Inside-Out: Developing a More Diverse Workforce From Within

Today’s post on The Water Cooler tackles the gigantic issue of diversity in the technology industry. While tech companies from Silicon Valley to the Silicon Forest to Seattle are adopting strategies to increase diversity in the industry, how can internally developing employees help the industry solve the diversity problem?

First, take a good, hard look at developing internal talent. Here’s a lesson in professional development from Walt Disney, one of the 20th century’s most iconic businessmen and innovators.

How Walt Disney Used Talent Development to Win at Animation

The production of Bambi (1942) is one of many examples in which Disney, instead of going to outside sources to solve creative problems, chose to develop his existing animators in order to raise the bar in animation. Despite being a difficult feature to get rolling, Bambi marked an incredible achievement of resource development for the Studios. Disney wanted the animals to move realistically, as animals would move in their natural habitats, which had never been done before.

Instead of approaching the situation by looking to hire someone with that established skillset, Walt Disney sent his animators to art school in the evenings to hone their craft, and brought in live animals, including deer and raccoons, to the studio for them to study. These professional development initiatives enabled Disney’s animators to achieve realistic movement in the characters of Bambi. Retrospectively, Bambi is lauded as an animated achievement, and marked the first on-screen credit to Retta Scott, the Studios’ first female animator, who was brought onto the project because of her skilled charcoal sketches. Through this example of Disney’s utilization of professional development, and his ability to recognize and develop the skillsets in his team that were needed to complete the film, Bambi transitioned from a problem production, to an animated achievement.

The story of Walt Disney and Bambi shows us that internal investments pay dividends in achieving innovation. Now what can talent development do to help the diversity gap plaguing the tech industry?

But First, That Diversity Gap

The lack of diversity (in both race and gender) in one of the nation’s fastest-growing industries is not just a Silicon Valley problem, as the Silicon Forest is also experiencing a lack of gender diversity in Portland’s tech scene. When it comes to women in tech, Portland has a “a gender pay gap of 80.1 percent and only 24 percent of tech jobs filled by women.” Nationally, numbers for women in tech aren’t looking so great either. In 2015, women made up 25 percent of computing-related occupations, with only 9 percent of those women being women of color, according to a study done by the National Center for Women in Information-Technology.

For tech-giant Intel, the company found that the numbers weren’t pretty either. Furthermore, they realized that simply releasing data on the company’s diversity was not enough to bring about actionable change. However, Intel took it further and “set ambitious diversity goals, and tied managers’ bonuses to them. Intel also stated it would become the first high technology company to achieve ‘full representation’ of women and underrepresented minorities by 2020,” quoted in an April 2016 article by Inc. It’s important to note that “full representation” doesn’t necessarily mean 50 percent men and 50 percent women, either – Intel clarified in their goals that full representation meant “reflecting the available talent marketplace for the groups and businesses in which you hire,” which for women is still only 27 percent.

While Intel has made serious strides in improving diversity in the workplace (43% of last year’s hires qualified as diverse hires), this surfaces the question plaguing the technology industry: How do companies then not only tap into the available talent marketplace of diverse hires, but rather what can they do to develop and increase that talent pool beyond the existing 27%? Arguably, going above and beyond by implementing strategies to move the needle and achieve more than 27% representation for women in technology, could very well position companies in a proactive position to considerably alter the landscape (and reputation) of the industry for the better.

Recruiting for a More Diverse Workforce

For many technology companies, including giants Intel and Microsoft, the strategy of achieving “full representation” relies heavily on reformed recruiting and hiring. A variety of technology companies have identified more proactive strategies that help them operate more inclusively within recruiting and hiring. Microsoft, for example, recruits from a wide breadth of conferences and events that are inclusive. Adopting more inclusive language into job descriptions is also a strategy companies are adopting. Social media technology company Buffer found that removing the word “hacker” from their engineering job descriptions made their applicant pool more inclusive. Additionally, organizations are crafting more diverse panels of interviewers; it’s required by Intel that each open position has a diverse slate of candidates and a diverse interviewing committee.

Retention Is Key!

Once diverse hires have been made, retention is a struggle. Additionally, it doesn’t help if organizations are in metro areas that already struggle with diversity, regardless of industry. In a 2016 Metro report, only one-quarter of Clackamas and Washington counties identify as a race other than white, which in turn increases the competition when hiring diverse talent. When one company comes out on “the winning end” or is hiring diverse talent, other companies take notice and poach that talent, leading to a huge problem facing diversity in tech. Instead of poaching, companies should find ways to retain and develop the diverse talent they have, and invest in professional development, as it has been shown to alleviate some of the staggering attrition rates for the diverse talent pool in technology. For engineering specifically, the National Center for Women in Information- Technology found that the attrition or “quit” rate was 40%, with an overall average of 41% across all computing-related occupations – compared to just 17% for men.

Attrition Rate in Computing-Related Occupations

This data suggests that in addition to women only representing barely a quarter of the engineering and computing-related workforce, nearly half of those women are choosing to quit. Why? NCWIT’s study found that “women who left were less likely to report opportunities for training and development, support from a manager, and support for balancing work and other competing responsibilities.”

A More Diverse Workforce Begins From Within

For organizations large and small, investing in existing talent is a great way to not only retain employees, but also maintain attractiveness to potential candidates. An impactful strategy exists in identifying potential in your current team and giving your employees opportunities to shine and develop skillsets that may otherwise be outside of their normal job. Developing internal tools, such as behavioral assessments, to gauge this type of potential can lead to exponential employee development. These approaches of investing in talent you already have goes back to the earlier example of Walt Disney’s approach to professional development – giving existing employees additional tools to succeed and grow professionally. NCWIT’s report found that “technical women identify isolation from a lack of mentorship or sponsorship as one of the key barriers to their retention and advancement.” It was also discovered that with mentorship or sponsorship, women’s access to high-visibility work, as well as their promotion and retention rates, rises. The same was true for men, so mentorship and sponsorship can be considered a professional development win-win company wide.

To support talent development initiatives for organization-wide inclusivity, organizations must have a working environment that will support these initiatives. This is an element deemed critical by the NCWIT, which stresses that creating a more inclusive organization should include establishing top leadership support, institutional accountability, and improving managerial relationships. Note that this type of organizational change, from the inside-out, isn’t just advantageous to minority groups, it also benefits majority groups as well. Giving majority groups the opportunity to become allies in the initiative for a more diverse workplace benefits the organization as a whole.

Moving the Needle toward a More Diverse Workforce

While taking proactive approaches through recruiting practices is helping to chip away at the diversity gap in the technology industry, companies should place more emphasis on more inclusive efforts internally to develop and retain talent to truly see growth of the overall diverse pool. While poaching is a short term solution that helps one organization, companies must work together to develop talent in order to help grow the talent pool in its entirety so the industry can see meaningful change. Some great sources for beginning the discussion in your organization can be found through National Center for Women in Information Technology, Microsoft’s Center for Diversity and Inclusion, and Lean In, a resource for women in the corporate workforce. Additionally, if you’re in Portland, take some time to check out Techtown Portland, an organization dedicated to addressing the changing landscape of the Silicon Forest, and proactively addressing representation of women and communities of color in the tech industry. While these changes will take time, starting from within, and then working collaboratively to help close the diversity gap is a huge step in the right direction.

< Older Post

Newer Post >

New Opportunity: Chief Financial Officer

By Effie Zimmerman • November 11, 2025

Chief Financial Officer ABOUT THE COMPANY Oregon Beverage Recycling Cooperative (OBRC) is the industry steward of Oregon’s nationally recognized beverage container redemption program. We help keep Oregon beautiful by providing outstanding services to our partner distributors, retailers and to the public for the recovery, reuse, and recycling of beverage containers. OBRC serves as a not-for-profit statewide operator with full vertical integration, making the co-op a major employer and providing more than 500 clean economy jobs in Oregon. Through our statewide fleet operations, OBRC collects more than 2 billion containers annually for recycling across a network of 2,000+ retail stores, 27 redemption centers, 90+ bag drop locations, and transports them for counting, sorting, and processing across 6 statewide processing centers, preparing these containers for Grade-A domestic recycling. At a dime per container, the value of refunds adds up fast. This requires speed and accurate reimbursements for retailers and payments directly to consumers and nonprofits. OBRC manages the flow of deposits and container refunds, paying out over $200 million annually to Oregon consumers. No similar system in America has consumers and the beverage industry is working so closely together to achieve outstanding results, and Oregon’s Bottle Bill is popular with consumers. OBRC is proud to serve as the industry steward of Oregon’s Bottle Bill, ensuring Oregon’s beverage container redemption program continues to produce positive results for Oregonians and inspiring positive change beyond our borders as a model program across the globe. THE ROLE As a strategic business partner to the CEO, this financial leader collaborates with the executive team to provide finance and accounting support for companywide operational departments and other partnerships. Drive business performance by influencing and executing strategies that further OBRC’s mission statement. RESPONSIBILITIES Advise in an active and supportive manner to the CEO, Board of Directors, and other executive team members on strategic plans with a focus on controlling costs and meeting budget goals. Lead the Finance and Accounting team to provide and interpret financial information to improve performance, efficiency, and decision-making across all departments. Influence executive decisions with data and respectful challenges to the status quo. Ensure sound financial management and control practices, including internal financial reporting, internal controls, audit and tax compliance, accounting, strategic and operational financial planning and analysis, budget preparation and reporting, management reporting, as well as insurance and risk management. Direct and manage the treasury function, including planning and forecasting cash flows and maintaining the primary relationship with banking partners. Partner with Human Resources in overseeing and managing employee retirement benefit plans and other benefit plans, including health insurance, life, and disability insurance. Manage OBRC patron relationships and lead the team members in monitoring and signing up new cooperative patrons. Successfully monitor the monthly reporting process by patrons to ensure compliance with service agreements. Consult and lead business departments during the annual budgeting process and any required forecasting to support capital and business development projects. Provide timely and accurate analyses of budgets, financial reports and financial trends. Ensure data systems can meet the company’s business objectives. Compare actual performance against forecast and recommend corrective action when actual performance is significantly unexpected. Provide monthly internal reports and periodic reforecasting of the current year’s financial and business plans. Oversee OBRC’s Loss Prevention Department, which emphasizes asset protection on a companywide basis and security at specified BottleDrop locations. Review legal documents and manage legal challenges in collaboration with the CEO/COO and legal counsel. Supervise and manage a team of employees, including recruitment and hiring of staff, performance management, discipline, and terminations. Other duties as determined by business needs. EDUCATION & EXPERIENCE A bachelor’s degree in finance, business, or other related fields is required. An MBA or an advanced degree is preferred. 15+ years of progressively responsible financial leadership experience required, with a preference for prior public accounting experience. At least 3 of those years should have been in a CFO or financial executive leadership role. CPA is preferred. REQUIREMENTS – KNOWLEDGE, SKILLS, AND ABILITIES Strong verbal and written communication skills; ability to break down complex analysis and communicate effectively to all levels of both internal and external partners. Demonstrated leadership ability, confidence, executive presence, and ability to motivate accounting and other employees. Self-starter who works with a sense of urgency. Strong organization skills with exceptional attention to detail, with a high level of accuracy. Proficiency and professional knowledge of MS Word, MS Excel, and Outlook. Adaptability, and the ability to approach changes and problems with curiosity, humor with the ability to change course. Technical financial knowledge, including cash-flow management, reporting, and analysis. Strong interpersonal skills to listen to understand different perspectives and motivations. Ability to assess a business problem quickly and identify solutions that address the root cause. Ability to delegate tasks and support the team by being hands-on during periods of high need. Ability to effectively manage people and performance to deliver improved team performance. Experience with coaching and mentoring direct reports and assisting with conflict resolution. Interested in Learning More? 180one has been retained by OBRC to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503-334-1350 / tom@180one.com .

New Opportunity: Senior Director of Investor Relations

By Effie Zimmerman • November 7, 2025

Senior Director of Investor Relations ABOUT THE COMPANY As a leader in the global active lifestyle apparel, footwear, accessories and equipment industry, Columbia Sportswear Company has assembled a portfolio of brands dedicated to connecting active people with their passions. In addition to the Columbia brand, Columbia Sportswear Company also owns the Mountain Hardwear, SOREL and prAna brands. Founded in 1938 as a small hat company in Portland, Oregon, Columbia Sportswear Company today has grown into an industry icon with $3 billion in annual sales. As a global company, its brands are now sold in approximately 90 countries. Based in Portland, Oregon, the company is dedicated to making no-nonsense apparel, footwear and accessories to keep consumers warm, dry, cool, and protected, no matter what. Defined by its innovative gear, Pacific Northwest heritage, irreverent spirit and family business ethos, Columbia’s products continue to gain worldwide recognition, enabling them to unlock the outdoors for everyone. THE ROLE The Senior Director - Investor Relations (“the Director”) is part of Columbia Sportswear Company’s (CSC) global finance organization and supports CSC’s senior leadership team optimally positioning the Company to create shareholder value. The primary goal of the Director is to educate and update current and prospective shareholders and investment analysts about our business strategies, trends, risks, financial results, financial outlook, and other relevant matters. Building and maintaining constructive relationships between CSC and the investment community is essential to success in this position. The Director works to successfully lead CSC’s investor relations and financial communications program supporting quarterly earnings releases and other shareholder and investor events including CSC’s annual shareholder meeting, non-deal roadshows, one-on-one meetings, investor conferences and other similar events. Additionally, the Director is responsible for analyzing and interpreting financial, operational, and other related performance metrics for the Company, its competitors, and other market players to prepare financial and other material press releases, presentations, talking points, Q&A documents and other key messages. This position is also responsible for the Company’s competitive intelligence program. This includes researching and analyzing business and financial shifts and trends impacting our customers, competitors, suppliers and other stakeholders in our industry and then communicating these insights to senior leaders and commercial business units. RESPONSIBILITIES Leads in the planning, preparation, drafting and distribution of investor relations related documents, including quarterly earnings releases, earnings release script, CFO commentary, Q&A documents, key messages and talking points. Builds and maintains relationships with sell side analyst community, and assists with communications between the Company and the investment community. Conducts investor targeting for investor conferences, non-deal roadshows, and other investor meetings. Maintains and updates investor relations calendar, including scheduling investor/analyst calls, earnings conference calls, investor conferences, non-deal roadshows and onsite meetings. Develops a thorough understanding of the Company by regularly engaging with business and financial leaders to understand the Company’s business strategies, initiatives, risks, regulatory environment, financial plans and other significant matters relevant to investors. Creates and updates investor relations presentations for use in communicating with the investment community as well as similar financial presentation materials for internal use to the Company’s worldwide employee base. Manages Investor Relations portion of the Company’s website, including the creating and updating of content. Support finance and legal with reporting obligations including quarterly and annual SEC filings, and other reporting commitments. Manage creation of the Annual Report to Shareholders and partner with legal on the creation of the Proxy Statement and execution of the Annual Shareholder meeting. Monitors competitor and market information obtained from analyst reports and media sources; compiles relevant information into summaries for distribution to CSC’s senior leadership team and other relevant stakeholders. EDUCATION, EXPERIENCE & SKILLS REQUIRED Undergraduate degree in Finance, Business, Accounting, Communications or related field, MBA, or CPA a plus. At least ten years of broad business experience in multiple disciplines such as investor relations, investment banking or sell-side or buy-side research. Expert level of knowledge related to investor relations and SEC disclosure regulations, accounting practices, international business, and financial markets. High degree of financial literacy with attention to detail and accuracy. Excellent interpersonal, oral, and written communication skills, including presentation skills. High degree of organization and efficiency with demonstrated attention to detail. Demonstrated accountability and ability to meet deadlines. Ability to work both independently and collaboratively. Dynamic and disciplined thinker with intellectual horsepower. Highest ethical standards, integrity, authenticity, credibility, and character. Professional demeanor and ability to interact with persuasiveness and confidence. Impeccable judgement and maturity. JOB SCOPE Position is highly complex and frequently involves new and varied work situations. Performs duties under little supervision. Determines his/her own practices and procedures and contributes to the development of new ones (company-wide). Decisions are made within general company policy and legal guidelines. Mistakes/errors may result in the dissemination of incorrect information, which may impact investor relations. Ability to work under pressure and respond to intense questioning related to CSC’s financial position. Able to prioritize workload and manage multiple projects independently. Ability to problem solve, analyze/understand complex finance and accounting issues, and financial statement relationships. Able to read, retain and explain internal and external information on CSC’s business and the dynamics of markets and competitors. Communicate with investors and balance their need-to-know against company disclosure policies. Some travel is required. INTERPERSONAL CONTACTS Contacts are with others both inside and outside the organization, including significant engagement with the external investment community. Interactions usually involve information exchange of confidential and sensitive information. Interested in Learning More? 180one has been retained by Columbia Sportswear to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

The 7 Wonders of How to Retain Your Best Talent

By Greg Togni • November 4, 2025

In today’s hyper-competitive business environment, retaining top talent has become one of the most pressing challenges for organizations of all sizes. According to recent data, 76% of private company executives consider talent retention a key to remaining competitive , and for good reason. The cost of replacing an employee can reach up to two times their annual salary, not to mention the loss of institutional knowledge, customer relationships, and team morale that often follows. Yet despite leaders recognizing its importance, 51% of employees are actively looking for or open to a new opportunity . This means that roughly half of your workforce could walk out the door at any time if they find a better offer, stronger culture, or more growth potential. In such a landscape, retention isn’t just an HR function; it’s a strategic imperative. Below, we explore the key drivers of employee retention and how companies can build a culture that keeps their best people engaged, loyal, and thriving. 1. Build a Culture of Recognition and Trust People don’t just work for paychecks—they work for appreciation. Studies show that 71% of employees would be less likely to leave if they were recognized more frequently . Recognition goes far beyond annual awards or performance reviews; it’s about cultivating a daily culture of appreciation. When employees feel that their contributions are valued, they’re more motivated, more loyal, and more invested in the company’s success. But recognition must be genuine and consistent. It can take many forms: a manager’s public praise in a meeting, a peer-to-peer “thank you” program, or even a personalized message from leadership. Recognition reinforces belonging, and belonging drives engagement. However, appreciation alone isn’t enough if leaders fail to act on employee feedback. When organizations solicit feedback but do nothing with it, it creates frustration and mistrust. Employees start to believe leadership doesn’t listen, which erodes morale. Transparency about what’s being done with feedback, whether changes are implemented or not, is essential to maintaining trust and retention. 2. Strengthen Leadership and Management Quality It’s often said that people don’t quit jobs, they quit managers. The data support this: seven out of ten workers who quit their jobs do so because of a bad manager . Poor management can take many forms, micromanagement, lack of communication, inconsistent expectations, or insufficient support. Whatever the cause, bad management destroys engagement faster than almost any other factor. To retain your best talent, invest in developing your leaders. Provide training on emotional intelligence, communication, and conflict resolution. Encourage managers to hold regular one-on-ones that focus on coaching rather than just task management. Good leaders inspire people to stay and grow; bad ones drive them away. Organizations that prioritize leadership development send a clear message: we care about your experience here, not just your output. 3. Make Onboarding an Experience, not a Process The employee experience starts on day one. A strong onboarding program sets the tone for engagement, connection, and retention. Research shows that 69% of employees are more likely to stay for at least three years after a great onboarding experience . That’s a powerful return on investment for something many companies still treat as a checklist exercise. Effective onboarding goes beyond paperwork and orientation. It integrates new hires into the company culture, connects them with mentors, and helps them understand how their role contributes to the organization’s mission. The first 90 days are critical; employees decide whether they see a long-term future with the company based largely on this period. Investing in structured, meaningful onboarding experiences pays dividends in loyalty, productivity, and morale. 4. Offer Continuous Learning and Career Growth In an era of rapid technological change, professional development is not just a perk; it’s a necessity. 94% of employees say they would stay longer if they had more learning opportunities. That statistic should grab every executive’s attention. Employees want to grow, evolve, and feel like they are moving forward in their careers. Creating a culture of continuous learning means offering access to courses, mentorship programs, cross-departmental projects, and leadership pathways. It also means making learning accessible through digital platforms, lunch-and-learns, or sponsorships for certifications. Career stagnation is one of the biggest drivers of turnover. When employees see no path upward, they start looking outward. Companies that invest in developing their people not only improve retention but also future-proof their workforce for tomorrow’s challenges. 5. Align Compensation with Value While culture, recognition, and growth matter deeply, compensation remains a critical factor. Fifty-six percent of employees say compensation is a top reason they would consider leaving . Fair pay isn’t just about keeping up with competitors; it’s about showing employees they are valued. This doesn’t always mean being the highest-paying employer in your market, but it does mean being competitive and transparent. Regular salary benchmarking, performance-based bonuses, and clear communication about pay structures build trust and loyalty. Additionally, benefits play a huge role. Health insurance, retirement contributions, flexible work arrangements, and mental health resources are all part of the total compensation package employees evaluate when deciding whether to stay. 6. Foster a Sense of Purpose and Belonging Employees today are looking for more than just a job; they’re looking for meaning. They want to know if their work has purpose and that their company stands for something beyond profit. This is especially true for younger generations entering the workforce. Creating purpose means connecting daily tasks to the broader mission and impact of the organization. When employees understand how their work contributes to something bigger, whether it’s serving customers, improving communities, or driving innovation, they’re more likely to stay committed and engaged. Belonging also plays a major role. Inclusive cultures where diverse voices are valued foster higher engagement and retention. Employees should feel they can bring their authentic selves to work without fear of judgment or exclusion. 7. Use Data to Drive Retention Strategy Retention isn’t a guessing game; it’s measurable. Use employee engagement surveys, turnover data, and stay interviews to understand why people stay and why they leave. Look for patterns by department, manager, or tenure. Once you identify the drivers of turnover, act quickly. Whether it’s improving communication, adjusting workloads, or rethinking career paths, data-driven decisions allow you to focus resources where they’ll have the greatest impact. Remember: what gets measured gets improved. Retaining top talent isn’t just an HR initiative - it’s a company-wide commitment. From executives to front-line managers, every leader has a role to play in creating an environment where people feel valued, supported, and inspired to stay. In the end, companies that treat employees as their most valuable asset - and act accordingly- will not only retain their best talent but also attract more of it. In a world where skilled workers have more choices than ever, the organizations that win will be those that make people want to stay.