@Arkandel I'm going to comment on this from someone who isn't IN IT but works in Finance (and lord above that field is so old-white-male it's not even funny) and buck the trend a little.
Yes, you should hire someone who can do the job. I would bet real dollars that a woman who seems to meet your criteria will be insanely more qualified than most of the men who seem to meet your criteria, because of the differences women and men tend to create resumes and apply for jobs. THAT BEING SAID, assume you hire a woman because she's the one who can do the job the best and now you're trying to smooth that transition.
First - it's not going to be smooth. Just expect that.
Second - no woman wants to be treated like a mascot. I'm glad you're not planning to do that.
Third - it is not "treating women like a mascot" to have an open, honest discussion with her when she joins your team. Mention things like - "we hired you for your skillset, but I want to make sure we're not unconsciously hampering your efficacy. So I'll be keeping an eye on meetings and groupchat to make sure that you aren't getting talked over, and that when you suggest something we don't ignore it until a man says it, and when you ask questions they get answered. But if I fail, please feel free to either say something directly in the meeting, or if you're not comfortable with that come to me later and discuss it with me."
Openly discussing the elephant in the room isn't making someone feel like a mascot. It's proving that you know what the common pitfalls are, and you're aware of them and working to make sure they're not a problem. Doing it in that way makes sure she knows that she not only has an ally if she needs one, but that you're interested in making sure that the reasons you hired her aren't going to be wasted by the stupidity of men not being accustomed to listening when a woman speaks.
My previous boss had to call meetings for me with our IT guys so that they'd show up to the meetings and not blow them off. My current boss had to sit through IT meetings with me and literally repeat everything I said until people responded to it. And I am not a shy and retiring woman. It has gotten better with time. I call my own meetings with IT now and they show up. When I speak, the ones that have been through these exercises listen and pay attention, and now get other people to stop talking long enough for me to speak. It's a process, but it starts with awareness. Whatever woman you hire will be aware of the imbalance. Acknowledging it before it becomes an issue, creating a plan to deal with it if (when) it is an issue, and then acting on it will be the key to establishing a smooth, cohesive environment.
Ribald jokes are the least of your worries. I can brush off a ridiculous joke or a smarmy attitude (that doesn't involve touching, don't fucking touch me at work). But being ignored and talked over in meetings and having to wait for a man to repeat my ideas will destroy my enjoyment of what should be a good job, and honestly it's doing a disservice to the team because you've now hired someone and then forced her to underperform because you won't let her. Don't do that thing.