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Women in tech: Do the numbers add up?

Women in tech: Do the numbers add up?

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Vishal Pathik Gupta
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March 6, 2017
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3 min read
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When you read about famous women in tech talking about their experiences, you’ll have an anecdote about how she was the only woman in the male-dominated room of tech wizards. At times ignored, women had a tough time getting their voices heard and opinions valued, and that’s putting it mildly. Many of their stories have a common thread of growing up battling stereotypes at the workplace, parental pressure at home, and a myriad unconscious biases.

Well, that’s how it was. Things must have changed. Surely. We are living in such a progressive age, for heaven’s sake.

But have they?

Reading about the recent gender discrimination fiasco at Uber, you can’t be faulted for being skeptical. Uber’s tech teams have very few women—an appalling 15.1%. And to make matters worse, the “underrepresentation” came under public scrutiny only after Susan Fowler, a reliability engineer at Uber, published a traumatizing post about sexual harassment.

It is just more proof of how many battles women have to fight, to couch in nonchalant smiles...

Statistics paint a dismal picture.

In the tech world, sexism seems to be taking much longer (than one would like) to disappear. Elevating their voices is a struggle. The awareness is there. There’s enough talk about lack of gender diversity at workplaces. But where is the conversation, huh? This post is not a feminist rant. We’ll just look at what the numbers are telling us.

Data says that women don’t really enjoy equal representation.



Source: Fortune.com (February, 2017)

  • In 2014, women added up to only 17% of tech workers at Google, 15% at Facebook, and 10% at Twitter according to the American Association of University Women.
  • In 2014, 11 global software giants published data that only 30% of the IT workforce is female.
  • In 2015, professional computing occupations in the US workforce held by women was 25%. This was the same number in 2008, whereas in 1991, it was 36%.
  • In the UK, a 2014 study showed that only 1 in 21 IT job applications were women.
  • In the US, 25% of the women with IT roles “feel stalled in their careers;” in India it is 45% percent and the UK it is 37%.
  • In the US, a 2014 study said that “unfriendly” policies, poor pay, unfair promotion, and a bro-grammer culture resulted in 45% of women leaving their tech jobs after a year.
  • Women hold only 26% of digital industry jobs; it is 16% in IT, and 13% in STEM.
  • A Stack Overflow survey says that only 8% of the software developers are women.
  • Women constitute just 5% of the programmers in the video game industry. However, IGDA’s survey shows an 11% increase since 2009.
  • Catalyst, a nonprofit organization focused on expanding opportunities for women, reported that "women in business roles within tech companies are more likely to start at the entry level compared with men.”
  • In Silicon Valley, women earn significantly lesser than men in similar roles.
Look at the findings of another study validating much of the stats above.A Study by the Center for Talent Innovation (U.S.): The Athena Factor: Reversing the Brain Drain in Science, Engineering, and Technology (2013)



There’s a reason it’s a boy’s club, and should be.No, there really isn’t.
  • After surveying leaders in the IT industry, a Nominet-commissioned report, Closing the Gender Gap, revealed that the UK economy could find itself richer by £2.6 billion if it gave more IT jobs to women.
  • In 2015, this is what research found while analyzing code approved by GitHub: “Women’s acceptance rates dominate over men’s for every programming language in the top 10, to various degrees.” Unfortunately, this finding held true only when the women did not disclose their gender.
  • CodeFights found that women and men do almost equally well in coding challenges. Look at this infographic.
  • Stats show that in specialized coding academies, women students comprise 35%.
  • A McKinsey study showed that companies with over 15% of the women in top management roles had noticeably higher debt-to-equity ratios and payout ratios.
  • McKinsey says that the annual global GDP could go up to 26% in 2025 if women participated equally in the economy.
  • The Peterson Institute for International Economics surveyed 21,980 firms from 91 countries to conclude that increasing the representation of women to 30% in a company that had none to begin with could lead to a 15%-increase in revenue.


Getting back to the original question, no, the numbers don’t quite add up, at least not in Uncle Sam’s country. It is getting worse.

With 57% of the workforce being made up of women, women account for only 5% of tech leadership jobs, 19% of developers, and less than 30% of IT jobs. Microsoft reported in 2015 that women comprise 29.1 percent of its workforce, with only 16.6 percent in technical positions and 23 percent in leadership roles. Only 21% hold leadership positions in the already poor representation of women at Twitter. Only 21% of women in its 17% women workforce have managerial roles.

Except in the UK, US, and Canada, girls do better than boys in science and math at school. But somewhere along the way, this phenomenon gets buried under layers of stereotypes and circumstances, and now we have only 3 of the Fortune 500 tech companies with women as leaders.

3 out of Fortune 500 companies with women as leaders

And you thought scaling Mount Everest was tough.

In the U.S., the percentage of women majoring in computer science fell from 36% in 1985 to 18% in 2012. Girls hold themselves back for so many reasons. Self-perception is often skewed. They are even told that looking geeky with their noses in books is a major turn off for the boys.

Data shows that a whopping share of girls are interested in the problem-solving aspects and the creativity STEM offers. But they typically pick medicine or healthcare as a career choice over computers and engineering. These girls are conscious of the pervasive bias against women; they fear the isolation, sexism, and the lack of recognition they could face at the university or workplace. Some women also find programming boring. Some others believe that programming serves a male master. And stories of a viciously misogynistic Silicon Valley can’t be helping matters.

Women don’t seem to have enough role models. If they could interact or look up to more women playing starring roles in STEM related careers, it will encourage persistence. Who is going to tell them that their contribution will make a difference in the world?

However, we are in an age where fighting for their piece of the pie has been much easier for women than ever before. And, there’s mounting evidence proving how successful skilled women can be and how the world economy can only grow with more women at all levels.

Fairness is not about statistic quality —John Bercow

Fairness is about cleaning out the closet filled with centuries’ old prejudices and fears.

It is about boys at school knowing that smart girls are not intimidating or ugly; it is about girls at school knowing that the world is as much theirs; it is about parents encouraging their daughters to bravely storm male bastions; it is about skilled young women in universities believing in themselves, dreaming, and taking for granted the opportunities that will come their way; it is about women employees knowing that they can work in a safe environment unaffected by sexism, unequal recognition, and condescension; it is about not making men feel guilty for no reason; and it is about companies recognizing that gender disparity has far-reaching consequences and making a conscious effort to mitigate them.

For female programmers, HackerEarth’s International Women’s Hackathon is an opportunity to compete with other skilled developers in an algo-intensive challenge on March 8. So, get your coding hats on and get ready to save the world. (Maybe that’s a bit much. Still.)

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March 6, 2017
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Introducing HackerEarth OnScreen: AI-powered interviews, around the clock

Introducing HackerEarth OnScreen: AI-powered interviews, around the clock

Tech hiring has a blind spot, and it's not the resume pile, the take-home tests, or even the interview itself. It's the gap between when a great candidate applies and when your team is available to talk to them. That gap costs you more top talent than any competitor does.

Today, HackerEarth OnScreen closes it permanently.

The real cost of scheduling friction

Most companies assume they lose candidates to better offers. The data tells a different story.

A developer weighing two opportunities almost always moves forward with the company that responded first, not the one that sent a calendar invite for Thursday. AI-generated resumes have flooded inboxes, making screening harder. Engineering teams the people best positioned to evaluate technical depth have limited hours. Recruiters are under pressure to move faster while maintaining quality.

Something had to change.

What OnScreen does

OnScreen doesn't just automate scheduling. It conducts the interview.

A candidate who applies at 11 PM gets a full interview before Monday morning through lifelike AI avatars with built-in identity verification and proctoring. The experience is a genuine two-way conversation: dynamic, adaptive, and role-calibrated. This is not a chatbot filling out a scorecard.

One enterprise customer screened more than 2,000 candidates in a single weekend with complete consistency and zero interviewer bias.

"Recruiters are under pressure more than ever. The volume of applicants has surged, AI-generated resumes have made initial screening harder, and the risk of missing the right candidate keeps climbing. OnScreen was built so that no qualified candidate is overlooked because nobody was available to interview them."
— Vikas Aditya, CEO, HackerEarth

Three capabilities, combined for the first time

In-depth interviewing that evaluates reasoning, not recall.
OnScreen conducts dynamic technical conversations that adapt to how each candidate responds. It probes the depth of knowledge, follows threads, and evaluates the quality of thinking behind each answer not just whether the answer is correct. Every interview runs on a deterministic framework: the same structure for every candidate and no panel-to-panel variation.

Integrated proctoring, built in from the start:
Enterprise-grade proctoring is woven directly into the interview flow not bolted on as an afterthought. Legitimate candidates won't notice it. The ones who shouldn't be in your pipeline will.

KYC-grade candidate verification
OnScreen brings identity verification standards from financial services into technical hiring. Proxy candidates, resume misrepresentation, and skills that don't match the application – all three gaps were closed at the source.

What hiring teams are saying

"Before OnScreen, we had no reliable way to measure candidate quality, especially with the rise of AI-generated CVs. Now, screening is far more objective. Roles that previously took much longer are now being closed within three to four weeks."
— Pawan Kuldip, Head of Human Resources, Discover Dollar Inc.

Built for everyone in the process

For engineering teams:
Fewer hours on screening calls. Senior engineers focus on final-round conversations, not first-pass filters.

For recruiters:
Pipelines that move. Candidates evaluated and scored before the week starts.

For candidates:
A consistent, skills-first experience, regardless of when they apply or where they're located.

OnScreen integrates directly into HackerEarth's existing platform alongside Hiring Challenges, Technical Assessments, and FaceCode. It extends your interviewing capacity without adding headcount.

The hiring bar just got higher. Everywhere.

Top talent expects swift, fair processes. Companies that deliver both, at scale, around the clock, will hire the engineers everyone else is still scheduling calls about.

OnScreen is now live for enterprise customers. Request access at hackerearth.com/ai/onscreen.

HackerEarth powers technical hiring at Google, Amazon, Microsoft, and 500+ global enterprises. The platform supports 10M+ developers across 1,000+ skills and 40+ programming languages.

What It Takes to Keep Gen Z Engaged and Growing at Work

What It Takes to Keep Gen Z Engaged and Growing at Work

Engaging Gen Z employees is no longer an HR checkbox. It's a competitive advantage.

Companies that get this right aren’t just filling roles. They’re building future-ready teams, deepening loyalty, and winning the talent market before competitors even realize they’re losing it.

Why Gen Z is Rewriting the Rules

Gen Z didn’t just enter the workforce. They arrived with a different operating system.

  • They’ve grown up with instant access, real-time feedback, and limitless choice. When work feels slow, rigid, or disconnected, they don’t wait it out. They move on. Retention becomes a live problem, not a future one.
  • They expect technology to be intuitive and fast, communication to be direct and low-friction, and their employer to reflect values in daily action, not just annual reports.

The consequence: Outdated systems and poor employee experiences don’t just frustrate Gen Z. They accelerate attrition.

Millennials vs Gen Z: Similar Generation, Different Expectations

These two cohorts are often grouped together. They shouldn’t be.

The distinction matters because solutions designed for Millennials often fall flat for Gen Z. Understanding who you’re designing for is where effective engagement strategy begins.

Gen Z’s Relationship with Loyalty

Loyalty, for Gen Z, is earned, not assumed.

  • They challenge outdated processes and push for tech-enabled workflows.
  • They constantly evaluate whether their current role offers the growth, flexibility, and purpose they need. If it doesn’t, they start looking elsewhere.

Key insight: This isn’t disloyalty. It’s clarity about what they want. Organizations that align experiences with these expectations gain a competitive edge.

  • High turnover is the cost of ignoring this.
  • Stronger teams are the reward for getting it right.

What Actually Works

1. Rethink Workplace Technology

  • Outdated tools may be invisible to older employees, but Gen Z sees them immediately.
  • Modern HR tech and collaboration platforms improve efficiency and signal investment in people.
  • Invest in tools that reduce friction and enhance daily experience, not just track performance.

2. Flexibility with Clear Accountability

  • Gen Z values autonomy, but also needs clarity to thrive.
  • Hybrid and remote models work when paired with well-defined goals and explicit ownership.
  • Focus on outcomes, not hours. Autonomy with accountability is a combination Gen Z respects.

3. Continuous Feedback, Not Annual Reviews

  • Annual performance reviews feel outdated. Gen Z expects real-time feedback loops.
  • Frequent, actionable feedback helps employees improve faster and signals that their growth matters.
  • Make feedback a weekly habit, not a twice-yearly event.

4. Make Growth Visible

  • If career paths aren’t clear, Gen Z won’t wait. They’ll look elsewhere.
  • Internal mobility, structured learning paths, and reskilling opportunities signal future potential.
  • Invest in learning and development and make career trajectories explicit.

5. Build Real Belonging

  • Inclusion must show up in daily interactions, not just company values documents.
  • Inclusive environments where diverse perspectives are genuinely sought produce better decisions and stronger engagement.
  • Gen Z quickly notices when DEI is performative. Build it into everyday interactions.

6. Connect Work to Purpose

  • Gen Z wants to see how their work matters in a direct, traceable way.
  • Linking individual roles to tangible business outcomes increases ownership and engagement.
  • Purpose-driven work isn’t a perk. It’s a retention strategy.

7. Prioritize Well-Being

  • Burnout is a performance problem before it becomes attrition.
  • Mental health support, sustainable workloads, and genuine flexibility reduce stress and sustain engagement.
  • Policies must be real in practice. Gaps erode trust.

How to Attract Gen Z from the Start

Job Descriptions That Tell the Truth

  • Generic postings don’t convert Gen Z candidates. They want specifics: remote or hybrid expectations, real growth opportunities, and culture in practice.
  • Transparent job descriptions attract better-fit candidates and reduce early attrition.

Skills Over Experience

  • Gen Z and organizations hiring them increasingly value potential over tenure.
  • Skills-based hiring opens access to a broader, more diverse talent pool and builds teams equipped for change.
  • Hire for capability and future-readiness, not just years on a resume.

The Bottom Line

Retaining Gen Z isn’t about perks. It’s about rethinking the employee experience from the ground up.

  • Flexibility without accountability fails.
  • Purpose without visibility is hollow.
  • Growth that isn’t visible or structured drives attrition faster than most organizations realize.

The payoff: When organizations combine the right technology, real flexibility, continuous feedback, visible growth paths, and genuine inclusion:

  • Gen Z doesn’t just stay. They perform at a higher level.
  • Adaptive, future-forward thinking compounds over time.

That’s what separates organizations that thrive in today’s talent market from those constantly replacing people who left for somewhere better.

AI Tools for HR Managers in 2026: What's Actually Working (And What Isn't)

The current state of AI adoption in HR
88% of HR leaders say their organizations have not yet realized significant business value from AI. That number is striking, given that 91% of CHROs now rank AI as their single top priority. The gap is not a technology problem it is an adoption and strategy problem. Most HR teams have added AI to their workflows in some form, but very few have moved past experimentation into real, measurable impact.

This guide is for HR managers who want to change that. Not a list of tools to bookmark and forget, but a clear-eyed look at where AI is delivering results in 2026, what separates the tools that work from the ones that don't, and how to actually use them.

The adoption gap that most HR leaders aren't talking about

AI is present but underutilized.
According to the SHRM State of AI in HR 2026 report, 62% of organizations use AI somewhere in their business. But only 11% have embedded AI into daily workflows, defined as more than 60% of employees using it daily. That is a significant divide and explains why so many AI investments feel underwhelming.

Managers experiment more than employees.
A July 2025 Gartner survey of 2,986 employees found that 46% of managers are experimenting with AI, compared to just 26% of employees. Most organizations encourage exploration but fail to provide the structure, expectations, or training needed to make AI stick. Only 7% of organizations give employees guidance on how to use the time AI saves them.

The result: wasted potential.
Workforces have access to powerful tools but no framework for using them strategically. AI becomes another tab open in the browser, rather than a fundamental shift in how work gets done.

The opportunity is real.
Organizations that have moved from experimentation to integration are seeing tangible outcomes:

  • AI-powered recruitment tools reduce time-to-hire by an average of 30 days.
  • AI automates up to 60% of routine HR tasks, saving employees five or more hours per week.
  • Predictive analytics reduces voluntary turnover by 22–28% in the first year of deployment.

Capturing this opportunity requires the right tools and the right strategy.

Why 2026 is different from every other year of "AI in HR"

1. Skills-based hiring has gone mainstream.
Josh Bersin's 2026 Talent Report found that 72% of companies are moving away from degree requirements in favor of skills-based evaluation. Gartner reports that 65% of enterprises are actively prioritizing it. The traditional resume is no longer the most reliable signal of candidate quality, especially in tech roles where the half-life of skills is just two years.

2. Agentic AI has arrived.
Earlier generations of HR AI could automate tasks or analyze data. Agentic AI can plan, act, and iterate across entire workflows without constant human direction. 48% of large companies have already adopted agentic AI in HR, with projections showing 327% growth by 2027. This is no longer experimental.

3. Regulatory pressure is real.
The EU AI Act now classifies hiring AI as high-risk, making transparency and audit trails a legal requirement. Any AI tool influencing hiring decisions must be explainable. Black-box systems are a compliance liability.

What separates genuinely useful HR AI tools from the rest

They augment judgment rather than replace it.
Great HR AI tools make professionals better at their jobs. They surface the right information at the right moment, flag unnoticed patterns, and reduce cognitive load. Tools that try to remove humans entirely create legal risk and distrust. 88% of HR leaders haven’t seen ROI largely because their tools automate the wrong things.

They generate actionable insight, not just output.
Predictive models identify at-risk employees six months before they leave, skills-gap analyses shape hiring plans before a role opens, and candidate matching highlights transferable potential. This is the difference between AI that saves time and AI that changes decisions.

They are transparent and explainable.
Employees trust AI-generated reviews twice as often when they understand the criteria. 67% of candidates accept AI screening as long as a human makes the final call and the process is explained. Transparency builds trust, drives adoption, and ensures compliance.

Top AI tools for HR managers in 2026

HireVue
Standard for AI-powered video interviews and structured candidate assessments at scale. Cuts time-to-hire by 50%, supports 40+ languages, and uses IO psychologist-vetted guides. Bias audits and deterministic algorithms ensure fairness. Ideal for regulated industries and high-volume hiring.

Eightfold AI
Built for skills-first talent strategy. Maps 1.6 billion career profiles to a skills graph, matching candidates on potential rather than keywords. Increases recruiter productivity by 50%+ and reduces diversity sourcing time by 85%. Best for large enterprises focused on internal mobility and workforce planning.

Workday
Comprehensive HR platform with agentic AI for workforce planning, analytics, and employee lifecycle management. Acquisition of HiredScore integrates AI recruiting orchestration. Suitable for organizations needing a single system for headcount planning to performance reviews.

Lattice
Focuses on employee performance and engagement. AI identifies growth patterns, surfaces feedback trends, and flags disengagement early. Predictive models detect at-risk employees six months in advance, enabling targeted retention strategies. Ideal for culture and retention-focused organizations.

HackerEarth
Covers full tech hiring lifecycle, from sourcing developers through hackathons to live technical interviews. OnScreen AI interview agent uses lifelike avatars for structured, bias-free interviews. Ensures verification and cheat-proof processes. Trusted by Google, Amazon, Microsoft, Barclays, and Walmart.

Moving from experimentation to impact: a practical framework

1. Start with one high-friction problem.
Automate workflows that cost the most time or cause the most inconsistency typically initial candidate screening. Measure outcomes to justify next investments.

2. Define success before deployment.
47% of CHROs haven’t established clear AI productivity metrics. Set baseline and target improvements: time-to-shortlist, quality-of-hire, recruiter hours per hire anything trackable.

3. Put managers in the loop.
AI adoption gaps are often a manager problem. Give managers specific use cases, integrate AI into workflows, and provide language to discuss it with their teams.

The bottom line

AI will not change HR’s fundamental nature it remains a people function requiring judgment, empathy, and context. What AI improves is:

  • The quality of information available for every decision.
  • The time HR teams spend on work that doesn’t require judgment.

Organizations getting ahead in 2026 are those that select the right tools for the right problems and give teams structure to use them effectively. That is where the real advantage lies.

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