Many factors at work affect how visible employees are and how valuable they are perceived to be–and many of these factors are unrelated to technical skill. For example, tech employees in one NCWIT study pointed to factors such as “who you know,” frequency speaking up in meetings, and perceived confidence as drivers of influence in the workplace. Yet, research has shown that these factors do not actually reveal an employee’s potential or competence.
Below are ten recommendations managers can use to ensure that talent is rewarded with recognition and advancement opportunities–regardless of whether an employee engages in self-promoting behavior or benefits from matching stereotypical images of “top tech talent.”
- Look for key opportunities where employees can gain visibility/recognition
Recommend qualified employees for new opportunities, and then encourage them to pursue such opportunities. Also, identify junior team members who have the potential for more visible roles and work with them to develop the necessary experience and skills to advance.
- Identify and recommend less visible employees for top leadership roles
Identifying employees who may be less visible early and actively developing their leadership skills is vital for developing top leaders. Doing so also improves the overall organizational culture and increases the retention of top technical talent.
- Intentionally distribute high-visibility opportunities
It’s common to default to assigning visible, high-impact roles (like speaking, presenting, or leading major initiatives) to the same few people who have proven themselves reliable in those roles previously. However, this habit creates an “opportunity gap” where disproportionate recognition, career advancement, and professional rewards repeatedly go to a narrow group of employees, even when colleagues have contributed equally valuable work. Take the time to identify, recommend, and select high-contributing, often-overlooked employees for visible roles as speakers, panelists, or project leaders in customer briefings, cross-trainings, or other roles important to your business.
- Give proper credit and attributions for ideas and work accomplished
Publicly recognizing employees for their technical accomplishments is essential for increasing visibility. Research shows that there are gendered differences in how likely employees are to self-promote. Employees are socialized in different ways, and some people are uncomfortable with (and may be socially penalized) for “singing their own praises.” This belief sometimes means that these employees go unrecognized for important achievements.
- Promote technical contributions; market employee value and technical ability
Not only is it important to give employees credit for their work, but it is especially important to highlight technical accomplishments. Innovation and technical prowess are highly valued in technical companies. Making technical contributions visible throughout the organization is an important piece of technical career progression.
- Ensure that junior team members have a combination of effective mentors and sponsors with organizational clout
Employees with mentors and sponsors (sometimes collectively called advocates) are much more likely to remain with a company than those without. Mentors provide advice or guidance, while sponsors advocate for an employee throughout the company–often behind closed doors. It is important that sponsors have knowledge of the organization, as well as influence and power.
- Look for rotational assignments that will help broaden employees’ experience, visibility, and influence
Employees must be visible across different parts of the company, as well as knowledgeable about the larger company and its industry picture. Recommend and encourage less visible employees to pursue cross-company, rotational assignments that will develop and expand their strengths and talents.
- Ensure employees are focusing on high-value, visible work
Assign less visible employees to critical technical roles with high visibility. Keep track of which employees on your team get which roles. Watch for patterns where less vocal employees are assigned to roles that are less visible or more endangered (e.g., first to be downsized or potential “scapegoat” roles).
- Encourage participation in technical conferences and membership in professional organizations
Publicize opportunities for professional development. Provide time and funding for all employees to attend conferences and professional development sessions.
- Help employees expand their networks
Use your own network to help others expand their networks, connecting them with influential people across the company and in the industry.
