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| The Gender Debate |
Continued from page: 3
Reaching Out
Companies programs and initiatives are also planned keeping these different periods in a womans life and the respective needs in mind. Large companies like IBM, Accenture, Cisco are starting even before the entry level by going to girls-only schools and creating awareness, and excitement, about technology, mathematics, jobs in the knowledge industry, and such.
When girls enter the work stream, they tend to react negatively to any talk of gender. They want to work the same hours as the men, on the same projects, travel as muchany inkling of differentiation here would be terribly demotivating.
But all said and done, sexual harassment is still topping the list of reasons why women leave an organization. So, sensitization, of both men and women, becomes extremely importantand this is a need in all brackets. Senior male managers have to be sensitized about how they should behave with their women subordinates, and women on the accepted norms of behavior. In KPOs, typically working with a large number of young people from varied cultures and geographies, the need becomes even more critical.
Sexual harassment is a zero-tolerance for all companies; but its also important that employees (even male) know where/who to complain to, that it will be kept confidential, and that itll get top management attention and involvement.
Companies also use the intranet effectively, and blogs, to understand the pulse of the people through discussions on the blogtransparency is at the core of these initiatives. Security is another concern which is core to any IT services company.
| Investment in gender inclusion is a matter of survival, and this is true for companies of all sizes |
You interact with companies of all sizes,how would you describe the different attitudes towards gender inclusion and empowerment?
Companies are at different levels of evolution. The motivations varyfor some, the primary trigger is their global agenda which then picks up steam locally. For some others, the growing internal conviction that inclusion is essential for business success drives them to a general D&I focus with gender inclusion in particular. This is irrespective of size.
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Nirmala, CEO, Interweave |
And how do you then approach their different needs?
We take a practical approach within the framework of the industry within which the organization operates and its stage of evolution in this space. Sometimes they have a clear agenda through an internal survey/focus groups which we help think through and implement. At other times, we assist the client to explore their needs and then arrive at an action plan that dovetails into their global agenda. We also suggest a review of internal policies and systems to ensure it is a respectful and harassment-free workplace before moving to more proactive inclusion initiatives. In all of this, the passion and the vision of the leadership of the company is critical for its success.
Should all companies, irrespective of size, think of gender diversity?
Yes, most certainly. Women are a very integral part of their talent base and investment in gender inclusion is a matter of survival. An inclusive culture helps both in retention and maximization of its human capital. For small and young organizations, inclusiveness initiatives will give them the added advantage of embedding it more easily into the culture of the organization.
You also interact with a lot of women at all levelshow do they react to this gender conversation?
It is interesting you asked this question. There are mixed reactions to this from women, depending on the life stage they are in. It ranges from resentment (we dont need special support!) to a sense of relief from women with families. We also occasionally run into successful senior women who believe they managed despite all odds and that women today are making way too much noise.
What we need to understand is that in any normal distribution of women, there will be about 15% that will be so career focused that they will succeed irrespective of whether they have the organizations support or not. Similarly, there is another 15% who, in spite of the best organizational support, will choose to give up a career for the family. Our focus is really on the other 70%. For them the gender conversation is vital and impacts them directly.
Are you happy with the progressin terms of changing mindsets, and numbers?
We started Interweave three years ago and even in our short experience we have seen substantial progress. There is growing interest and companies are committed to addressing their D&I agenda. However, we would like to see companies address it holistically rather than focusing on only particular slices of the issue. More and more organizations are considering measurable targets and making senior managers accountable.
Mindset change is the most challenging and will take some time to return investment. Yet, the journey has begun, and its only a question of time before inclusiveness is no more a subject of discussion but an experienced reality! |
The next level is identified as the most critical one where on one side the woman is preparing for a mid-management position and on the other, looking at a whole new work-life equation post marriage and child-birth. Child-care, flexi-hours, counseling and mentoring, and networking and a lot of exposure are the focus areas for the gender programs for this bracket.
After sexual harassment, child-care comes up as the number two reason for women leaving. Companies, with the help of various associations, have put up child care facilities at convenient locations, which they say, are being used very well.
Some have feel good programs like kids day or general socializing events where the woman can bring in her kids and familythese are not very expensive events, which go a long way in keeping employees happy.
It is the womans choice whether she chooses to work or be a full time mother, the objective of the counseling and mentoring sessions is so shes aware enough to make empowered decisions. Meeting senior women from her own company or from the industry and learning from their personal experiencesagain comes out as a very motivating exercise.
Then those with leadership qualities and ambition are identified for leadership workshops and training, and groomed for senior management levels.
Senior women have already made it through the journey, so an empowering them companies focus. These women have to be kept motivated, which companies are doing by giving them visibility as mentors and sponsors, and preparing them to become business leaders.
The second-innings women is another bracket the industry has been focusing on lately. Theres this huge talent pool of qualified women who took a breakand the companies want them back. It has to be planned and promoted well so these women know who/how to get in touch with, and the companies are able to utilize them in the best possible way.
In Conclusion
If it is going to make a difference to the business, companies should have a gender diversity program. To put in enabling mechanisms, it does not matter what size you are. If it is talking about costs, calculate the cost of growing the woman employee against having someone you value leaving the company. Cost of recruiting is yet another cost.
What is needed is a strong business case: one, there is the RoI and two there is the cost of not doing it. Take the cost of recruiting another person, cost of training, loss of knowledge, and compare it to putting up a shared childcare facility, and the RoI becomes amply clear.
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