Resources

Whether you’re in a classroom or a boardroom, NCWIT can help you kick-start or deepen your inclusive culture. Take advantage of hundreds of free and easy-to-use resources for K–12, higher education, and corporations that support your effort to raise awareness, increase knowledge, and empower action to make sure every voice is heard.

 

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Use this resource to help you practice ways to interrupt bias in real-life situations.

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The Entrepreneurial Startup Toolkit is a collection of resources and recommendations to help small and growing companies with technical talent, learn how to create inclusive cultures, recruit and retain diverse employees, build diverse teams, and ensure that all employees are given opportunities to showcase their skills and are recognized for their technical contributions. Learn from NCWIT resources.

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Use this guide to help identify common misunderstandings that surface when people talk about how to increase the participation of women.  Learn to spot "red flags" that indicate a particular discussion is headed in a direction that may not be research-based or effective.

View online.

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Developing a diverse workforce must be treated like any other critical business issue. Use this guide to help you collect important data and develop a strategic plan for increasing the meaningful participation of diverse groups in your organization.

NCWIT Checklist for Reducing Unconscious Bias in Job Descriptions/Advertisements

This Job Description Checklist helps you analyze ads for subtle biases in language, in criteria, and in how you describe your workplace.

View NCWIT Tips for Writing Better Job Ads.

 

 

Male Advocates and Allies (report cover)

This report, sponsored by NCWIT's Workforce Alliance, provides an inside look into how men think about and advocate for diversity in the technical workplace. Drawing from interviews with 47 men in technical companies and departments, this study: 1) Identifies the factors that motivate or hinder men in advocating for gender diversity, 2) explores what diversity efforts men have experienced as successful or unsuccessful, and 3) identifies specific strategies to increase men's participation in advocacy.

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Employees report that the supervisory relationship is one of the most significant factors in their decision to leave or stay with an organization. Are you, as a supervisor, adequately prepared for this responsibility?

Even if your institution already has a formal training program for supervisors, use Supervising-in-a-Box to create highly productive teams that reduce employee turnover, capitalize on diverse innovative thinking, and ultimately strengthen their bottom lines.

This article was published in Open Source Business Resource. With data from successful founders of high-tech companies, we identify traits common to large majorities of them and any gender differences in those traits. There are few. Further, we identify criteria that might lead to gender imbalance among successful founders by comparing similarities and differences in the gender distribution of these traits among the general population and among successful founders.

Supervising-in-a-Box Series: Supervisors as Change Agents
Supervising-in-a-Box Series: Supervisors as Change Agents is for supervisors who wish to become change agents in their organizations. The materials are focused on actions that you as an individual supervisor can take to raise awareness and motivate change. Of course, supervisors cannot “do it all,” but these individual efforts are often what it takes to spark change. The materials here also point to other NCWIT resources that can help with planning more systemic, department, or company-wide change at later stages.
Supervising-in-a-Box Series: Performance Review/Talent Management
Supervising-in-a-Box: Performance Review/Talent Management provides supervisors with resources for reducing biases in performance evaluation and talent management systems. This “Box” includes tip sheets, resources for identifying and reducing biases, templates, evaluation tools, key takeaways, and background information on unconscious biases.
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Research shows that even individuals committed to equality harbor unconscious biases that impact everyday decisions and interactions. In the IT workplace, unconscious gender bias can mislead employers, both male and female, to make inaccurate judgments in hiring, performance reviews, and promotion.

View the research

Supervising-in-a-Box Series: Employee Recruitment/Selection
Supervising-in-a-Box: Employee Recruitment/Selection provides supervisors with resources for recruiting and hiring the best talent. This “Box” includes background information, a training guide, tip sheets, resources for employee recruitment and selection, templates, evaluation tools, and a summary of key takeaways.
Supervising-in-a-Box Series: Team/Project Management
Supervising-in-a-Box helps establish supportive and effective relationships with a diverse range of employees. This box explores ways to reduce or remove unconscious bias, discriminatory practices, and institutional barriers while performing supervisory job functions – including recruitment, project management, performance evaluations, feedback processes, and everyday communication. Team/Project Management focuses on running an effective, innovative, and productive team.
Supervising-in-a-Box Series: Employee Development
Supervising-in-a-Box Series helps establish supportive and effective relationships with a diverse range of employees. This box explores ways to reduce or remove unconscious bias, discriminatory practices, and institutional barriers while performing supervisory job functions – including recruitment, project management, performance evaluations, feedback processes, and everyday communication. Employee Development focuses on ensuring that employees contribute their best ideas and talents to the team.
Talking Points
Institutional barriers (IBs) are policies, procedures, or situations that systematically disadvantage certain groups of people. IBs exist in any majority-minority group situation. When an initial population is fairly similar (e.g., in male-dominated professions), systems naturally emerge to meet the needs of this population. If these systems do not change with the times, they can inhibit the success of new members with different needs. IBs often seem natural or “just the way things are around here.”