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This paper addresses the issue of the underrepresentation of women in leadership positions within the information and communication technology (ICT) and engineering fields. The study examines the complex issue of vertical segregation and gender equality by exploring the barriers that women encounter and the potential coping strategies they adopt to advance in their careers.

The study employs a qualitative approach, conducting semi-structured interviews with 17 women at middle and upper management levels in the ICT and engineering sectors. This approach aims to better understand women's workplace experiences and gain deeper insights into the nature of the barriers they face.

The study identifies four main factors hindering women's progression toward senior management positions, namely working hours, work-family conflict, social role stereotypes and second-generation bias. The results also offer useful insights into the coping strategies adopted by women to overcome these barriers.

The study highlights the persisting underrepresentation of women in senior positions, indicating a societal and organizational lag in terms of inclusion and equity. It underscores the importance of developing effective policies to address the challenges faced by employees striving to balance their work and family commitments. Training is recognized as an important tool for raising awareness about gender stereotypes among employees and reducing second-generation bias.

This study provides valuable lessons derived from its findings, including potential strategies that organizations can implement to help women navigate and overcome workplace barriers in the ICT and engineering fields.

This paper provides a discussion of evidence supporting strategic, targeted recruitment for increasing minority representation in police agencies in the context of negative reputations for inclusion.

Database searching along with backward and forward citation chaining identified 145 articles for review. After extracting the recruitment strategies mentioned that had empirical support for effectiveness, a framework was developed for categorizing those strategies.

Police agencies use some evidence-based practices (e.g. community engagement) but could do more to enhance diversity. Strategy applicability in the context of limited organizational diversity or a less positive reputation as an inclusive employer is discussed.

This review provides a clear set of recommended best practices for agencies to use in evaluating and enhancing their efforts at targeted recruiting.

Reviews of recruiting practices in policing have not provided a deep consideration of the evidence base for practice effectiveness nor considered practices that have support in non-policing contexts. Our review addresses the concerns of agencies that must address a less positive image regarding diversity and inclusion.