From Diversity & Inclusion to Balance & Belonging


Atlassian's mission is to unleash the potential in every team—including our own. We know that the highest performing teams include people with diverse perspectives and ways of solving problems. We also know that in order to help those people do their best work, they need to feel like they can be authentic at work and feel that they belong on their team. Research has shown that diverse teams perform better, but how can companies reap these benefits? Diversity starts at the team level, and we must think more deeply than simply top-line representation, and think more broadly than defining diversity in terms of gender and race.

"We're building for a wide variety of customers, and thus, our teams need to reflect their perspectives as we create products and practices to address their needs."

This year, we've realized that in order to continue making progress, we've got to go beyond diversity. It's not about how many people of a specific demographic are represented at the company level, it's about balancing perspectives across teams, at all levels of the organization and how people feel when they come to work. What, exactly, is beyond diversity?

Balance

We're moving away from the idea of "diversity" in order to build balanced teams. Our 2018 State of Diversity Report showed that people associate the word “diversity” with underrepresented people, which is getting in the way of progress. Why? It subtly suggests that people from majority groups aren’t a part of diversity, which isn’t correct or right. We're trying to build teams where people can bring their unique viewpoints, and know that they're valued. We're trying to build balanced teams. We believe that helps everyone feel like they have a stake in the conversation, and helps create greater incentives for people to be involved.

Belonging

We’re also thinking beyond “diversity” as our ultimate goal, and moving past inclusion. We want to focus on something deeper, a fundamental need that we all have: belonging. We've always said that we want people to be able to do the best work of their lives at Atlassian, and we know that feeling like you belong is crucial in order to fulfill that promise, and for people to feel like they can be authentic at work. In order to draw greater focus to this crucial issue, we're releasing data on belonging at Atlassian for the first time. 

We're building for a wide variety of customers, and thus, our teams need to reflect their perspectives as we create products and practices to address their needs. To ensure that we're reflecting the diversity of our audience, we looked at the diversity within our teams for the third year in a row. We broke out our data at the team level, and went beyond race and gender to understand the unique challenges faced by other groups in our company. We're seeking to build balanced teams, where all members feel a sense of belonging. 

What we learned

We learned a lot over the past year, not only from success, but from our failures (see our 2017 Diversity & Inclusion Report for additional year-over-year data). We recognize that building balance and belonging happens over time, and what we learned this year will inform where we invest in the upcoming year. 

This year, we learned three key lessons:

The foundations matter

Manager training and rigorous fair performance assessment processes drive change by building infrastructure that supports equity of experience. We implemented training programs for our managers, built a new bias-resistant performance assessment process and audit, and implemented an improved feedback model.

The foundations matter

Manager training and rigorous fair performance assessment processes drive change by building infrastructure that supports equity of experience. We implemented training programs for our managers, and taken a new approach to performance assessments, including separating the performance review process from raises, making peer feedback optional, and implementing a continuous feedback model.

Belonging matters

A sense of belonging was correlated with greater likelihood to stay engaged at work and remain at Atlassian. This is the first year we've collected data around belonging, which we are releasing for the first time with this report. Going forward, we'll be looking at how feeling that you belong on your team impacts your experience at work and sharing what we learn.

Belonging matters

A sense of belonging was correlated with greater likelihood to stay engaged at work and remain at Atlassian. This is the first year we've collected data around belonging, which we are releasing for the first time with this report. Going forward, we'll be looking at how feeling that you belong on your team impacts your experience at work and sharing what we learn.

#BLM

Grouping Black and Latinx employees together as "underrepresented minorities" in many of our analyses obscures important patterns that we need to dig into. For a variety of reasons, our Black employees face different challenges than other underrepresented groups, and we need to do better to understand those challenges and create an environment where folks feel they can show up authentically and feel that they're valued contributors. We've seen a gap in this area, with no progress in representation from 2017 (representation is 2.1%), and a lower sense of belonging compared to other groups in the company.

We're actively building partnerships to help grow the Black community at Atlassian, and are working with our teammates to build a more robust community internally.

#BLM

Grouping Black and Latinx employees together obscures important patterns that we need to dig into. For a variety of reasons, our Black employees face different challenges than other underrepresented groups, and we need to do better to understand those challenges and create an environment where folks feel they can show up authentically and be valued contributors to the TEAM.

“At Atlassian, we're playing the long game, valuing progress over perfection.”

What we got right

We saw an increase in representation among several groups, including women in technical and leadership roles, underrepresented minorities in our U.S. offices, and employees over 40 years old. In addition to quantitative improvements, we also saw qualitative improvements, evidenced by new dialogue and discussion around gender identity, autism, mental health, parental status, and personality differences like introversion and extroversion.

For additional information about year-over-year progress and areas for improvement, take a look at Atlassian's 2017 Diversity & Inclusion Report.

Key representation statistics

Key representation statistics

27%

women in leadership roles


increase from 26.8% to 27.1%

22%

employees over age 40


increase from 19.1% to 22.2%

17%

women in technical roles


increase from 14.6% to 17%

Discussion insights

Learn more about how you can improve balance and belonging in your organization.

Discussion insights

Learn more about how you can improve balance and belonging in your organization.

Working with introverts

13 Books that disrupt stereotypes and build emotional intelligence

Tales of Neurodiversity in the Workplace

The irony of ageism

Working with extroverts

Looking to the future

We're excited about what we've been able to achieve this past year, but we know that we're only at the beginning of building the Atlassian we want to see. We know these initiatives must be a team effort: driven both at the grassroots level and with leadership-level investment. We can't achieve balance and belonging without the individual actions of each of us every single day. This year, we wanted to broaden the conversation and highlight the contributions of teams across the business in building a more balanced, equitable Atlassian.

- Mike Cannon-Brookes, Scott Farquhar, Aubrey Blanche, and Helen Russell

Hear more about how Atlassian is addressing Balance & Belonging

Creating an environment where everyone is supported on their growth journey regardless of where they're at, is critical to creating an equitable company.

- Glenn Carter & Jamie McCollugh, Learning, Development, & Performance

Learn more

Creating an environment where everyone is supported on their growth journey regardless of where they're at, is critical to creating an equitable company.  This includes providing employees with clear expectations of their role,  giving them actionable feedback on the impact they're having in their role and on their team, and providing them with meaningful learning experiences.  That's why our Learning & Development and Performance Development teams have partnered up - to build the foundational processes and programs needed to support all Atlassians. This year, we've launched a more structured approach to growth planning, new bias-resistant approaches to assessing both performance and Atlassians' anticipated future impact, and will be launching a new model for continuous feedback. 

We also know how important the relationship between an employee and manager is to creating a culture of growth and equitable advancement opportunities. In order to do this, we need to build strong growth partnerships between people leaders and individual Atlassians. A growth partnership between a people leader and an individual Atlassian weaves together formal learning, opportunity exposure, and experience in a coherent and layered way that helps each employee gain new skills. To assist in this journey, we've designed and curated a portfolio of online learning resources, tools and frameworks to support in-person conversations, and facilitator-led workshops to practice and embed the skills. We also help employees optimise their self-directed learning budget through Learning Fairs, connecting employees with preferred learning vendors. We're always striving to create a personalized learning experience for our employees.

We know that in order to hire a balanced team at scale, we must hold ourselves to the highest standards in how we attract and evaluate new Atlassians.

- Rob Allen, Talent Acquisition

Learn more

We know that in order to hire a balanced team at scale, we must hold ourselves to the highest standards in how we attract and evaluate new Atlassians. Over the last few years, we've strengthened our interview process and introduced a structural behavioral interview to assess for values alignment (rather than the biased concept of culture fit) across our graduate and experienced hiring pipelines. As we've scaled, a significant portion of our new Atlassians in experienced roles are directly sourced, which has helped us direct our efforts to improve. We've implemented the diverse slate approach for hires director-level and above, and provided our team with access to a wide range of sourcing platforms and partnerships to ensure we're bringing in a balanced set of candidates. We've taken full advantage of our status as a global company, implementing cross-border recruiting techniques to reach a broader, more balanced set of candidates across a variety of axes. Over the last year, we've also made significant investments in our technology and analytical infrastructure, which will help us more proactively identify further areas for improvement. 

Redefining our illustration style was a chance to step up and become a more proactive and responsible member of our community.

- Sara VanSlyke, Brand Illustrations

Learn more

For a company that wants to unleash the potential in every team, depicting people is especially important. How we represent the people who make up teams should be just as important. Redefining our illustration was not only a chance to make it a more powerful and usable tool for advancing our brand message, but to step up and become a more proactive and responsible member of our community. Our illustrated characters, or "meeples" as we call them, have been through many iterations over the years, but our recent rebrand gave us an opportunity to completely change the standard we hold ourselves to. We started by widening the spectrum of skin tones, hair colors, and other features to better reflect real people. This not only allowed us to more effectively represent people of color, but helped people of all ages see themselves in our brand too. We expanded on how our meeples express gender and individuality with more hairstyles and clothing options. We added to the number of cultures and religions that can be expressed and experimented with new ways to present meeples of varying ability, starting with the addition of glasses and hearing aids. These new features served as a great foundation, but we went further to examine the actions and relationships between the characters in the narratives we create for them. The roles we give to each character matter, so we take care to be conscious of the power-dynamics we create and are careful to not solidify stereotypes by always casting certain characters into certain roles. This journey has taught us that promoting diversity and inclusion within our brand is a persistent and multi-faceted effort, and we continue to explore ways to make our brand more inclusive. Read more about the evolution of our brand, and get tips for your journey here.

The Atlassian Workplace is the physical manifestation of the values and culture that we're always building at Atlassian.

- Scott Hazard, Real Estate & Workplace Experience

Learn more

The Atlassian workplace is the physical manifestation of the values and culture of belonging that we're always building at Atlassian. It goes well beyond the walls and the desks, and influences how individuals show up at work and how teams work together. We're taking the approach of balancing "good global citizenry" with the concept of "individual needs and personal efficiency". Many companies use a purely mathematical approach to building out a space: we have X amount of square footage, divided by Y number of employees, so we need Z number of desks to fill the space. We're thinking about how different people and teams work, who they are, and how to celebrate both the common and the unique needs for each type of team and individual.

We are asking our teams questions such as: Does the team have a lot of remote workers or folks who travel often? Does the team work on sensitive projects, like legal, finance, or HR? How does our choice of themes and room names help ensure everyone can see themselves reflected in our space? How do we balance the need for collaborative spaces that may be noisier with the needs of folks who can get overstimulated, like introverts or team members on the autism spectrum? How can we inclusively Design for the whole spectrum of visible and invisible disabilities? We're looking at how to make all employees feel like they belong in all our global workspaces by including a reflection room, parents' room, communal kitchen, and a number of unique spaces to allow for 1:1 conversations, 1:many meetings, and even quiet spaces to work away from your desk in each one of our offices. See how we're bringing Atlassian values to life in our behind-the-scenes videos of the Pine St. build-out!


2018 Team diversity highlights

DEPARTMENT TOTAL TEAMS 1 OR MORE IN SYDNEY 1 OR MORE WOMAN 1 OR MORE PERSON 40+ 1 OR MORE BLACK / AFRICAN AMERICAN 1 OR MORE HISPANIC / LATINX
Customer Support 27 29.6% 92.6% 81.5% 14.8% 25.9%
Finance 4 75.0% 100.0% 75.0% 25.0% 50.0%
HR 14 57.1% 100.0% 57.1% 7.1% 28.6%
IT 17 47.1% 82.4% 94.1% 5.9% 17.6%
Legal 6 66.7% 83.3% 100.0% 0.0% 16.7%
Marketing 21 14.3% 100.0% 66.7% 9.5% 33.3%
Software 128 71.1% 66.4% 71.9% 5.5% 7.8%

Data excludes “teams” of one. Race data only available for U.S.-based team members.
Have questions about our data? Check out our methodology here.


2018 Team averages by department

Stats represent average number per team within each department.
For example, the average team in IT is composed of 8 people, 2 of whom are women, 2 are 40+, etc.

DEPARTMENT TEAM SIZE SYDNEY WOMEN 40s PEOPLE OF COLOR
Customer Support 16 2 5 4 3
Finance 23 4 16 7 5
HR 10 2 6 2 2
IT 8 2 2 2 2
Legal 8 2 4 4 2
Marketing 11 0 2 2 3
Software 12 7 2 2 1

Data excludes “teams” of one. Race data only available for U.S.-based team members.
Have questions about our data? Check out our methodology here.


2018 Company stats

The tabs below contain company-wide statistics. Race data only available for U.S.-based team members.
Have questions about our data? Check out our methodology here.

Women in the workforce

Representation

Total Women

Technical

Non-technical

Leadership

12-month Hiring Rate

Total Women

Technical

Non-technical

Leadership

Sense of belonging by gender

GENDER  
Women Baseline
Men +1%
Decline to state +6%

 

Race and/or ethnic identity

Race data only available for U.S-based team members.

Company total

Representation

12-month hiring rate


Company total

White

Representation

12-month hiring rate


Company total

Asian

Representation

12-month hiring rate


Company total

Hispanic or Latinx

Representation

12-month hiring rate


Company total

Two or more races

Representation

12-month hiring rate


Company total

Black or African American

Representation

12-month hiring rate


Company total

Decline to state

Representation

12-month hiring rate


Company total

American Indian, Alaska Native, Native Hawaiian, or other Pacific Islander

Representation

12-month hiring rate

Technical

Representation

12-month hiring rate


Technical

White

Representation

12-month hiring rate


Technical

Asian

Representation

12-month hiring rate


Technical

Hispanic or Latinx

Representation

12-month hiring rate


Technical

Two or more races

Representation

12-month hiring rate


Technical

Black or African American

Representation

12-month hiring rate


Technical

Decline to state

Representation

12-month hiring rate


Technical

American Indian, Alaska Native, Native Hawaiian, or other Pacific Islander

Representation

12-month hiring rate

Non-technical

Representation

12-month hiring rate


Non-technical

White

Representation

12-month hiring rate


Non-technical

Asian

Representation

12-month hiring rate


Non-technical

Hispanic or Latinx

Representation

12-month hiring rate


Non-technical

Two or more races

Representation

12-month hiring rate


Non-technical

Black or African American

Representation

12-month hiring rate


Non-technical

Decline to state

Representation

12-month hiring rate


Non-technical

American Indian, Alaska Native, Native Hawaiian, or other Pacific Islander

Representation

12-month hiring rate

Leadership

Representation

12-month hiring rate


Leadership

White

Representation

12-month hiring rate


Leadership

Asian

Representation

12-month hiring rate


Leadership

Hispanic or Latinx

Representation

12-month hiring rate


Leadership

Two or more races

Representation

12-month hiring rate


Leadership

Black or African American

Representation

12-month hiring rate


Leadership

Decline to state

Representation

12-month hiring rate


Leadership

American Indian, Alaska Native, Native Hawaiian, or other Pacific Islander

Representation

12-month hiring rate

Leadership

Representation

12-month hiring rate

Leadership

Representation

12-month hiring rate

Leadership

Representation

12-month hiring rate

Leadership

Representation

12-month hiring rate

Leadership

Representation

12-month hiring rate

Leadership

Representation

12-month hiring rate

Leadership

Representation

12-month hiring rate

Sense of belonging by race/ethnic identity

RACE/ ETHNICITY (U.S. ONLY)  
White +6%
Asian +5%
Black or African American Baseline
Hispanic or Latinx +5%
Two or more races +6%
Decline to state -6%

 

Age

Representation

20s

30s

40s

50s+

12-month Hiring Rate

20s

30s

40s

50s+

International Representation

Number of countries represented by Atlassians.

Total Nationalities

Sydney

Amsterdam

San Francisco

Mountain View

Austin

New York

Remote

Bengaluru

Manila

Yokohama

56
37
26
25
19
13
12
1
1
1
Sydney
Amsterdam
San Francisco
Mountain View
Austin
New York
Remote
Bengaluru
Manila
Yokohama

Sense of belonging by office

LOCATION  
Sydney Baseline
Manila +6%
Yokohama +3%
San Francisco +2%
Mountain View -1%
Austin -1%
New York -8%
Amsterdam +8%
Home Office -3%

Race/Ethnicity by Gender (U.S. Only)

RACE GENDER REPRESENTATION HIRING
Native American, Alaska Native, Native Hawaiian, or other Pacific Islander Women 0.2% 0.5%
  Men 0.4% 0.0%
Asian Women 11.0% 15.9%
  Men 14.2% 56.2%
Black or African American Women 0.8% 0.5%
  Men 1.3% 1.6%
Hispanic or Latinx Women 1.8% 3.4%
  Men 3.6% 3.7%
Two or more races Women 0.8% 1.3%
  Men 2.2% 3.7%
White Women 19.3% 17.0%
  Men 41.9% 29.7%
Decline to state Women 0.4% 0.3%
  Men 1.2% 1.9%

 

We have combined all Native / Indigenous peoples into a single category.

Percentages may not add to 100% due to rounding.

We recognize that gender is a spectrum, but currently have access to binary data for our employees.

Join the team

Our team's great, but we've got room for more if you're interested.