>Companies that value diversity (age, gender, nationality, etc.) are the ones looking for that high-quality output that makes products work in the long term.
What’s the evidence behind this assertion?
What’s the evidence behind this assertion?
To have Chinese engineers in China, Brazilian in Brazil and Mexicans in Mexico is NOT diversity. That is the contrary of diversity. That is to have homogeneous teams.
I have worked for companies in Stockholm that have people from India, Canada, Australia, Sweden, Spain, Ukraine, Poland, ... working together in the same office. That is diversity. All of them were had the same range of salaries and expectations. Of course, it was not fairytale perfect. But it was quite good.
Externalizing costs to a low-cost country has nothing to do with diversity, as I understand it.
I'm curious what definition of Diversity you're using that a team of people from all over the world doesn't qualify.
> I'm curious what definition of Diversity you're using that a team of people from all over the world doesn't qualify.
What you wrote would work better as a response to that than to what I wrote.
Like an office in sf with all genders and colors represented is diverse...even tho they are all impacted by being im sf and sf culture
Intuitively though this position makes sense to me that, as long as the various issues surrounding natural human tribalism are managed, diversity is generally helpful -- as each "tribe" may offer a unique perspective towards problems and solutions.
Having said that, a lot of articles on "ageism in tech" more or less seem to focus on cultures of work that promote "long hours" for long hours sake, over something more balanced (and, in the end, productive and efficient). There's plenty of evidence out there that shows how wrong-headed of an approach "long hours" cultures are, this is not hard information to look up.
This is my impression on why diversity generally works well. Unique perspectives and experiences often generate more original and creative approaches to some problem which in turn is much more valuable. Additionally, and especially for FAANGs, having the organizational awareness of a diverse set of perspectives allows you to create solutions that are broad and can adequately meet the inherent diversity in the world.
People often want to look at software engineering as this super technical line of work, but in practice it really isn't. How, What, and Why to engineer something varies significantly. Everyone will probably have a different approach to solving a problem. More diversity means a greater net to catch which one might be the most optimal.
Plus, you might want to create services or apps that specifically target a need. I would honestly question how well an app for women might be if is made by all men. I would question how well a app for rural living might be if it was made by people who only lived in a city. I would question how well an app designed for use in America might be for use in Africa. There are cultural differences and use differences, needs and wants, infrastructure, etc.
It would be assumed a highly diverse team would be much more suited to trying to solve those problems. And I would also believe that a highly diverse team would be the result of authentic merit based system anyways.