We are playing a key role for women’s empowerment

Can you elaborate on the key findings of the Women in India Inc (WIIn) HR managers survey report and its implications for gender diversity in corporate India?

The survey reached HR leaders in over 200 organisations across India to understand the gap between intent and practice towards fostering gender inclusive workplaces in corporate India. There were four broad categories of investigation – gender commitments at an organisation level, hiring practices, retention and well-being, besides advancing women. While a majority of HR managers acknowledged having gender diversity goals, only 43 per cent of organisations actively measured and publicly disclosed gender representation data, with an additional 42 per cent measuring but not disclosing it. And 73 per cent of organisations claimed to have gender diversity goals, but only 21 per cent possess clear internal strategies for achieving their goals. We find that hiring managers are far more likely to consider a female applicant’s marital status and age when considering her for a role, compared to a male applicant, which can create barriers to hiring more women. We also find that women who have taken a career break face significant challenges in being hired if they try to re-enter the workforce. This underscores the fact that merely establishing gender-neutral recruitment practices will not guarantee gender-equal outcomes. Firms need to invest in gender-inclusive hiring practices: yet, our survey shows that only a third of companies prioritise training for hiring managers on such practices, despite evidence suggesting their effectiveness.

The absence of Internal Complaints Committees as mandated by the Prevention of Sexual Harassment (POSH) Act in 59 per cent of organisations highlights critical regulatory gaps. This lacuna raises concerns about workplace safety and the lack of safeguards needed to ensure an inclusive work environment. This survey also sheds light on the gender gap in factors leading to exit. While financial stability and professional growth are common exit factors for both men and women, work-life balance concerns are more pronounced among women than men. This suggests that policies to retain women in the workplace need to specifically address this issue.

Our survey highlights some bright spots. The majority of organisations (87 per cent) employ at least two inclusive hiring strategies (e.g., mixed-gender panels, gender-neutral job descriptions); 57 per cent employ at least three, demonstrating a commitment to fostering a more inclusive workplace. In addition, firms have been taking proactive steps towards leadership development by adopting mentorship programmes and leadership initiatives.

These findings underscore the need for a unified effort from all stakeholders to nurture a corporate culture that not only values but actively champions gender diversity. Aligning corporate strategies with gender diversity objectives, bolstering transparency and accountability, and tailoring approaches to meet the unique needs of different sectors are essential steps towards creating a truly inclusive work environment.

What actionable steps can organisations take to overcome the gap between their stated diversity goals and actual implementation strategies, as highlighted in the report? Additionally, how can they ensure that supporting strategies are effectively integrated to foster gender-inclusive workplaces?

Top Leadership commitment: A common theme that binds all successful initiatives towards gender inclusive workplaces is a serious commitment by top leadership to understand gaps, create actionable plans and bake them into planning process and support through budgets and resources.

Accountability and Data Transparency: While many organisations recognise the significance of diversity and inclusion (D&I) initiatives and the need to establish equitable workplaces, it is difficult to manage what is not being measurement. It is critical from company leadership to identify metrics that they track, make public commitment and disclose progress.

Inclusive policies and practices: Translate understanding of gaps into action by invoking well thought out policies and practices

Support systems like Employee Resources Groups: Safe spaces to bring out challenges and brainstorm ideas and mechanisms to feed back into planning and execution

Training: to address unconscious biases, benefits of inclusivity and impact on their business goals

Considering the disparity between the existence of gender diversity goals and the absence of corresponding supporting strategies in many organisations, what collaborative efforts between regulatory bodies and industry stakeholders do you believe are essential to address legal compliance gaps and enforce gender equality in workplaces?

This is still a work in progress as we create a convening platform and council of experts to understand possible solutions better. Circle of Champions is our first step in that direction.  

The ‘Circle of Champions (CoC)’ initiative aims to foster gender transformative change within organisations. Could you elaborate on how this initiative works and what role you envision it playing in driving gender inclusivity in workplaces?

The ‘Circle of Champions’, is designed to catalyse meaningful action by uniting leaders across sectors, such as corporate executives, diversity and inclusion advocates, and women leaders. Our CoCs represent a distinguished group of trailblazers, fostering gender transformative change within their respective organisations, sectors and spheres of influence. As a CoC member most times they wield influence beyond organisational boundaries and play a significant role in shaping internal practices for gender inclusivity and amplifying ecosystem salience for women’s economic empowerment. A few initial ideas we are building upon are needle-moving actions for women in their respective workspaces, for example:

Internal Awareness Campaigns: Sharing information within their organisations about the importance of gender diversity and WEE and best practices from other comparable organisations within their sector.

Workplace Inclusivity Trainings: Advocate for and participate in verified training sessions focused on creating an inclusive work environment

Women’s Sponsorship and Mentorship Programmes: Establish or support/participate in a mentorship programme to accelerate women’s career journeys.

Amplifying key ideas and voices: Engage with the Women in India Inc. initiative on WEE knowledge products, lend voice in media 

How do you see the role of strategic partnerships between the private sector and organisations like TUF in advancing women’s economic empowerment in India?

Absolutely critical and non-negotiable. As a country, we are at a very exciting time in history where the next few decades promise to be our best yet economically; both business leaders and government are committed to going beyond lip service and drive actionable interventions on ground to improve the percentage of women in the workforce in the formal sector. However, unlocking that potential, hinges tightly on breaking the silos between academia, government and private sector and identifying customised solutions for sectors, functions, roles, across the career lifecycle of women professionals. Udaiti is playing a key role in supporting business and governments by building evidence-based solutions to drive action for women’s economic empowerment through impactful public and private partnerships.

What are some success stories or best practices that you have observed in companies that have implemented gender-inclusive policies and practices?

Godrej Consumer Products has come up with a new programme called ‘Aarambh’ which is focused on hiring more women for entry level sales roles in India, with a target of do. The WIN (Workplace Inclusivity for new and expectant parents) policy at Colgate-Palmolive India aims to provide new mothers flexibility at work, creche tie-ups, and medical insurance benefits.

Finally, looking ahead, what do you hope will be the key outcomes or changes resulting from the findings and recommendations outlined in this report?

Increasing India’s FLFPR (female labour force participation rates) to meet the international average of 52.6 per cent in the next decade by creating a level playing field for all women and the ability to achieve their full economic potential. u

Pooja Goyal, CEO, The Udaiti Foundation (TUF) has extensive experience in the social impact space. As a serial entrepreneur she has led cross functional teams globally. Prior to joining TUF, she was the co-founder of educational robotics, Avishkaar, and also the co-founder of early years education company Intellitots which she exited to Klay. Working at grassroots to bolster women entrepreneurship and skill development, she has invested in women-led companies and supports women entrepreneurs through SheEO club that she co-founded. She is the recipient of Women Transforming India Award 2022 by the government. Her mission at TUF is to propel Women’s Economic Empowerment in India, empowering every woman to reach her economic potential, contributing to the vision of India as a $10 trillion economy by 2035. TUF has launched the Close the Gender Gap (CGG) data hub with an aim to drive transformative changes in gender representation and policies within the formal sector. The platform compiles longitudinal company-wise data from 2,000 companies based on market capitalization, offering an unparalleled perspective on gender representation and policies. She shares her thoughts with Lancelot Joseph. Excerpts: