Despite numerous initiatives to attract new profiles in In the tech industry, nearly 90% of cybersecurity professionals are men, according to ANSSI (National Agency for Information Systems Security). This lack of varied profiles can be explained by a number of factors, in particular the fact that the world of cybersecurity can seem “intimidating”. However, accentuating the diversity within the teams is fundamental for the structures; more efficient and better established in their ecosystem, they can better respond to customer demands.
Recruitment strategies
While quotas can be a useful lever to attract the talent companies need, they tend to be a short-term solution. Indeed, failing to transmit a real desire for diversity within the teams, they become a compliance exercise to which companies must comply, resulting in disguised diversity and not a real choice linked to the specific qualities of a candidate. There are therefore better ways that companies can put in place to attract a variety of profiles. Human resources managers can, for example, make applications anonymous or remove keywords from job advertisements that could put off some applicants.
The role of management committees
It is not enough to recruit young and varied profiles to solve the problem: companies must also take the time to examine the reasons for this lack of diversity within their internal teams and in particular managers. Indeed, the more junior profiles must be able to project themselves into more important positions and, to do so, identify with employees with strong responsibilities. While the IT sector encourages interest in STEM (science, technology, engineering and mathematics) among younger generations, especially among women, a glass ceiling persists between middle managers and corporate management committees. The professional progression of recruited profiles does not stop when they enter a structure, companies must therefore put in place processes to support, advise and encourage them. The annual appraisals with managers can thus be an opportunity to discuss their career plan and their development, but also on the obstacles noted internally. A mentoring program also makes it possible to address these issues more regularly and with a trusted person.
Diversity of thought
The real added value of companies lies in the exchanges between divergent opinions. Indeed, resolving difficulties and agreeing on key decisions is crucial for structures. However, new perspectives are revealed thanks to a diversity of points of view. The multiplicity of opinions is thus a real strategic tool, in particular by giving a new approach to sometimes outdated methods, or a local or generational point of view, to reach new markets. This mix of positions also generates innovative solutions, especially during brainstorming in the context of projects. Bringing together employees from all levels and from different departments, in order to address a problem or a situation, is therefore the best way to find a quick and optimal solution. Furthermore, the manager’s responsibility is to listen and intervene positively when conflicts and misunderstandings within a team arise.
A real condition for companies
When companies embark on the transformation of their teams towards greater diversity, they must plan it with an overall vision. As such, senior executives need to have honest and clear discussions about the needs of their teams, and how they can help them meet them. It is indeed urgent that the leaders realize that the diversity of the teams is essential to their success and that this change must be motivated by them to be sustainable and nourish the culture of their company.
Cybersecurity, addressing the lack of diversity Credit Depositphotos