Diversity in Action

What we’re proud of

• 30% of our voting board members are women, 44% including non-voting board members. While this is not parity, it is double the average of tech and results from deliberate actions by our cofounders and investors.

• Internally, we dramatically reversed our lack of gender diversity. In 2020, we realized the issue and took our proportion of women in the workforce from 25% in January of 2019 to 46% in May 2023.

  • This is the result of our Talent Acquisition team’s commitment to building and enforcing diverse candidate pipelines. Our job postings are designed to be gender inclusive and are regularly screened using both actual AND artificial intelligence.

• Our levels are gender-balanced up to the director level. Men and women are coaches in equal proportions. We have unbiased promotion ratios which we systematically review and investigate if needed every time we run a level-up exercise.

• We have no gender pay gap within jobs and levels. We continue monitoring this during every compensation change operation (yearly reviews, level ups).

  • A huge contributor to this is our approach to compensation, rejecting negotiation and traditionally biased “common sense” decisions in favor of a transparent policy that we systematically implement.

• Flexible work is highly conducive to DE&I, and we feel our ways of working inherently accommodate people from all walks of life.

• We provide safe spaces. Our ongoing pulse survey lets 360Learners submit anonymous comments. This ensures every voice can be heard, and people can raise issues they might otherwise be hesitant to report. Going further, we have a whistleblowing policy backed by a fully confidential platform operated by a third party to help fight harassment. 

• We offer a welcoming and supportive environment. Thanks to ERGs, 360Learners can engage with like-minded colleagues and promote inclusiveness. We embrace opportunities throughout the year such as Juneteenth, International Women’s Day, Pride Month, etc. to raise awareness. Our platform includes courses about race, gender, and disability in the workplace. We also have courses sharing ways in which coaches can foster an inclusive workplace, combat bias in recruitment, and more.

What stands in our way

There are 2 main obstacles.

• First, we are firm believers that “what you measure improves” and we have successfully applied that principle to gender diversity. We wish we could apply the same focus to racial diversity. It may seem odd to our colleagues outside France, but France (like many European countries), forbids the processing of data on race or sexual orientation. No matter how well-intentioned we are, we simply cannot collect such data for candidates and employees in France which still accounts for two-thirds of our workforce.

• Second, engineering is a significant part of our workforce. It is well documented that engineering schools lack diversity and we’re inheriting that problem. This does not exonerate us as we’re not only importing that problem but making it worse as we have less than 15% of women in Engineering. Removing focus on initial education for experienced hires is not much help either, because access to experience encounters the same initial education hurdle.

What we’re focusing on

We have a ways to go until we fully reflect diversity. We are also fully aware that impact requires focus, and that we can’t make meaningful progress on everything at once, but we do take the opportunity to progress whenever possible. With that in mind, the below details our focus for the foreseeable future:

• Women at the VP level (excluding our cofounders)

  • Target: 40% of women at the VP level and above by the end of 2024 (target increased)

  • Actual (February 2024): 33% of women at the VP level and above (up)

  • Context: There is no quick fix other than consistently applying our hiring principles to senior roles. Our Chief Executive Officer, Chief Operations Officer, and Chief People & Culture Officer share a mutual focus on this. Our Talent Acquisition team is committed and any hiring partners must embrace our goals if they are to work with us.

• Women in sales

  • Target: 46% of women in sales by the end of 2024, to be on par with the overall company gender balance

  • Actual (May 2023): 40% women in sales (up)

  • Context: We must do better and the sales leadership team (Chief Revenue Officers, Sales VPs, and Sales Directors) is committed to change and will report regularly on their results

• Women in engineering

  • Target: 18% of women in engineering by the end of 2024 (target increased)

  • Actual (May 2023): 16% of women in engineering (up)

  • Context: We must do better and the engineering leadership team (Chief Technology Officers, Engineering VPs, and Engineering Directors) is committed to change and will report regularly on their results

• Racial diversity in the US

  • Target: 13% of “Black or African-American” in the US by the end of 2024

  • Actual (May 2023): only 3% of “Black or African-American” in the US (down)

  • Context: We have been reporting the racial diversity of the US-based workforce for a year. We have a 68% “White” team versus the US census data of 64%. While we match US census data on “Hispanic or Latino” and are not too far for “Asian”, we are only at 3% “Black or African-American” versus the census' 13%

• Criteria of the “Mission French Tech Parité”

  • 20% of women on the board of directors, by the end of 2025 and 40% by the end of 2028

  • 100% of job postings are gender neutral

  • 100% of coaches receive DE&I awareness training as well as training on fighting discrimination and harassment

  • there is full parity amongst company representatives i.e. people who can speak on behalf of the organization, internally and externally

  • a process is in place to support all employees returning from parental leave