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Bringing in Women
Posted on October 1, 2020 by Editor
Written by Ms Bhavana Bindra – Director, Advisory Board Member, Speaker, Writer, Diversity Sponsor
In the past couple of decades, diversity has been an oft-used term, debated ad nauseum, the business case sold aplenty. Anyone who is anybody has incorporated it within their strategies, visions, missions et al.
But how many people actually understood diversity for what it stands for and not for that one thing it commonly refers to- gender! It’s where the layman generally assumes it to be and not on what it actually represents – a diversity of mindset, of thoughts and of ideas as well as their execution.
Truth of the matter is that diversity, other than of gender, color, religion, backgrounds, etc. is difficult to measure and so we assume that as we incorporate all the above, and many other measurable forms, we are able to bring in what we truly want- the benefits of multiplicity! Gender, hence, remains the most visible and distinguishable form of diversity.
However, I still find organizations struggling to incorporate this most-easily-represented form of diversity, in their headcounts. The issue in my mind is 3-fold
- Acknowledgement
- Intent
- Ability
1. Acknowledgement
Even after all the years of having the virtues of diversity being extolled, I have come across several CXOs/ business leaders, for whom business-as-usual continues without so much as a thought to attempting creation of diversity. Seemingly satisfied with the pace at which business is moving, their challenges easily explained by the changes in customer preferences, competitive tactics, regulatory, etc – in other words, the lack of creating opportunity via diversity does not seem to them to be a roadblock for their progress.
This may also be a function of the industry they area in. Therein, unless disrupted by the enterprising behaviour of a player (as they say) eating away their cheese, companies can go on with their existence without so much as batting an eyelid on the topic. In fact, in several cases rolling their eyes (obviously out of public eye) at the mention of the “D” word.
The only way such companies can be jolted out of this complacency is when the markets, their shareholders, demand action, or let’s say, penalize for inaction. Of course, if shareholders are earning their fill, and not worried about opportunity cost of the missing diverse workforce, there isn’t much one can do.
Even within organizations viewed as being well into their Diversity journeys, this phenomenon may exist in pockets of functions.
2. Intent
Despite being well-informed of the virtues of diversity, several leaders still may not think it deserves their endorsement. This does not mean they will not say the right things or include Diversity as part of their communication and strategies. It means that the intent behind it is missing.
Strategy will very well encompass initiatives for Diversity. Whether in connecting with external or internal stakeholders, the management teams will ensure there is enough mention of the work being done around Diversity. But the missing link here would be the tone at the top.
Diversity cannot just be about having the right strategy for HR to execute. It needs to have the top leadership behind it, making it their business as much as making money is their business. So the strategy, needs to have its initiatives driven by the top with Projects specifically being driven by senior leaders- tracked, KPI-ed and measured for success against objectives.
It cannot be the ‘flavour of the day’, month or even year. It needs to be what an organization and its leadership commits to making happen over a 5-10 year period. This especially so for organizations that have had a certain composition of workforce for a several decades prior.
3. Ability
Several leaders well-aware of the benefits of a gender diverse workforce and with the intent of moving the needle, struggle with where to begin and how to go about it. Organizations and sometimes functions within them are bootstrapped. In such cases its usually some external help- a third party that proves to be helpful. Hiring a consultant or a D&I leader, and sometimes even engaging Board members have been ways in which leaders have sought help in making change happen.
In many cases, the problem lies in understanding the root causes of perceived biases against bringing in women. Some of these can be very practical issues which may or may not be overcome. For organizations with the true intent of moving the needle, the best way to do it is to get into each and every role that exists, evaluating it for its amenability to be gender diverse. Criteria for evaluation could include several including, availability of talent pool (the feeder pipeline may be thin but not non-existent), feasibility of roles (safety, for example, is an important aspect one keeps in mind) and practicality of having a gender diverse employee (certain customer locations, for instance, may have inadequate facilities).
Once we know what issues we are dealing with, we are able to either focus on solving those or we move onto overcoming our bias with the evaluation done thus initiating the change.
One can view the above as difficulties different industries or organizations across industries face. Another way to view it is a leader’s (and/ or an organization’s) journey across the above stages. We can also have scenarios where an organization may have the intent and ability to drive diversity, but there will be pockets within it that still struggle with even acknowledgement of it. There will always be good reasons for why that happens, but rather than justifying, a good leader unearths the possibilities of moving forward.
Change wont happen overnight and neither do we want it. Most organizations have enough opportunities via attrition and expansion, that allow for vacancies to enable bringing in gender diverse candidates. It may sometimes take much longer than one would want, but then its ok to give oneself the credit for making a beginning- after all Rome wasn’t built in a day!
As talent becomes fungible, and realizes its value more than ever, cross-industry moves are wont to happen even more than thus far. The speed of movement and direction of flows will be the only set of factors one cannot predict with certainty. In this race of multi-directional flows, missing out on a chunk of talent would sooner or later hurt those who have hitherto worn blinkers.
Bringing in Women
Posted on October 1, 2020 by Editor
Written by Ms Bhavana Bindra – Director, Advisory Board Member, Speaker, Writer, Diversity Sponsor
In the past couple of decades, diversity has been an oft-used term, debated ad nauseum, the business case sold aplenty. Anyone who is anybody has incorporated it within their strategies, visions, missions et al.
But how many people actually understood diversity for what it stands for and not for that one thing it commonly refers to- gender! It’s where the layman generally assumes it to be and not on what it actually represents – a diversity of mindset, of thoughts and of ideas as well as their execution.
Truth of the matter is that diversity, other than of gender, color, religion, backgrounds, etc. is difficult to measure and so we assume that as we incorporate all the above, and many other measurable forms, we are able to bring in what we truly want- the benefits of multiplicity! Gender, hence, remains the most visible and distinguishable form of diversity.
However, I still find organizations struggling to incorporate this most-easily-represented form of diversity, in their headcounts. The issue in my mind is 3-fold
- Acknowledgement
- Intent
- Ability
1. Acknowledgement
Even after all the years of having the virtues of diversity being extolled, I have come across several CXOs/ business leaders, for whom business-as-usual continues without so much as a thought to attempting creation of diversity. Seemingly satisfied with the pace at which business is moving, their challenges easily explained by the changes in customer preferences, competitive tactics, regulatory, etc – in other words, the lack of creating opportunity via diversity does not seem to them to be a roadblock for their progress.
This may also be a function of the industry they area in. Therein, unless disrupted by the enterprising behaviour of a player (as they say) eating away their cheese, companies can go on with their existence without so much as batting an eyelid on the topic. In fact, in several cases rolling their eyes (obviously out of public eye) at the mention of the “D” word.
The only way such companies can be jolted out of this complacency is when the markets, their shareholders, demand action, or let’s say, penalize for inaction. Of course, if shareholders are earning their fill, and not worried about opportunity cost of the missing diverse workforce, there isn’t much one can do.
Even within organizations viewed as being well into their Diversity journeys, this phenomenon may exist in pockets of functions.
2. Intent
Despite being well-informed of the virtues of diversity, several leaders still may not think it deserves their endorsement. This does not mean they will not say the right things or include Diversity as part of their communication and strategies. It means that the intent behind it is missing.
Strategy will very well encompass initiatives for Diversity. Whether in connecting with external or internal stakeholders, the management teams will ensure there is enough mention of the work being done around Diversity. But the missing link here would be the tone at the top.
Diversity cannot just be about having the right strategy for HR to execute. It needs to have the top leadership behind it, making it their business as much as making money is their business. So the strategy, needs to have its initiatives driven by the top with Projects specifically being driven by senior leaders- tracked, KPI-ed and measured for success against objectives.
It cannot be the ‘flavour of the day’, month or even year. It needs to be what an organization and its leadership commits to making happen over a 5-10 year period. This especially so for organizations that have had a certain composition of workforce for a several decades prior.
3. Ability
Several leaders well-aware of the benefits of a gender diverse workforce and with the intent of moving the needle, struggle with where to begin and how to go about it. Organizations and sometimes functions within them are bootstrapped. In such cases its usually some external help- a third party that proves to be helpful. Hiring a consultant or a D&I leader, and sometimes even engaging Board members have been ways in which leaders have sought help in making change happen.
In many cases, the problem lies in understanding the root causes of perceived biases against bringing in women. Some of these can be very practical issues which may or may not be overcome. For organizations with the true intent of moving the needle, the best way to do it is to get into each and every role that exists, evaluating it for its amenability to be gender diverse. Criteria for evaluation could include several including, availability of talent pool (the feeder pipeline may be thin but not non-existent), feasibility of roles (safety, for example, is an important aspect one keeps in mind) and practicality of having a gender diverse employee (certain customer locations, for instance, may have inadequate facilities).
Once we know what issues we are dealing with, we are able to either focus on solving those or we move onto overcoming our bias with the evaluation done thus initiating the change.
One can view the above as difficulties different industries or organizations across industries face. Another way to view it is a leader’s (and/ or an organization’s) journey across the above stages. We can also have scenarios where an organization may have the intent and ability to drive diversity, but there will be pockets within it that still struggle with even acknowledgement of it. There will always be good reasons for why that happens, but rather than justifying, a good leader unearths the possibilities of moving forward.
Change wont happen overnight and neither do we want it. Most organizations have enough opportunities via attrition and expansion, that allow for vacancies to enable bringing in gender diverse candidates. It may sometimes take much longer than one would want, but then its ok to give oneself the credit for making a beginning- after all Rome wasn’t built in a day!
As talent becomes fungible, and realizes its value more than ever, cross-industry moves are wont to happen even more than thus far. The speed of movement and direction of flows will be the only set of factors one cannot predict with certainty. In this race of multi-directional flows, missing out on a chunk of talent would sooner or later hurt those who have hitherto worn blinkers.