20th July 2026

Employers guide to hiring women in technology

Employers guide to hiring women in technology

Recruiting more women into technology is no longer simply about improving diversity statistics. Organisations that consistently attract and retain female talent are building stronger teams, improving innovation and gaining a competitive advantage in an increasingly competitive hiring market.

Despite years of investment in diversity initiatives, women still make up just 29% of the UK technology workforce and hold fewer than 21% of senior technology leadership roles. For employers, the challenge isn’t just attracting more women into technology. it’s creating hiring processes and workplace cultures where they can build long-term, successful careers.

This guide outlines practical steps employers can take to attract, hire and retain more women in technology.

De-bias your job specifications

Hiring starts long before an application is submitted. The language you use in job adverts can influence who decides to apply, often without employers even realising it.

  • Use inclusive language
    Review job descriptions for gender-coded language. Words such as rockstar, ninja, dominant or aggressive can unintentionally discourage some candidates from applying. Instead, focus on qualities such as collaboration, adaptability, curiosity and problem-solving.
    There are a number of free gender decoder tools available that can help identify language that may unintentionally exclude candidates.
  • Separate essential from desirable requirements
    Research has shown that women are often less likely to apply for a role unless they feel they meet almost every requirement, while men are more likely to apply when they meet only some of the criteria. Rather than presenting a long list of requirements, clearly distinguish between the skills that are essential and those that can be developed on the job. Focusing on outcomes and potential rather than lengthy wish lists can significantly widen your talent pool.
  • Build a fair and inclusive recruitment process
    Expanding where you recruit and ensuring consistency throughout your hiring process can make a significant difference.
  • Introduce blind CV screening
    Removing names, graduation dates and other identifying information from initial applications helps hiring managers focus on skills, experience and potential rather than unconscious assumptions.
  • Recruit beyond traditional job boards
    If you continue to recruit from the same places, you’ll often attract the same audiences. Consider advertising roles through specialist technology communities, women-focused career platforms, STEM organisations and diversity recruitment partners. Attend networking events and industry conferences that actively support underrepresented talent, and encourage employee referrals from a wider range of backgrounds.
    These approaches help employers reach talented professionals who may never apply through mainstream recruitment channels alone.
  • Create diverse interview panels
    Candidates are more likely to picture themselves succeeding within an organisation when they see diversity reflected throughout the recruitment process. Where possible, ensure interview panels include a mix of backgrounds, experiences and perspectives. Likewise, aim for a diverse shortlist of candidates before progressing to final interviews, helping reduce unconscious bias and encourage more balanced hiring decisions.
  • Showcase your employer brand
    Today’s candidates research employers long before submitting an application. Your careers page, social media channels and employee stories should provide an authentic insight into what it’s really like to work within your organisation.
    Highlight female leaders, share career progression stories, demonstrate your commitment to flexible working and learning opportunities, and be transparent about your values. If your organisation has Employee Resource Groups (ERGs), mentoring programmes or diversity initiatives, don’t keep them hidden; showcase them.
    Authenticity will always resonate more than generic statements about diversity.

Retaining women is just as important as hiring them

Recruitment is only one part of the equation. Many organisations successfully hire women into technology roles but struggle to retain them as their careers progress. Creating long-term career opportunities requires organisations to invest in progression, recognition and inclusive leadership.

  • Conduct regular pay and progression reviews
    Review promotion rates, salary data and performance outcomes to identify whether women are progressing at the same rate as their peers.
    Addressing pay gaps and ensuring promotion criteria are transparent helps build trust and demonstrates a genuine commitment to fairness.
  • Move beyond mentoring to sponsorship
    Mentoring provides valuable advice, but sponsorship creates opportunity. Pair high-potential women with senior leaders who can advocate for them during promotion discussions, recommend them for high-profile projects and actively support their career progression.
  • Create clear career pathways
    Provide transparent frameworks that show employees how they can progress into leadership positions or specialist technical roles.
    Ensure women have equal access to emerging fields such as artificial intelligence, data science, cloud engineering and cybersecurity through structured learning opportunities, internal mobility and leadership development programmes.
  • Create an inclusive workplace culture
    A genuinely inclusive workplace goes far beyond office perks. Employees stay where they feel respected, supported and able to grow.
  • Offer meaningful flexibility
    Flexible and hybrid working should be designed around outcomes rather than presenteeism. Giving employees greater flexibility helps support a wider range of working styles and personal responsibilities while improving engagement and retention.
  • Encourage Employee Resource Groups
    Women’s networks, mentoring communities and Employee Resource Groups can provide valuable peer support, increase visibility of senior role models and offer leadership valuable insight into employee experiences. When supported properly, these groups help strengthen culture and improve retention across the organisation.
  • Develop active allies
    Creating an inclusive culture isn’t solely the responsibility of underrepresented groups. Equip leaders and managers with the skills to recognise unconscious bias, encourage inclusive meetings, support equitable performance reviews and challenge behaviours that contribute to exclusive workplace cultures.

Building a stronger technology workforce

Hiring more women into technology isn’t about a single recruitment campaign or diversity initiative. It’s about creating fair hiring processes, clear career pathways and workplace cultures where talented people can thrive.

Organisations that invest in inclusive recruitment today will be better positioned to attract the skills they need, improve innovation and build stronger, more resilient technology teams for the future.

By viewing diversity as a long-term business strategy rather than a short-term hiring target, employers can create workplaces where everyone has the opportunity to succeed.

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