Gender Agreement

In 2017, women represented only 33% of digital jobs and 9% of start-up managers in France. An alarming absence, at a time when digital technology is structuring the economy and society of the future. If the problem relates to societal and cultural biases that go far beyond its field of action, The Galion Project intends to act on Tech companies, through a Gender Agreement which lists 45 concrete solutions to help them become feminized. This project is based on a conviction: gender diversity is the condition for healthy growth. On this occasion, here is an overview of the challenges and solutions proposed by the entrepreneurs of The Galion Project.

Not a fatality

The absence of women in the digital world is not inevitable: from Ada Lovelace, who contributed to the invention of the code, to Margaret Hamilton, designer of the Apollo mission embedded program for NASA, via Hedy Lamarr, Hollywood star and inventor of wifi, to Hedy Lamarr, Hollywood star and inventor of WiFi, women have played a fundamental role in digital technology. Moreover, they remained very present in a sector considered to be an improved secretariat until the 1980s.

The advent of the microcomputer is changing the situation: computers are entering homes and becoming the preserve of “geeks”, the elite of the counterculture popularized by movies like “War Games”. Women then divest from the sector — or are diverted from it. In the collective imagination, digital technology has since been embodied by figures such as Mark Zuckerberg, Bill Gates or Steve Jobs and by a culture of “brogrammers” excluding women.

However, this absence of women is due to societal factors., as Frédéric Bardeau (Simplon) recalls:

“cyberculture is very masculine but it is cultural: in China, India or Iran, there are more female developers because communication around computer sciences is not gendered.”

A performance challenge... But not only that!

However, the balance between men and women in Tech poses huge challenges.

A performance challenge, according to multiple studies. Mac Kinsey's “Women Matter 2016” shows that parity would generate $200 million in additional GDP in 2025 in Western Europe. The BCG study “Why women owned startups are a better bet” concludes that businesses founded by women are more profitable than those founded by men.

A recruitment challenge: The Tech sector is threatened by a shortage of 750,000 jobs by 2020, according to the European Commission. So how can you deprive yourself of 50% of talent?

A social performance challenge: a 2015 report by the Institute of Public Policies concludes that men benefit as much as women from the consequences of the feminization of a company: improvement of the social climate, job satisfaction and confidence in the company...

An innovation challenge

“You need different people around the table to solve different problems”

CÉLINE LAZORTHES (LEETCHI/MANGOPAY).

Diversity — of genres, but also of cultures, languages... - is a form of collective intelligence that reinforces creativity. The major risk of a business is to have a monolithic vision of users, markets, products and organizations.

“to solve human or business problems, you need different points of view and different angles”

JEAN-BAPTISTE RUDELLE (CRITIC)

Finally — and above all — it is a major societal issue: At the time of the digital revolution, women must, like men, participate in the design of the uses, goods and services of tomorrow to avoid the airbag syndrome, whose first models, designed for 1.80m men, did not protect women, or voice recognition tools that did not hear female voices.

“the feminization of companies is part of its values. We believe in a world that reflects our community: mixed.”

FRÉDÉRIC MAZZELLA (BLABLACAR)

A priority subject from the very beginning

Healthy growth therefore also based on a balance between men and women, The subject is not a luxury reserved for companies that are already mature.

But while the challenge is obvious, implementation remains difficult.

Feminization must be a priority from the moment of creation, according to Benoît Charles-Lavauzelle (Theodo):

“The problem must be addressed in the first years, otherwise it quickly becomes unsolvable, which is an essential asset for the success of the company.”

Especially since a critical mass of 30 to 40% of the opposite sex is necessary to have a lasting impact on a company's codes, culture, atmosphere and working environment.

Holistic approach and inclusive culture

The first challenge, for the company, is to distinguish itself from the masculine cultural codes of Tech, which are at best unsuitable, at worst excluding for women... even sexist, and constitute a natural repellent for them.

A culture of equality must be disseminated, using a holistic approach, says Hélène Merillon (Youboox):

“To attract brilliant women, you need to give them confidence that they will have the same opportunities. Everything should reflect that: the manager, the organization, the company culture...”

The company must therefore develop a culture in line with both genders, in form and content: graphic identity, positioning, messages, rituals, language...

Of course Above all, this culture must be respectful.

This is the responsibility of the founders, because “The fish rots from the head”, insists Michel Athenour (Autrement), “the founding team must be uncompromising”, with zero tolerance for inappropriate or demeaning remarks about people or their skills: silence would be worth validation.

And the company needs to be organized so that in case of problems, women naturally find who to talk to in management.

The challenge is crucial because “a company's culture can prevent it from growing: this is the case with Uber”, recalls Jérémy Clédat (Welcome to the Jungle), “But culture is also about how people talk and respect each other.”

Be proactive in recruiting

It is a fact: Recruiting women in tech is difficult.

“The feminization of teams rarely happens by itself”, highlights Jean-Baptiste Rudelle (Criteo). “Even if you have to extend the recruitment processes, you have to be proactive in order to achieve your goals.”

Finding female profiles, especially technical profiles, is a painstaking job that involves precise hunting on LinkedIn, mobilizing the network of tech teams and investing hunters. But also an adaptation to the target: not gendering the vocabulary of ads, organizing events around more feminine products or projects... All this requires more effort, even money, but pays off in the long run.

To expand the developer recruitment pool, Benoît Charles-Lavauzelle and Fabrice Bernhard have extended their research at Theodo to women engineers:

“We then know how to transform very good engineers into very good computer scientists. The key is training.”

But above all... Women attract women. Céline Lazorthes testifies to this:

“There is nothing more tech than my job, and yet we have 66% of women on the management board, 33% in top management... and 26% in the IT team, which is huge. Why? Because I am a female CEO and my CTO is a woman.”

That's why female employees must be visible, especially during job interviews.

Maternity leave: not a problem if...

The question of the feminization of companies often crystallizes around maternity leave: the child is not even conceived that he is already an obstacle to a candidate's career...

A false problem for Tatiana Jama (Selectionist/VisualBot):

” If a company can't do without someone for 6 months, it's because it's not scalable. We need to stop seeing maternity leave as a problem, it's an opportunity: to crystallize loyalty and increase efficiency.”

Multiply efficiency by allowing the company to optimize its organization and the teams to increase their skills.
Two conditions for this:

• An announcement of the pregnancy as soon as possible, to calmly organize the absence of the collaborator.
• Information, or even the participation of the employee in the organization and the distribution of her tasks in her absence.

Create as much grip as possible

The arrival of a child is a pivotal moment for retaining employees... of both sexes.

It is a fragile moment for a woman, when she will have to let go and face her fears: of losing her job, of seeing her influence diminished, of no longer being indispensable... Maternity leave that goes well therefore plays a fundamental role in creating a lasting link between the company and the employee.

And it would be a mistake to deprive yourself of it because, recalls Frédéric Potter (Netatmo), ” There is nothing more organized or efficient than a woman coming back from maternity leave : it's a war machine! Disengagement is not about the child, it's about the person.”

Anything that helps young parents reconcile their professional and personal lives is a good way to retain them: it is concrete proof of the company's investment in the well-being of its employees... and the illustration of its values. Teleworking, organizational autonomy, meeting times, but also company day care centers are all ways to create as much adherence as possible... and the most friction when resigning.

But Paternity leave divides. For some, it is the personal choices of the employee and not the responsibility of the company. For others, like Dan Gomplewicz (Armis), it's obvious:

“To have equality between men and women, paternity leave must be extended. It's also a way to differentiate yourself.”

Objectify salaries and promotion

Of course feminization also involves equal pay. However, for equivalent working hours and jobs, women still earn 12.8% less than men according to the Ministry of Labor, and the gap in the highest salaries is widening.

“Women ask for less pay and a raise than men and are then penalized by maternity leave. It is a bias that must be identified and corrected.”

CAROLE WALTER (MONSIEURDRIVE)

How? On the one hand through An annual salary review, with particular attention to maternity leave so that they do not widen an irrecoverable gap. On the other hand by objectifying the increases : prohibition of negotiations, and increases according to a pre-established schedule. A way to neutralize the lack of aggressiveness of women in salary negotiations.

The same goes for promotions, because the Feminization is only real when women join top management. A policy of positive discrimination would not only be illegal, but also counterproductive:

That “would suggest that their success is less valuable than that of men. Instead, we need to change the conditions that prevent them from succeeding.”, underlines Jérémy Clédat.

The answer:

“We formalized the promotion criteria because when you grow up, you have to formalize, if only to help managers” explains Thierry Petit (Showroomprivé).

One way to mastering biases and to prevent only the most demanding from being promoted.

Trust and role models

But objectification does not eradicate biases:

“Everyone, men and women, judges women more harshly. Including themselves in the self-assessment processes. You have to keep this bias in mind when making evaluations.”

JEAN-BAPTISTE RUDELLE

Self-censorship and a feeling of imposture indeed have an impact at all levels: recruitment, promotion, salaries...

For Fany Pechiodat (My Little Paris/Seasonly), “The subject of women is trust. You have to tell them that it is a muscle, that it can be worked on.”

It is up to the company to support them so that they gain confidence and dare more to seek positions of responsibility.

Managers have a key role in this regard: they must be made aware of the subject during management training and verbalize things, says Jean-Charles Samuelian (Alan):

“You have to say: “you are self-censoring” to free the person. It is by talking about things that we deconstruct them and solve them.”

Empowerment training or individual coaching are a good way to overcome self-censorship, for men as well as for women. But the resistance is sometimes strong: a manager's trust in his collaborator is not transferable and, to convince her of her skills, it is necessary to assess very objective elements of success.

Role-models are also decisive to allow women to project themselves into figures that embody success. Public speaking, in Tech events such as Best of Web or WebDays, is important for the emergence of Tech role-models. For Alix de Sagazan (AB Tasty), it's also her role as CEO:

“Women don't dare, they hold back. I am transparent with them about the steps to self-confidence and having a female CEO helps them project their ambition.”

But Creating and developing them takes time.

“Quotas on boards were a revolution”, notes Jean-Baptiste Rudelle. “Women have an important role to play, for example in the management of technical teams, which instead bring together expert profiles. But it takes a very long time to train a generation of managers.”

This is why there is an urgent need for businesses to take action, because:

“Business is a place where you can recreate society and thus make it fairer”

CÉLINE LAZORTHES

Bibliography

“Code: Debugging the Gender Gap”, a documentary by Robin Hauser Reynolds

McKinsey Women Matter 2016 study: “reinventing the workplace to unlock the potential of gender diversity”

BCG/Mass Challenge study “Why women-owned startups are a better bet” June 2018

BCG study “How diverse leadership teams boost innovation” January 2018

“10 Lessons” First Round Capital (2015) http://10years.firstround.com

Inequalities observatory: https://www.inegalites.fr/Les-inegalites-de-salaires-entre-les-femmes-et-les-hommes-etat-des-lieux

IPP report no. 12 “Feminization and economic and social performances of companies”, December 2015 — Thomas Breda. Study carried out within the framework of an agreement between the IPP and the State Secretariat for Women's Rights.

They support the charter (288)

JÉRÉMY CLÉDAT — Welcome to the Jungle/TATIANA JAMA — Selectionist and Visualbot.ai/CÉLINE LAZORTHES — MangoPay JÉRÔME LECAT — Scality JEAN-BAPTISTE RUDELLE — Criteo BENOÎT CHARLES-LAVAUZELLE — Theodo FANY PÉCHIODAT — Theodo FANY PÉCHIODAT — MyLittleParis and Seasonly MICHEL ATHENOUR — Otherwise FRÉDÉRIC POTTER — Netatmo THIERRY PETIT — showroomprive.com JEAN-CHARLES SAMUELIAN — Alan ALIX DE SAGAZAN — AB Tasty DAN GOMPLEWICZ — Armis HELENE MERILLON — Youboox FABRICE BERNHARD — Theodo FRÉDÉRIC BARDEAU — Simplon CAROLE WALTER — Simplon CAROLE WALTER — MonsieurDrive LARA ROUYRES — Selectionist and Visualbot.ai FRÉDÉRIC BARDEAU — SIMPLONCO SÉBASTIEN CARON — Mapstr JEAN-RENE ALONSO-STEFANAGGI — Remmedia ISABELLE RABIER — Jolimoi ESTEFANIA LARRANAGA — Place2swap VICTOR WACRENIER — Place2swap VICTOR WACRENIER — AppScho COME FOUQUES — Georges.tech JEAN CHERBONNIER — Georges.tech JEAN CHERBONNIER — Navx RONAN LE VOT — Navx RONAN LE VOT — Selligent QUENTIN SANNIE — SYMBIOTOPY GRÉGOIRE PASQUET — World Anita Pouplard — World Den CLEMENT DIETSCHY — Wingzy SAS AGNES LE FEUVRE — BLUE SPARKLE CAROLINE COUTY — Brand Addict THIBAULT LATAILLADE — StEMT JULES SCOMOROVSCHI — AFILIZA AHMED OMARI — AFILIZA AHMED OMARI — Data In Motion JULIEN ANDRE — Data In Motion JULIEN ANDRE — Mon-avocat.fr MAYLIS STAUB — POCKET RESULT AXEL PIVET — SWOT LAWYER MAXIME LEGARDEZ — everoad JEROME DELSOL — KPI Intelligence JONATHAN AZOULAY — talent.io MATTHIEU CARTON — Event Factory SOULARD LUCIE — Place2Swap MAGALIE LAGUNA — Place2Swap MAGALIE LAGUNA — Pi2 Capital ALEXIS LAPORTE — Pi2 Capital ALEXIS LAPORTE — Hubware BENJAMIN MUSSET — Wilco ALEXANDRE GLAS — HUH? 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YSEULYS COSTES — Numberly STÉPHANE PUIS — LOSTER GÉRALDINE MAUDUIT — OPEN TOURISME LAB MATHIEU LIBESSART — Progressive/ Sthree Sas SABAH BOUMESLA — Reveability lawyer PAUL MONTFORT — PicLife AGATHE WAUTIER — The Galion Project — The Galion Project YASMINA DRIOUCH — bMarkets ALICE GUIEN — Bliss ANTOINE JOUTEAU — leboncoin CLAIRE POISSON — Bersay JULIEN DUSSAUGE — Le Carré — Startup accelerator FRANÇOIS PHULPIN — F Partners Consulting ANNE-SOPHIE HUET — Valtech/SYLVAIN HUIN — FEELOBJECT GAËTAN TERRASSE — H4 orphan Pharma ALEXANDRE DEPRES — Hireos CLEMENTINE LALANDE — Once Dating SORAYA JABER - Minsar EZAEZA EZAEAZ - ezaezae FLORIAN BUSI - Hatack CLAIRE CANO-HOULLIER - Hiflow CLAIRE PLUVINAGE - Zenly FLORINE DUPLESSIS - EFELYA CHRISTIAN JORGE - Merci Alternative - Merci Alternative - Vestiaire Collective SCHEMOUL CHLOÉ - Vestiaire Collective SCHEMOUL CHLOÉ - Hatack CLAIRE CANO-HOULLIER - Hiflow CLAIRE PLUVINAGE - Zenly FLORINE DUPLESSIS - EFELYA CHRISTIAN JORGE - Merci Alternative - Merci Alternative - Vestiaire Collective SCHEMOUL CHLOÉ - Vestiaire Collective SCHEMOUL CHLOÉ - Friday LUDOVIC FORTIN - FINANCIAL SHARED BRAINS MARINE JOUSSEAUME - METSYS MARIE SOLENE FERTE - GALLEON AURORE GRAPHIC PLUS FRANCK ROUGEAU - FKPR AURELIEN DUVAL-DELORT - BIZAO STEPHANIE BRETONNIERE - weimpact.world ANNE-LAURE PONS - Travel Vaccinated YVES FROPPIER - Eyrapproach JAMES SMITH - Eyrapproach JAMES SMITH - nsxwmaxrcb ARNAUD BLACHON - RISE UP ANNIE GUO — Silkpay PAUL CAVAN — BPIFRANCE — The Hub CÉCILE JOLY — KLS EMILIE BALIOZIAN — BlaBlaCar CHLOÉ MONNEYRON — Galleon PHILIPPE AUFFRET — AOD'HIN AMÉLIE COMBE — AOD'HIN AMÉLIE COMBE — TBC YANNICK TRESCOS — TBC YANNICK TRESCOS — RESILEYES ALEX GON — RESILEYES ALEX GON — DC CONSULTANTS NICOLAS BAROUD — SCANDALOOK PAUL-ARTHUR JONVILLE — mindflow.io YANIS KIANSKY — Allocab — JEAN CHRISTOPHE CUVELIER — Mytower — TANYA BENCHEVA — Native Consulting (Native Spaces)

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