heather Landi
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Wage inequality compared to male colleagues, workplace gender bias and a shortage of female role models are among the main barriers faced by women working in the technology field, according to a new survey by global technology association ISACA.

For the study, “The Future Tech Workforce: Breaking Gender Barriers,” ISACA polled 500 female members of its association, with 6 percent of respondents coming from the healthcare sector.

Women make up 40 percent of the world’s workforce, according to the World Bank, and that number is as high as 59 percent in some countries. According to Payscale, the technology field is male-dominated at all levels—only 28 percent of managers/supervisors in tech are women compared to 48 percent in non-tech industries and women only make up 32 percent of directors in the tech field compared to 49 percent in the non-tech industry. Further, only 21 percent of executives in tech are women compared to 36 percent in non-tech industries. In addition, according to ISACA, research has shown that more women lead to greater innovation and enhanced profitability. In a 2016 Peterson Institute for International Economics working paper, for example, researchers found that having women in leadership positions aligned with a 15 percent increase in profitability, on average.

However, according to Payscale, the gender pay gap is actually smaller in the technology field compared to the general population, but a gender pay gap does still exist.

According to ISACA, more than half of global executives say they face a shortage of capable tech workers, and with women holding only one in four technology jobs, the field lacks an immense amount of brainpower—and potential for innovation. To gain insight into what businesses can do to change this, ISACA conducted a study of women currently working in technology fields.

According to the survey, 87 percent of, or nearly nine in 10 respondents, are somewhat or very concerned about the number of women in the technology sector.

Respondents identified a lack of mentors (48 percent), as the biggest barrier they face working in the technology field, followed by a lack of female role models (42 percent), gender bias in the workplace (39 percent), unequal growth opportunities compared to men (36 percent) and unequal pay for the same skills (35 percent).

Of particular concern, only 8 percent of respondents say they have never experienced gender bias in the workplace. Another quarter say they rarely experience it, and 27 percent said they often or always experience gender bias.

When asked about opportunities for professional growth, 75 percent of respondents state their employer lacks a gender leadership development program. Additionally, 8 out 10 women report their supervisors are male. And, only 22 percent of women believe their employers are very committed to hiring and advancing women in tech roles.

When asked why it might be that women are so underrepresented in technology fields, respondents’ No. 1 answer is that information technology role models and leaders are predominantly male, the answer cited by 33 percent of respondents. Next, 22 percent of respondents said another primary reason is that IT is perceived as a male-dominated field and 14 percent said there is a lack of a work/life balance.

According to the World Economic Forum, today, many women earn just 59 percent of what men earn. While women in technology enjoy higher salaries than women in other fields, women in the technology filed are paid from 18 to 22 percent less than men, according to the report, citing data from Payscale.

In the ISACA study, fewer than one in every four women believe they are paid equitably with their male counterparts given equal skills and expertise. Forty-three percent of respondents say they are being paid less than their male colleagues with equal skills and experiences.

Globally, pay disparity remains a challenge with 25 percent of respondents from Africa, 29 percent from Asia, 53 percent from Europe, 48 percent from Latin America, 60 percent from the Middle East, 42 percent from North America and 80 percent from Oceania reporting that male colleagues tend to be paid more, without a clear reason.

The ISACA survey also examined whether women feel they are getting the tools, support and training they need to succeed in tech careers. The survey found that women are fairly divided on whether they are getting the right support they need to advance their careers. Although 57 percent say they are getting those important resources, 43 percent say they are not. Further, the same percentages play out when asked if they are being offered training to sustain or advance their careers—43 percent said no.

“The numbers are very similar when women are asked if they are getting appropriate feedback for their work. A margin of just 8 percent separated the women who say they are from those who say they are not. The net takeaway: too many women feel inadequately supported by their bosses, their environment and their companies,” the report authors stated.

“Women are vastly underrepresented in the global technology workforce. This is not only a societal concern, but also a workforce problem, given the critical shortage of skilled technology professionals faced by many enterprises,” Jo Stewart-Rattray, board director of ISACA and director of information security and IT assurance at BRM Holdich, said in a statement. “ISACA’s survey findings reinforce that there is much work left to be done. By providing more opportunities, including career advancement programs, we can make long overdue progress in ensuring that women are more equitably represented in the technology workforce.”

“As an industry, we must commit to changing these numbers and breaking down the barriers for women in technology,” Tara Wisniewski, ISACA’s managing director of advocacy and public affairs, said in a statement. “It is well past time to address these issues, and ISACA has a responsibility to help solve them.”

ISACA addresses the lack of networking opportunities through its Connecting Women Leaders in Technology program, which began in 2015 and connects women in the technology industry.

 

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The Modern Healthcare CIO, CMO, and CTO

December 10, 2018
by Lori Williams, Industry Voice, vice president of fulfillment, Gigster
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Disruption in the healthcare space comes primarily from the expansion of data’s role in the industry, and the healthcare C-suite’s familiarity with that expansion will help drive company and industry success

For the healthcare C-suite executive, the industry has never been more complex—nor has it ever contained so much potential. Emerging technologies mixed with political uncertainty has created an environment where incredible amounts of healthcare data are revolutionizing how patient care is handled, but patients remain uncertain about the future of their own health. With better data and the means to draw insights from it, healthcare CIOs, CMOs and CTOs are in a position to help address patients’ uncertainties and make hospitals and clinics more accessible and effective than ever before.

Here’s a look at how the role of the modern healthcare CIO, CMO and CTO is changing:

The Modern Healthcare CIO
The modern healthcare CIO’s role has evolved to become more innovative. No longer a title reserved strictly for engineers and IT professionals, today’s healthcare CIOs are focused on information science instead of simply setting up network infrastructure or providing back-end support. The trend towards a more data-centric role began as hospitals rolled out electronic health records, equipping individuals with better access to healthcare provider data. Through enterprise data warehousing, CIOs are becoming masters of data management, governance and predictive analytics, and passing along the many benefits of those knowledge bases to patients.

The Modern Healthcare CMO
The confusing healthcare landscape makes the role of a healthcare CMO more necessary than ever before. Thanks to ongoing regulatory changes, uncertainty surrounding the Affordable Care Act, and shifting consumer expectations for on-demand services, healthcare CMOs are responsible for helping patients navigate their way through a complex and opaque industry. As patients continue to assume the role of consumers, carrying out comparison shopping as they would for any other industry, CMOs must be adept in crafting a healthcare provider’s brand and messaging.

At the same time, CMOs must also ensure that healthcare providers offer a modern online experience, ensuring websites are mobile-optimized and social media accounts are generating engagement. This also means CMOs need to help move marketing efforts into the 21st century, transitioning away from direct mail or billboards towards digital marketing and CRM tools. Because if they don’t, there are plenty of med tech startups that will promptly eat into their market share.

The Modern Healthcare CTO
Unlike healthcare CTOs of the past who remained siloed off from the rest of the organization, today’s modern healthcare CTO is fully engaged with healthcare providers and their technology stacks, utilizing new software and hardware to improve daily workflows. The CTO is enabling the transition to patient-oriented self-service operations, enabling patients to carry out administrative tasks like scheduling appointments or refilling prescriptions over the internet. Because medical data is often stored in a variety of different sources, it’s critical for the CTO to be able to keep these systems interoperable with one another. For hospitals riddled with legacy software, CTOs should expect to continue employing middleware solutions to bridge the gap between old and new.

Members of the healthcare industry C-suite have the power to transform lives, and the CIO, CMO and CTO have roles that directly affect a provider’s ability to carry out positive change. With better data from the CTO’s tech stack, the CIO can use better analytics to help providers determine the best solutions for their patients, marketed to consumers by the CMO through modern platforms in clear, easy-to-understand language.

Lori Williams currently serves as Gigster’s vice president of fulfillment. Prior to joining Gigster, Lori was the general manager for Appririo.


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What Does Your Magnum Opus Look Like? A Few Operatic Thoughts

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I was given the privilege and pleasure recently of presenting, for the second year in a row, a lecture on Richard Wagner’s “Ring” cycle, as the leading opera company in my city, a world-class opera house, has been putting on, in yearly succession, the four operas of the “Ring of the Nibelung” cycle by German composer Richard Wagner (1813-1883). Last year, the second opera in the tetratology, “Die Walküre,” was performed; this year, the third opera, “Siegfried.” After the concluding opera, “Götterdämmerung,” is performed, the entire cycle will be presented in festival format, always a major cultural event. I spoke on “Siegfried.”

I’ve been fortunate to have seen six complete “Ring” cycles in live opera houses in different cities, and I can tell you, it’s a life-changing experience, as this four-opera work (16 hours of music altogether), sits at the absolute summit of western art. Richard Wagner was a hideous human being himself, but spent numerous years working on something that changed the course of classical music and redefined opera.

What’s more, from the summer of 1848, when Wagner wrote a first sketch of the libretti, or texts, of the operas, until their true compositional completion in 1871, more than 23 years were to pass; and it would be another five years before the tetralogy was fully presented, in a purpose-built new opera house in the Bavarian town of Bayreuth. It was a herculean feat to create the entire text of these four long operas, and compose 16 hours of music that would completely redefine the concept of opera. Indeed, when the crowned heads of Europe, the great living composers, and the 19th-century European intelligentsia and glitterati, gathered at the new Festspielhaus in Bayreuth in 1876, many were so overwhelmed by what they saw and heard, that they were rendered speechless. Even now, 142 years later, first time Ring-goers are overwhelmed by the breadth and sweep, the musical and dramatic audacity, and uniqueness of the “Ring” operas, with their story of gods, giants, dwarves, flying Valkyries, Rhinemaidens, one huge dragon, humans, gold mined from a river, magic swords and spears, and of course, a gold ring whose possessor can control the world and its fate.

Even just looking at the third opera, “Siegfried,” Wagner struggled mightily. For one thing, being essentially a grifter and a cad, Wagner borrowed/took money from everyone who would lend/give it, and often had affairs with the wives of the patrons bankrolling his compositional work, leaving his life in constant chaos, as he fled from one city to the next. One such wife, Mathilde Wesendonck, inspired the opera “Tristan und Isolde,” groundbreaking operas that Wagner wrote during a 12-year hiatus in his composition of “Siegfried.” And “Tristan” itself changed the entirety of classical music, its tonality-challenging chromaticism.

Well, no one is expecting anyone to match the unique creativity of Wagner’s “Ring” cycle. But the leaders of U.S. patient care organizations are doing a lot of important things these days, including using formal continuous improvement methodologies to rework core patient care delivery processes in order to transition into value-based healthcare. What’s more, as our Special Report on Leadership outlines, the entire role of the CIO is being rethought now, as the demands for leadership and strategic capabilities are catapulting that role forward; and patient care organizations are beginning to make real headway in advancing equality for women and people of color among the ranks of healthcare IT leaders and managers.

So while no one is expecting anyone to create an operatic tetralogy that will change the face of music, there are plenty of heroic endeavors open to anyone willing to envision the healthcare system of the future. The opportunities are as limitless as the imagination.

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Using Performance Management to Scale

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Performance management is so much more than just a year-end performance review
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Performance management and goal setting have always been part of my DNA. It’s like a compass that tells us we are steering the ship in the right direction or gives us a chance to course correct if we wander off track. It’s hard for any organization to determine how they are doing unless there are clear measurable objectives. CIOs and their leaders need monthly, quarterly and annual goals to measure how you and your team are doing against the plan. I also firmly believe they should be S.M.A.R.T. goals: Specific, Measurable, Achievable, Relevant and Time-based.

Once the goals have been established, you need a written plan. I like three-year rolling plans so you can look into the future and describe your vision of what your organization will look like 36 months out. Then you can work back to the second year, and eventually the first year, to give you the framework for what you need to accomplish in the next 12 months. I suggest you do it with your managers. It makes them accountable to the organization since they are involved in the formation of the plan.

Your plan must be a living document to be used frequently during team meetings throughout the year to see how you are performing as a team and individually. This is not a process you invest in to review at year-end to see how you performed. By then it’s too late. It must be reviewed on a consistent basis to make sure everyone is on track. Performance management is so much more than just a year-end performance review. If there are individuals who are not performing against the plan, you can use the plan as a tool to performance manage them to re-engage as an important member of the team. 

I just returned from the Scale-up Conference in Denver and learned so much about taking goal setting and performance management to a whole new level by adopting the "Rockefeller Habits," as written by Verne Harnish. After reading the book, everything changed for me in the way we will be doing our planning, goal setting and performance management forever. It’s so brilliant and easy to understand. Here they are:

Rockefeller Habit #1: The executive team is healthy and aligned

Rockefeller Habit #2: Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the organization forward

Rockefeller Habit #3: Communication rhythm is established and information moves through the organization accurately and quickly

Rockefeller Habit #4: Every facet of the organization has a person assigned with accountability for ensuring goals are met

Rockefeller Habit #5: Ongoing employee input is collected to identify obstacles and opportunities

Rockefeller Habit #6: Reporting and analysis of customer feedback data is as frequent and accurate as financial data

Rockefeller Habit #7: Core values and purpose are “alive” in the organization

Rockefeller Habit #8: Employees can articulate the key components of the company’s strategy accurately

Rockefeller Habit #9: All employees can answer quantitatively whether they had a good day or week

Rockefeller Habit #10: The company’s plans and performance are visible to everyone

Accountability is no longer hard to measure since the entire plan is visible to everyone throughout the organization. Each part of your team should have key people accountable for every functional part of your organization. No more guessing is required. I’ve read countless books about leadership, performance management and goal setting, as I’ve been an avid student on the subject for decades.

These ten habits, once adopted and measured regularly, can change any organization that wants to grow and scale, and keep everyone accountable along the way.

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